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Korea joined the journey of reinventing government and initiated a 'results-oriented' performance management system by synthesizing the experience of others along with its own. The country's performance management/evaluation system equipped with various e-government tools appears advanced and efficient. However, most government officials are not quite satisfied with the current system and its operations although they agree that performance-based management is necessary in principle. The newly emerged challenges and problems are manifold. This paper groups them into two dimensions: philosophy and implementation. This paper argues that a new and better performance management system requires re-thinking of philosophical underpinnings of public governance and more learning before scorekeeping in the implementation process.

Korea joined the journey of reinventing government and initiated a 'results-oriented' performance management system by synthesizing the experience of others along with its own. The country's performance management/evaluation system equipped with various e-government tools appears advanced and efficient. However, most government officials are not quite satisfied with the current system and its operations although they agree that performance-based management is necessary in principle. The newly emerged challenges and problems are manifold. This paper groups them into two dimensions: philosophy and implementation. This paper argues that a new and better performance management system requires re-thinking of philosophical underpinnings of public governance and more learning before scorekeeping in the implementation process. Adapted from the source document.

Sex, gender, and work -- Yesterday and today -- Becoming women and men -- Making employment decisions / Laura M. Graves and Gary N. Powell -- Working in diverse teams / Laura M. Graves and Gary N. Powell -- Leading people -- Dealing with sexuality in the workplace -- Managing the work-family interface -- Promoting nondiscrimination, diversity, and inclusion

China's Thought Management argues that by re-emphasizing and modernizing propaganda and thought work since 1989, the CCP has managed to overcome a succession of local and national level crises- the Tiananmen Square protests of 1989, the impact of the collapse Socialism in the Eastern bloc, SARS, ethnic clashes in Tibet and Xinjiang, to name but a few- emerging re-strengthened and as dominant in Chinese society as ever. The contributors to this book address such crucial issues as the new emphasis on economic propaganda, the continued importance of the PLA propaganda system in China's overall propaganda work and political stability, how the CCP uses "Confu-talk" in its foreign and domestic propaganda, and new approaches to mass persuasion such as "campaigns of mass distraction". Each chapter is a case study of the multiple ways in which the CCP has modified and adjusted its propaganda to reflect China's changed economic and political environment. -- From publisher description

This edited volume covers essential and recent development in the engineering and management of data centers. Data centers are complex systems requiring ongoing support, and their high value for keeping business continuity operations is crucial. The book presents core topics on the planning, design, implementation, operation and control, and sustainability of a data center from a didactical and practitioner viewpoint. Chapters include: · Foundations of data centers: Key Concepts and Taxonomies · ITSDM: A Methodology for IT Services Design · Managing Risks on Data Centers through Dashboards · Risk Analysis in Data Center Disaster Recovery Plans · Best practices in Data Center Management Case: KIO Networks · QoS in NaaS (Network as a Service) using Software Defined Networking · Optimization of Data Center Fault-Tolerance Design · Energetic Data Centre Design Considering Energy Efficiency Improvements During Operation · Demand-side Flexibility and Supply-side Management: The Use Case of Data Centers and Energy Utilities · DevOps: Foundations and its Utilization in Data Centers · Sustainable and Resilient Network Infrastructure Design for Cloud Data Centres · Application Software in Cloud-Ready Data Centers This book bridges the gap between academia and the industry, offering essential reading for practitioners in data centers, researchers in the area, and faculty teaching related courses on data centers. The book can be used as a complementary text for traditional courses on Computer Networks, as well as innovative courses on IT Architecture, IT Service Management, IT Operations, and Data Centers.

If the first year of incorporation was the paving of the foundation for SMU, the second year was one of laying the first building blocks. For the university, this was a year for surging ahead – of exploration and adventure. With a sizeable student population, a faculty of international repute and two schools going on three, SMU is growing from strength to strength at an unbelievable rate. But beyond sheer numbers, I sense and see a spirit of fervour and adventure in the work of students, faculty and staff in every corner of this institution that we have founded. Our students have beaten the odds to win international business competitions and shown their mettle in all areas ranging from sports to culture to community activities. They display a thirst for challenging the unquestioned, for conquering the unknown. This is the very same spirit that the Singapore government has been striving to nurture – that which is believed to spur entrepreneurship, the passion for enterprise and the eagerness to make things happen.

It has been an extremely gratifying first year for SMU. From scratch, we saw a curriculum developed, a more than credible faculty assembled, a campus bloom from the ground in record time, and a small group of bright and very promising young individuals set the standard as the historic pioneer intake of students. How did we even begin to persuade sponsors or students to come on board with us? We had no track record, no alumni, not even an existing undergraduate population. Yet, industry support was unabashedly warm from the time Singapore's third university was announced. First year application for places was over six times subscribed. How did we do it? I believe several factors came into play. Government support undeniably played a large part. Even though we were set up as a private university, Singapore's first, SMU was initiated by the Singapore government to spur innovation in teaching, world-class research, and groom leaders and technopreneurs for the New Economy. It was in the national interest for SMU to succeed and government support came fast and furious, notably in the form of financial aid, with a $50 million one-time grant towards the endowment fund and a further 3:1 matching grant for other endowment fund donations. The Wharton connection was also instrumental in the set-up. To be linked up with the best business school in the United States was a tremendous boost in our favour. It gave our programmes immediate credibility and provided the launch pad for us to recruit world-class faculty and attract top students. The icing on the cake was the appointment of former Deputy Dean of Wharton, Prof Janice Bellace, as President of SMU. During the university's infancy stage, she provided the critical leadership and ensured its path to success by setting the tone and direction