Suchergebnisse

The question that we ask in this paper is whether the danger of confidence crisis can be reduced by acting on the choice of the maturity structure of public debt.

May 1979. ; Summary of proceedings of a conference held in Washington, D.C. on February 28, 1979, and sponsored by the U.S. Office of Personnel Management.and others. ; At head of title: Conference report. ; Includes bibliographical references. ; Mode of access: Internet.

Debates on the impact of management ideas tend to assume a mechanistic view of knowledge with its value or threat conceived of in terms of the extent to which it is directly applied in practice. This is echoed in policies and practices of management education in terms of an emphasis on practical relevance. Such debates typically neglect processual views of knowledge and, in particular, the existential and associated emotional aspects of 'acquiring' knowledge—learning as becoming. This article explores managers' reflections on the consequences of studying a range of explicit management ideas within the context of the MBA. Some direct translation, combination and application of ideas is evident, along with the more indirect discursive construction of an identity as 'strategic' or managerial in content. However, the reverse is more evident, where opportunities for application to organizational practices are seen as inappropriate or impeded within the organization. Instead the principal outcome of ideas acquisition and the process of 'acquiring' them is an (albeit necessarily precarious) sense of 'self-confidence', which is reinforced through discourse. The MBA thus becomes a means for acquiring appropriate language fluency in management and the self-confidence to gain legitimacy and social privilege in senior management. The article points to the analytical value of exploring the translation of knowledge beyond that of the transformation of ideas and of the discursive content of identity towards the existential-emotional transitions associated with 'identity work'. It also has significant implications for our understanding of management, management education and the centrality and boundaries of knowledge as an organizing concept.

The Suzy Lamplugh Trust was set up after the headlined
disappearance of a young estate agent, the author of the article and
founder of the trust is Suzy Lamplugh′s mother. Aggression and violence
in the workplace are discussed; women are seen not to be the
risk factor of popular myth. Violence at work is a people problem. The
Trust′s work includes research, publicity and the organisation of
workplace training. The core of training is twofold: psychological
(dealing with anxiety, attitudes and assertiveness) and practical
(dealing with avoidance, anticipation and appropriate physical control
of aggressors).

"OIPP 152-106." ; Papers presented at a conference held in Washington, D.C., Feb. 28, 1979, sponsored by the U.S. Office of Personnel Management and others. ; Cover title. ; Mode of access: Internet.

The United Nations Convention on the Rights of People with disabilities has driven changed expectations on the way in which States are expected to relate to disabled people and assist in building an inclusive society.The World Report on Disabilities has provided both statistical information and examples of best practice including in the employment space.In the employment area, states are expected to provide a leadership role and provide support for private enterprise. Taking a much more partnership approach to the employment of people with disabilities has increased understanding of respective needs and helped shape different conversations. These conversations have been informed by research in to what employers perceive as barriers to employing disabled people. Providing employers with answers to their concerns has provided them with the confidence to employ and retain employees with disabilities. The mainstream approach has moved the discussion away from differences to an understanding that in many situations, this is no different to what is already provided to other employees. Confident employers are likely to provide repeat opportunities and also be good role models for other employers.The world financial crisis has sharpened enterprises understanding of the economic impact of failing to take a proactive approach to their employees. Responsibility for building knowledge is equally shared by the employee and the employer. The employee's direct line manager is has a crucial role in building connectedness for those for whom they have managerial oversight.Demedicalising the way people with disabilities are either retained or enter the workforce will be crucial in building the confidence of employers. Language and culture play an important part in building a connected and confident workplace.