Developing an effective corrective action process

2013 ◽  
pp. 659-668 ◽  
Author(s):  
Jordan Multer ◽  
Joyce Ranney ◽  
Julie Hile ◽  
Thomas Raslear
Keyword(s):  
Corrective Action ◽  
Action Process

Understanding the RCRA corrective action process

1993 ◽  
Vol 4 (1) ◽  
pp. 43-58
Author(s):  
Matthew L. McCullough ◽  
Joseph R. Morabito ◽  
Thomas E. Rodriguez
Keyword(s):  
Corrective Action ◽  
Action Process

Collaborative Action Research In Academic Administration

2019 ◽  
Vol 8 (3) ◽  
pp. 227-252
Author(s):  
Bradley C. Thompson
Keyword(s):  
Decision Making ◽  
Action Research ◽  
Collaborative Action Research ◽  
Team Members ◽  
Academic Administration ◽  
Leadership Culture ◽  
Collaborative Action ◽  
Working Together ◽  
Upper Level ◽  
Action Process

This research involved a study exploring the changes in an academic institution expressed through decision-making in a shifting leadership culture. Prior to the study, the school was heavily entrenched in authoritarian and centralized decision-making, but as upper-level administrators were exposed to the concept of collaborative action research, they began making decisions through a reflection and action process. Changing assumptions and attitudes were observed and recorded through interviews at the end of the research period. The research team engaged in sixteen weekly cycles of reflection and action based on an agenda they mutually agreed to and through an analysis of post-research interviews, weekly planning meetings, discussions, and reflection and action cycles. Findings revealed experiences centering around the issues of:  The nature of collaboration- it created discomfort, it created a sense of teamwork, it created difficulty.  The change of environment in the process- team members began to respect each other more, and the process became more enjoyable.  The freedom and change in the process- freedom to voice opinions and to actively listen, the use of experience to lead elsewhere in the school.  How issues of power are better understood by working together- the former process was less collaborative, politics will always be part of the process. As a result of this study, members have started using this decision-making methodology in other areas of administration.

Konflik Kekerasan, Otonomi Daerah dan Integrasi Nasional

2010 ◽  
Vol 8 (5) ◽  
pp. 35-42
Author(s):  
Kusnanto Anggoro
Keyword(s):  
Early Warning ◽  
Social Economic ◽  
Corrective Action ◽  
Demographic Changes ◽  
Local Autonomy ◽  
Foreseeable Future ◽  
National Integration ◽  
Pattern Change ◽  
The Social ◽  
Cultural Tensions

In a decade of reform, several changes had been occurred. Some adjustments could be considered as a success, while others potentially could trigger conflicts. Historical conflict remnants in Indonesia were hard to restrain. Hence, national integration remains crucial in the foreseeable future. Local autonomy could be an avenue to resolve the problem of national integration in a particular context. However, local autonomy could result in the reverse end. In the midst of conflict pattern change and development over the last decade, bureaucracy (local and national) has to be able to foresee any sign of conflict (early warning) in order to be able to anticipate. Conflict recognition could be observed through various indications, ranging from demographic changes, deterioration of the social-economic situation, and/or cultural tensions. Failure to do corrective action on such deviation would lead to a greater risk of conflict occurrence.

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