You Say Tomato, I Say Tomahto: Leadership, Management, and the Ethics of InfluenceYou Say Tomato, I Say Tomahto: Leadership, Management, and the Ethics of Influence

PsycCRITIQUES ◽  
2014 ◽  
Vol 5959 (1515) ◽  
Author(s):  
Alisha Francis
Keyword(s):  
Leadership Management

RESEARCH ON BUILDING THE PROBATIONARY MECHANISM FOR LEADERS AND MANAGERS AT VIETNAM ACADEMY FOR ETHNIC MINORITIES*

2019 ◽  
Vol 8 (3) ◽  
Author(s):  
Dau The Tung ◽  
Phan Hong Minh
Keyword(s):  
Ethnic Minorities ◽  
Management Practice ◽  
Leadership And Management ◽  
Leadership Management

Derived from the practical requirements of leadership and management of the Vietnam Academy for Ethnic Minorities; from the assigned task functions; from the Party and State's guiding documents on leadership, management practice and issues raised from probationary leaders and managers in a number of agencies, units, ministries, the groups of authors focus on studying and formulating a probationary mechanism for leaders and managers at the Vietnam Academy for Ethnic Minorities, in which special attention is paid to the practical conditions and the peculiarities of the Vietnam Academy for Ethnic Minorities.

Managing Science

2017 ◽  
Author(s):  
Ken Peach
Keyword(s):  
Project Management ◽  
Team Building ◽  
Health And Safety ◽  
Scientific Research ◽  
Budget Planning ◽  
Cooperation And Competition ◽  
Leadership Management ◽  
Annual Budget ◽  
Proposal Writing ◽  
Definition Of

Managing science, which includes managing scientific research and, implicitly, managing scientists, has much in common with managing any enterprise, and most of these issues (e.g. annual budget planning and reporting) form the background. Equally, much scientific research is carried in universities ancient and modern, which have their own mores, ranging from professorial autocracy to democratic plurality, as well as national and international with their missions and styles. But science has issues that require a somewhat different approach if it is to prosper and succeed. Society now expects science, whether publicly or privately funded, to deliver benefits, yet the definition of science presumes no such benefit. Managing the expectations of the scientist with those of society is the challenge of the manager of science. The book addresses some issues around science and the organizations that do science. It then deals with leadership, management and communication, team building, recruitment, motivation, managing scientists, assessing performance, cooperation and competition. This is followed by a discussion of proposal writing and reviewing, committees and meetings, project management, risk and health and safety. Finally, there is a discussion on how to deal with disaster, how to cope with the stresses of management and how to deal with difficult problems.

scholarly journals Leadership, management, quality, and innovation in organ donation: 2019 kunming recommendations for one belt & one road countries

2021 ◽  
Author(s):  
Chloe Ballesté ◽  
Aurora Navarro ◽  
José Luis Escalante ◽  
Arantxa Quiralte ◽  
Elisa Vera ◽  
...  
Keyword(s):  
Organ Donation ◽  
Leadership Management ◽  
Management Quality ◽  
One Belt One Road

scholarly journals A smart learning ecosystem design for delivering Data-driven Thinking in STEM education

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Francisco Benita ◽  
Darshan Virupaksha ◽  
Erik Wilhelm ◽  
Bige Tunçer
Keyword(s):  
Learning Experience ◽  
Data Driven ◽  
Spatial Skills ◽  
Children And Adolescent ◽  
Adolescent Students ◽  
Smart Learning ◽  
Leadership Management ◽  
Analytical Thinking ◽  
Organization Leadership ◽  
Multi Stakeholder

AbstractThis paper proposes an Internet of Things device (IoT)-based ecosystem that can be leveraged to provide children and adolescent students with STEM educational activities. Our framework is general and scalable, covering multi-stakeholder partnerships, learning outcomes, educational program design and technical architecture. We highlight the importance of bringing Data-driven Thinking to the core of the learning environment as it leads to collaborative learning experience and the development of specific STEM skills such as problem-finding and solving, cognitive, analytical thinking, spatial skills, mental manipulation of objects, organization, leadership, management, and so on. A successful case study in Singapore involving tens of thousands of students is presented.

scholarly journals Factors related to the performance of Specialized Dental Care Centers

2015 ◽  
Vol 20 (4) ◽  
pp. 1149-1163 ◽  
Author(s):  
Flávia Christiane de Azevedo Machado ◽  
Janmille Valdevino Silva ◽  
Maria Ângela Fernandes Ferreira
Keyword(s):  
Dental Care ◽  
Family Health ◽  
Work Processes ◽  
Organization And Management ◽  
Leadership Management ◽  
Care And Support ◽  
Health Strategy ◽  
Family Health Strategy ◽  
Specialized Care

The Specialized Dental Care Centers (SDCC) have the mission to expand access to public medium complexity dental care and support the primary health care actions at this level of complexity. However, it is necessary to ensure the quality of services and to evaluate such services continuously to identify weaknesses and strengths that support the processes of leadership/management. Nevertheless, there is a dearth of studies on the assessment of oral health in specialized care that may indicate which factors should be investigated. Therefore, this integrated literature review sought to explore the plethora of publications on the evaluation of SDCC in the LILACS and MEDLINE data bases in October 2013 to identify factors possibly related to the performance of such health services. Thus, 13 references were included in this review pointing to forms of organization and management of work processes related to the creation of healthcare networks (operation of regulation centers and setting up of health consortiums). They include the contextual characteristics of the places where SDCCs are located (population size, Family Health Strategy coverage, Municipal Human Development Index, governance, governing capacity) were factors that influenced the SDCCs performance.

scholarly journals The myths and mysteries of leadership in higher education

2021 ◽  
Vol 10 (2) ◽  
pp. 221258682110062
Author(s):  
Leo Goedegebuure
Keyword(s):  
Higher Education ◽  
Universities And Colleges ◽  
Seminal Work ◽  
Leadership Management ◽  
Leadership In Higher Education ◽  
The Us ◽  
Ultimate Question ◽  
And Performance

In his seminal work “How Colleges Work” Bob (Robert) Birnbaum poses the ultimate question on the paradox of universities and colleges in the US. How comes, he asks, is it that they are amongst the largest industries in the country with an unparalleled reputation for diversity and quality, but are also regarded as poorly managed. In this paper I explore the evidence for a relationship between leadership, management and performance, or not.

A Clinical Strategy to Help Students With Leadership/Management NCLEX Questions

2004 ◽  
Vol 29 (4) ◽  
pp. 142-143
Author(s):  
Susan G. Poorman ◽  
Melissa L. Mastorovich
Keyword(s):  
Leadership Management ◽  
Clinical Strategy

Development and Psychometric Testing of a Self-Rated Scale Based on National Nursing Core Competency Standards

2021 ◽  
pp. JNM-D-20-00049
Author(s):  
Al D. Biag ◽  
Vanessa L. Belen
Keyword(s):  
Psychometric Testing ◽  
Core Competency ◽  
Internal Consistency Reliability ◽  
Validity And Reliability ◽  
Leadership And Management ◽  
Five Dimensions ◽  
Leadership Management ◽  
Client Care ◽  
Research Competencies ◽  
Item Scale

Background and PurposeThe objectives of this study were to develop a National Nursing Core Competency Standards (NNCCS)-based instrument and determine its construct validity and internal consistency reliability.MethodsA methodologic research design was used to validate the 59-item scale based on the responses of 600 nurses. The scale items were culled from the client care, leadership and management, and research competencies identified in the NNCCS.ResultsThe results of the analyses confirmed 53 items and gave rise to a five-factor solution. The five dimensions are leadership, management, research, ethico-legal, and strategic competencies.ConclusionsThe seminal psychometric testing provided an evidence of acceptable validity and reliability of the proposed instrument. Further testing was recommended to accrue the psychometric soundness of the instrument.

Development of Potentially Better Practices for the Neonatal Intensive Care Unit as a Culture of Collaboration: Communication, Accountability, Respect, and Empowerment

PEDIATRICS ◽  
2003 ◽  
Vol 111 (Supplement_E1) ◽  
pp. e471-e481
Author(s):  
Judy Ohlinger ◽  
Mark S. Brown ◽  
Sue Laudert ◽  
Sue Swanson ◽  
Ona Fofah ◽  
...  
Keyword(s):  
Intensive Care ◽  
Quality Improvement ◽  
Neonatal Intensive Care ◽  
Care Quality ◽  
Care Group ◽  
Team Members ◽  
Leadership Management ◽  
Standards Of Conduct ◽  
Year 2000 ◽  
Multidisciplinary Teamwork

Objective. The Vermont Oxford Network (VON) CARE Group was formed in response to the need to create organizational cultures supportive of change and quality improvement. Methods. The CARE Group consisted of team members from 4 participating neonatal intensive care units (NICUs). All CARE Group members chose to work on multidisciplinary teamwork for the duration of the Neonatal Intensive Care Quality Improvement Collaborative Year 2000. A questionnaire was developed by the CARE Group and administered to the 4 focus group NICUs. The survey focused on 6 domains of the organization: unit coordination, working in the NICU, leadership, management of disagreements, authority, and unit culture. Benchmarking visits were completed to supplement the information found in the survey and the literature. Results. Seven potentially better practices (PBPs) were developed on the basis of the surveys, benchmark visits, and literature reviews. The PBPs include 1) a clear, shared NICU purpose, goals, and values; 2) effective communication among and between teams and team members; 3) leaders lead by example; 4) nurture a collaborative NICU environment with trust and respect; 5) live principled standards of conduct and standards of excellence; 6) nurture competent and committed teams and team members; and 7) commit to effective and positive conflict management. Conclusions. The CARE Group successfully used quality improvement methods and collaboration to delineate principles and practices of multidisciplinary teamwork.

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