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Article
Publication date: 1 March 2001

Andrew Gautreau and Brian H. Kleiner

Considers the need for performance measurement systems before introducing the concept of the balance business scorecard. Discusses the benefits of grouping strategic memasures…

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Abstract

Considers the need for performance measurement systems before introducing the concept of the balance business scorecard. Discusses the benefits of grouping strategic memasures into different categories, both internal and external. Covers the steps needed to make the scorecard work and the shortfalls of the system. Outlines recent software developments which can assist the process. Concludes that 60 per cent of Fortune 100 companies use this system, which gives visibility to worker performance in relation to strategy, and lists some hints for implementation.

Details

Management Research News, vol. 24 no. 3/4
Type: Research Article
ISSN: 0140-9174

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Publication date: 26 November 2015

Donna R. McGhie-Richmond and Catriona de Bruin

The focus of this chapter is the role of technology in diverse students’ active learning and interconnectedness in inclusive classrooms. The discussion is guided by the inclusive…

Abstract

The focus of this chapter is the role of technology in diverse students’ active learning and interconnectedness in inclusive classrooms. The discussion is guided by the inclusive pedagogical approach in action (IPAA) framework, which is used as a tool for planning teaching and critical reflection. Inclusive education has previously considered the role of technology through the lens of Universal Design for Learning to inform how teachers plan instruction for students’ maximal accessibility, participation and engagement. We use the IPAA framework to build on and extend this by challenging teachers to also consider and incorporate technologies in innovative ways for students to collaborate with each other and build classroom relationships, as well as engaging with the curriculum on their own terms to make learning more meaningful.

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Inclusive Pedagogy Across the Curriculum
Type: Book
ISBN: 978-1-78441-647-8

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Article
Publication date: 1 June 2006

Margaret B. Takeda and Marilyn M. Helms

An analysis of the way the bureaucratic management system responded to the Tsunami disaster of December 26, 2004 was repeated in handling of the aftermath of Hurricane Katrina in…

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Abstract

Purpose

An analysis of the way the bureaucratic management system responded to the Tsunami disaster of December 26, 2004 was repeated in handling of the aftermath of Hurricane Katrina in the USA at the end of 2005. This research note aims to follow up on the original paper “Bureaucracy meet catastrophe: analysis of the Tsunami disaster relief efforts and their implications for global emergency governance”, to be published in early 2006. It again highlights the severe shortcomings of the bureaucratic model as a paradigm for responding to situations in which the magnitude of the system's task is overwhelmingly complex and the timing process is bounded by urgency.

Design/methodology/approach

Evidence of the findings for this research is driven by primary references, namely news reports and web site information provided in the aftermath of the fall 2005 hurricane.

Findings

Like in the Tsunami disaster, the reports from Hurricane Katrina highlight the key problems of bureaucratic management including slow decision making, inability to absorb and process outside information, and escalation of commitment to failed courses of action.

Research limitations/implications

Suggestions for future research are provided.

Practical implications

It is this very requirement (absorbing and processing outside information and escalation of commitment to failed initial courses of action) which may undermine all relief efforts when such a high magnitude event occurs.

Originality/value

The tragic irony of this analysis is that most emergency relief organizations of the proper size and complexity to effectively deal with “shocking” events must work within the bureaucratic systems created by large federal relief organizations (such as FEMA) as the “price” for staying in operation.

Details

International Journal of Public Sector Management, vol. 19 no. 4
Type: Research Article
ISSN: 0951-3558

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