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Knowledge about learning disabilities has found to be limited in both health and social care staff. To improve the treatment of individuals with learning disabilities and mental health problems within the criminal justice system (CJS), Lord Bradley recommends that professionals receive mental health and learning disability awareness training. However, little is known about the impact of training on the knowledge of professionals in the CJS. This study aims to investigate the impact of a 3-h learning disability training session on the knowledge of probation officers.

Using a repeated measures design, the impact of a 3-h learning disability training session on the knowledge of 12 probation officers was analysed.

In support of this study’s hypothesis, a repeated measures t-test revealed a significant difference between participants pre-training and post-training learning disability knowledge questionnaire (LDKQ) scores. Participants scored significantly higher on the LDKQ post-training compared to pre-training. A linear regression revealed that years worked in probation did not significantly predict participant’s difference scores.

Limitations of this study and directions for future studies are discussed.

This paper demonstrates that learning disability training can significantly improve the knowledge of probation officers.

The following case study describes the assessment, formulation and treatment of a man with mild learning disabilities and a history of violent behaviour. Following several years of offence‐related work, identification of chronic low self‐esteem provided an alternative approach to addressing the risk of violence by treatment based on the cognitive model of low self‐esteem. Global self‐esteem and fear of negative evaluation were assessed at baseline, middle and end of treatment and at one‐month follow‐up. Although scores improved over the course of 23 sessions and were maintained at one‐month follow‐up, the change was minimal and unlikely to be clinically significant. However, the client reported benefits from therapy and there were observable positive behaviour changes. Discharge was facilitated from secure services to supported living in the community. The results from this case study show that, with adaptation, cognitive behavioural therapy for low self‐esteem may successfully be applied to people with mild learning disabilities. Therapy to address issues underlying offending behaviour is often required in addition to offending behaviour programmes in order to reduce risk of re‐offending.

Upon completion of this case study, students should be able to apply lessons learned in core readings, analysis and discussion to a specific case study dealing with a current, real-world situation, specifically: critically assess Livestock Wealth’s case facts and present and justify their point of view – based on attentive reading, critical analysis and engagement – about the company; use a range of strategic tools such as strengths, weaknesses, opportunities and threats analysis, PESTLE analysis and the Ansoff matrix to thoroughly evaluate Livestock Wealth’s internal and external business environment for developing strategic options for business growth and improvements to marketing strategy; use strategic thinking to develop a range of creative solutions to guide the company’s business growth and improvements to marketing strategy; and assess their own growth and development in terms of personal preparation and organisation, collaboration, critical thinking, decision-making skills, participation and problem-solving.

By February 2022, Ntuthuko Shezi, the founder and chief executive officer of Livestock Wealth, had turned his idea of “crowd farming”, which enables anyone to invest in living farm assets and earn a profit at harvest, into a full-fledged business that was creating wealth for both investors and farmers. Underpinning this case study is Shezi’s vision of an African continent where there is “no ground that is not planted with something of value”, local economies are created in those areas, communities are wealthy, there is abundance, there is money for children to attend school and ultimately where “cows (and agricultural produce in general) are seen as money”. Shezi had grown up in a rural area with grandparents who owned a couple of cows, realizing that the cows were the bedrock of the family’s finances. Describing his business, he says, “Cattle are like a walking bank, and we see ourselves as the bank of the future, where every person who owns a cow can access financial services through Livestock Wealth, just like it has always been in Africa.” This case study describes the two key decisions that Shezi needed to make – what direction to take in terms of business growth and how to improve his marketing strategy (with a limited budget) to attract sufficient investment into Livestock Wealth to make his dreams a reality.

This case study is suitable for use for a post-graduate diploma in business, master of business administration or master’s in management.

Teaching notes are available for educators only.

CSS 11: Strategy.

The association of the principle of Jaynes, with a new probabilistic‐informational concept — the opacity functional — conceived by Magur‐Schächter, is said to lead to an abstract framework where it is possible to put a measure on the distance between an instantaneous evolving state and the corresponding equilibrium state. An illustration is given for the Helmholtz thermodynamic potential of a perfect gas, which reveals the significance of such a distance. The treatment of this particular case suggests the possibility of a new and general method for a probabilistic‐informational approach developed by the ideas of Onsager, Prigogine, Jaynes, Truesdell and Tykodi.

Black slavery and white racism in the South and the nation, de jure and de facto Jim Crow, Brown v. Board of Education (1954), which outlawed separate schools, “massive resistance” to it (Klarman, 1994, p. 82), plus racial disparities in educational achievement since 1954, all frame this narrative of black males' quest for higher education. Bondmen were denied literacy and black freemen rarely attended school, much less pursue advanced study, during the antebellum period. Union victory in the Civil War, abolition of slavery with the Thirteenth Amendment (1865), and Reconstruction marked the rise of not only Negro schools and colleges but also southern share cropping, called “the new slavery” (Du Bois, 1935, p. 715), and epidemic violence against blacks that imposed their disfranchisement and segregation, by laws and customs, until the 1960s. Thus African American males sought collegiate and professional training in a national milieu of white supremacy, which postulated black men's mental and moral inferiority but ignored their widespread poverty, separation, and unequal opportunities. Confined in historically black colleges and universities (HBCUs), they breached the color-line little by little at white institutions, thereby paving the way for Brown, the civil rights movement, and desegregation. In the second half of the 20th century, HBCUs and the majority-white institutions trained increasing numbers of black male graduates and professionals. By 1980 though, only some 11 percent of young black men had received 4 years of college compared to 25.5 percent of young white men (Jaynes & Williams, 1989). An “achievement gap” was evident and it persists today (Lee, 2002, p. 3), revealing the deep roots of race and class inequality in America. White racism, its legal and extralegal forms, and black aspirations and efforts underlay and continue to fuel black men's drive for higher learning. Over time black men, and certainly women as well, faced racist structures, ideologies, and attitudes born of slavery; sub-citizenship, stereotypes, and terror, among other barriers, through a century of Jim Crow; and after Brown, ongoing discrimination, socioeconomic disadvantages, and ambiguous “affirmative action” policies (Jaynes & Williams, 1989, p. 376).

College graduates need to have effective management skills in order to be successful in the competitive retail environment. Educators in Clothing and Textile programmes develop and continually update curricula to prepare students. Input from retailers concerning curriculum development is necessary for educators to stay current with industry needs. The purpose of this study was to identify management skill strengths and deficiencies of new managers from a retailer's perspective. The questionnaire consisted of three sections: (a) management skill competencies of individuals entering a management training programme, (b) components of management skills identified in Section A, and (c) demographic information. The sample consisted of three management levels: store managers, division managers and vice‐presidents (upper management) of a men's wear apparel retailer. Upper management reported that new managers have the following management skill competencies: ability to take on responsibilities, ability to work as team, communication skills, goal‐setting abilities, leadership skills, decision‐making skills, problem‐solving abilities, handling job‐related stress/pressure, ability to evaluate job performance, delegating skills and time‐management skills. When asked to identify the most important management skill competencies, upper management rated leadership skills (29 per cent), problem‐solving (11 per cent) and teamwork (10 per cent) as being the most important. Results of ANOVA indicated that three demographic variables had a significant effect on management skill competencies. Management level had a significant effect on delegating and time‐management. Store managers rated new managers' delegating skills and time‐management skills higher than did division managers. Education had a significant effect on employee performance evaluation although no significant differences were found between groups. The number of years as a manager had a significant effect on time‐management with no differences between groups. Educators should consider retailers' assessments of new managers in preparing students for retailing careers. Special attention should be given to strengthening those skills found to be most deficient such as time‐management, delegating and evaluating another's job performance.

The first Wisconsin Ph.D.s who came to MSU with an institutional bent were agricultural economists and included Henry Larzalere (Ph.D. 1938) whose major professor was Asher Hobson. Larzalere recalls the influence of Commons who retired in 1933. Upon graduation, Larzalere worked a short time for Wisconsin Governor Phillip Fox LaFollette who won passage of the nation’s first unemployment compensation act. Commons had earlier helped LaFollette’s father, Robert, to a number of institutional innovations.⁴ Larzalere continued the Commons’ tradition of contributing to the development of new institutions rather than being content to provide an efficiency apologia for existing private governance structures. He helped Michigan farmers form cooperatives. He taught land economics prior to Barlowe’s arrival in 1948, but primarily taught agricultural marketing. One of his Master’s degree students was Glenn Johnson (see below). Larzalere retired in 1977.

The purpose of this paper is to examine the cultural implications of James Henry Pope’s selection of fables for his 1886 Native School Reader designed to teach English to Māori students in Native Schools.

The essay takes a historical approach. It surveys attitudes towards the fable as a pedagogical tool prior to 1880 and reviews Pope’s choice of 50 from the 300 available fables in the Aesopic canon.

The study finds that Pope was well informed and well intentioned, but nonetheless appeared to be unaware of potentially unsettling interpretations of his selected fables.

While it may be relatively easy for twenty-first-century readers to perceive the cultural tensions of Pope’s work, exploring the historical context helps us to understand both why Pope compiled the text he did, and why he and his books were well regarded by both Pākehā and Māori, despite almost certainly not conveying the values the settlers wished to inculcate in Māori.

Physical inactivity is a global pandemic and is the fourth biggest cause of death worldwide. Numerous campaigns and initiatives have been implemented globally but yet participation levels remain static. The purpose of this paper is to offer sports providers, educators, policy makers and facilitators a new perspective on consumer values and the consumption of physical activity.

Researchers conducted a quantitative questionnaire and collected 342 responses through Facebook (social media) from the geographical region, South Wales. Data were analysed using independent t-tests to compare the means between two unrelated groups (active/non-active) against the Sport and Physical Activity Value Model value dimensions.

The findings are divided into three sections of consumption (pre, consumption, post), results identify differences of consumer values between the active and non-active respondents. For example, service values, the non-active individual have higher expectations of the servicescape and provider than active individuals, suggesting that servicescape concept is one of the key dimensions of consumer value.

The study was confined to one geographic region (South Wales) and only quantitative data were collected when further studies will require exploratory qualitative methods to have a greater understanding.

Findings from this study have been used to assist with the design and creation of an exercise class within a deprived area focussing on the values of consumption for the active and non-active. This study offers the sports provider, educator, policy maker another viewpoint of the consumption of physical activity.

Extant literature on physical activity predominately focusses on levels and there is little benefits in the way of understanding the dimensions of consumer values and the consumption of physical activity. This study contributes to this literature.

This chapter suggests that social justice for African Americans during the era of Obama presidency will advance less from what Mr. Obama does and more from what social scientists and others do. President Obama is not expected to provide much leadership on this issue for at least four reasons. First, presidents and other high-level elected officials do not tend to make policy without strong public advocacies for such policies. Second, Mr. Obama has put forth a universal rather than a targeted approach to dealing with issues concerning African Americans. Third, he is unlikely to use his bully pulpit to advance social justice for African Americans because he has been reluctant to use the bully pulpit to advance his major legislative agenda. And fourth, the Obama administration has made a habit of fumbling on teachable moments about race. See the missteps in the Henry Louis Gates affair, and the timidity in the Shirley Sherrod and the Van Jones affairs.