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Article
Publication date: 29 June 2022

Lance Washington

The purpose of this study was to examine the literature surrounding dementia in the aging correctional population and assess the role of cognitive screening related to dementia…

317

Abstract

Purpose

The purpose of this study was to examine the literature surrounding dementia in the aging correctional population and assess the role of cognitive screening related to dementia detection within corrections. The literature regarding the role of dementia within the justice continuum is scant. Furthermore, correctional health researchers have not reached a consensus on the best age to administer cognitive screening in older persons or prioritizes a screening tool for the early detection of dementia.

Design/methodology/approach

A key search term list including dementia screening and was developed to review the literature surrounding dementia and the aging correctional population. PubMed, Criminal Justice Abstracts (Ebsco) and the National Criminal Justice Reference Service were used within the academic search. A gray literature search using these same search terms was conducted reviewing criminal justice federal agencies and organizations for additional information on the dementia experience within correctional settings. Snowballing was used to capture relevant theoretical and empirical knowledge.

Findings

Shortages in aging specialized health-care staffing presents a barrier for the clinical interpretation of Montreal Cognitive Assessment (MoCA) results. Correctional officers are also identified as useful candidates within the administration of cognitive screening with proper training. The MoCA may be the optimal cognitive screening tool for dementia, until an original cognitive screening tool is created specific to the correctional population. An age of 55 years or older may serve as the best cutoff score for classifying incarcerated individuals as older persons, and screening should be prioritized for these individuals. Finally, new specialized programs related to dementia within correctional settings are identified.

Research limitations/implications

A limitation of this research is the conflicting opinions among researchers regarding the use of general cognitive screening tools within the correctional setting.

Originality/value

This research can inform correctional organizational policy and practices regarding the screening of older persons suspected of dementia. Most notably, this research proposes that correctional settings should incorporate the MoCA within initial screening of all individuals 55 years of age or older, enriching the job design of correctional officer's job positions to include cognitive testing, and for correctional settings to provide dementia and age-associated training for correctional officers. Finally, this paper informs future research in the development of a cognitive assessment tool specific to the correctional population.

Details

International Journal of Prisoner Health, vol. 19 no. 1
Type: Research Article
ISSN: 1744-9200

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Article
Publication date: 1 August 2002

Mary Meernik and Barbara Glover

221

Abstract

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Library Hi Tech News, vol. 19 no. 8
Type: Research Article
ISSN: 0741-9058

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Publication date: 11 October 1995

Keith Curry Lance and Julie J. Boucher

Abstract

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Advances in Librarianship
Type: Book
ISBN: 978-1-84950-881-0

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Book part
Publication date: 14 July 2006

Bryan Sacks

Despite its stated intention to be independent, impartial and thorough, the 9-11 Commission was none of the three. The Commission was structurally compromised by bias-inducing…

Abstract

Despite its stated intention to be independent, impartial and thorough, the 9-11 Commission was none of the three. The Commission was structurally compromised by bias-inducing connections to subjects of the investigation, and procedurally compromised, among other reasons, by (1) its failure to take up promising lines of inquiry and its failure to try to force the release of key documents that were closely guarded by the Bush administration, the FBI and various intelligence agencies; (2) its distortion of information about pre-9-11 military preparedness, foreknowledge of the attacks or attacks of like-kind; and (3) omissions of information related to the funding of the plot and the specific whereabouts of key officials on the morning of September 11, 2001.

These structural compromises and procedural failings converged to assure that the Commission would not challenge core elements of the “official story” of the 9-11 attacks. This failure was compounded by the Commission's desire to produce a final report that would read as a “historical narrative” rather than as an exhaustive set of findings on the critical unanswered questions that arose after the attacks. The Commission's unquestioning acceptance of the official narrative also meant that it missed a perhaps larger opportunity to challenge key myths associated with American exceptionalism. Thus, the 9-11 Commission ultimately functioned as an instrument of cultural hegemony, extending and deepening the official version of events under the guise of independence and impartiality.

Details

The Hidden History of 9-11-2001
Type: Book
ISBN: 978-1-84950-408-9

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Book part
Publication date: 24 July 2014

Cristina S. Judge and David McMenemy

This chapter introduces a model for school libraries in Scotland, based on best practices as identified in the literature, and on five case studies undertaken in schools, two in…

Abstract

This chapter introduces a model for school libraries in Scotland, based on best practices as identified in the literature, and on five case studies undertaken in schools, two in the United States and three in Scotland. The research design was qualitative, and used grounded theory and multiple case study methods. The model represents an ideal set of circumstances for school libraries in Scotland, highlighting the interconnected web of influences that affect the success of a school library in meeting professional standards. These influences primarily fall in three areas: the school librarian, the school environment, and the professional support available to the librarian. The school librarian is the primary leader of the school library program, but factors in these other two areas can provide opportunities and barriers that can help or hinder the success of the library service. For instance, the findings suggest that school-based factors such as curriculum, scheduling, technology facilities, and staffing can have significant influence over the access the librarian has to teachers and students. Our model includes all three areas in describing a set of circumstances that would allow a school library program to thrive and meet the highest professional standards.

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Article
Publication date: 1 February 1993

Kathleen A. Lance

We have all heard about the exponential growth in government during the past decade. What the media do not point out is the concomitant growth in the body of laws, rules, and…

53

Abstract

We have all heard about the exponential growth in government during the past decade. What the media do not point out is the concomitant growth in the body of laws, rules, and regulations created by this “bigger” government. Certainly, reference librarians—in public and academic libraries—are aware of this trend. Average citizens, businesspeople, and students are asking more and more legal reference questions. Moreover, in my experience, the nature of these questions is shifting from the traditional areas of government and politics or even international relations, into newer areas of labor relations, the environment, and ethics.

Details

Reference Services Review, vol. 21 no. 2
Type: Research Article
ISSN: 0090-7324

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Article
Publication date: 1 January 1991

Scott G. Burgh

In prior articles in both volume 8 (number 4) and volume 10 (numbers 3/4) of Collection Building, bibliographies of U.S. government publications on AIDS were covered. The first…

65

Abstract

In prior articles in both volume 8 (number 4) and volume 10 (numbers 3/4) of Collection Building, bibliographies of U.S. government publications on AIDS were covered. The first bibliography covered both executive branch and legislative branch materials from 1981 to September 1986. The second bibliography covered only legis‐lative materials from 1986 to 1989. This article complements the second bibliography in its coverage of executive branch materials from 1986 to 1989 and also updates the first work. While 1986 to 1989 is the framework, some items inadvertently omitted from the earlier work are included here.

Details

Collection Building, vol. 11 no. 1
Type: Research Article
ISSN: 0160-4953

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Article
Publication date: 4 December 2017

Nick Chandler, Balazs Heidrich and Richard Kasa

The purpose of this paper is to explore how organisational culture has changed between 2011 and 2016 in a higher education institution (HEI) that has been faced with both…

964

Abstract

Purpose

The purpose of this paper is to explore how organisational culture has changed between 2011 and 2016 in a higher education institution (HEI) that has been faced with both significant internal and external changes. There are three areas to be examined: the change in culture on an organisational level, the demographic changes in the workforce, and the changes in values and perceptions of the workforce over time.

Design/methodology/approach

This is an explorative study and a repeated cross-sectional study of the organisation. The authors used the same methodology and approach for both the 2011 and 2016 studies, namely, the Organisational Culture Assessment Instrument was used to ascertain respondents values and perceptions. The instrument was distributed in printed format to all members of staff and approval was received prior to distribution. Results were tested for significance using Cronbach’s α and ANOVAs.

Findings

There were demographic changes in the workforce primarily for age, occupation and tenure of staff, but little change in gender. Despite these changes in the workforce, on an organisational level perceptions and values have changed little over the five-year period, despite a multitude of external and internal developments. Although there were statistically significant differences between culture types and demographics (age, tenure, gender and occupation), there was no single demographic with a statistically significant difference for a particular culture type, either in values or perceptions.

Research limitations/implications

The study questions the concept of organisational culture being affected by internal integration and external adaptation over time. Results indicate that culture is, by itself, either slow to react change, or does not react at all. A high response rate would be best for getting a clear picture of the culture of the organisation and a qualitative study is necessary (and planned) to develop the findings further, as well as triangulate the findings of this study.

Practical implications

This study should be of interest to practitioners as it presents the caveat that organisational culture of this study cannot be expected to change on its own, and highlights the need for a planned change process for the organisational culture to adapt to the changing needs of both the external and internal environments. The potential for resistance to change in this organisation appears is high and values and perceptions appear unrelated to any particular demographic.

Social implications

Although the authors cannot generalise from this longitudinal case study, the authors can consider some potential social implications, especially if further studies confirm the findings. First, despite government attempts to develop higher education in Hungary, staff perceptions and values within the institution are harder to change. Second, any attempts to revitalise the organisation from the inside (such as in this case with the forced retirement of older employees) seem unfruitful. Finally, the HEI is struggling to survive, and yet employees seem to not be a part of that struggle.

Originality/value

Although there are studies of organisational culture in HEIs, very few have undertaken a longitudinal approach. The study takes place in a unique situation: just before and just after extreme changes – both internally and externally – have taken place. Few studies question the organic and evolving nature of culture as it is difficult to predict when changes will occur. The study is in the unique position of having been able to do so.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 5 no. 3
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 1 June 2002

George K. Chacko

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange…

4282

Abstract

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 14 no. 2/3
Type: Research Article
ISSN: 1355-5855

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Article
Publication date: 1 February 1992

Deborah Mongeau and Pamela Stoddard

As the 1960s drew to a close, Congress found itself grappling with an increasing array of complex technological issues that it was ill equipped to analyze and that could be the…

143

Abstract

As the 1960s drew to a close, Congress found itself grappling with an increasing array of complex technological issues that it was ill equipped to analyze and that could be the cause of costly blunders if acted upon incorrectly. To alleviate this situation, the U.S. Office of Technology Assessment (OTA) was created in 1972 under Public Law 92–484 in order to advise Congress on issues in science and technology so that relevant information would be available when pertinent legislation was being developed. Under the leadership of its director John Gibbons, OTA has earned the distinction of providing Congress, that most political of bodies, with timely and objective information without becoming mired in political skirmishes. Despite this distinction, OTA is one of the smallest government agencies, with a budget of twenty million dollars and a staff of 140. Its organization is remarkable for its simplicity. A bipartisan congressional Technology Assessment Board governs the agency overall but appoints the director who has full responsibility for running it. The nine agency divisions are organized according to scientific disciplines and report to the director with little or no intervening bureaucracy. Outside expert advice is available from the Technology Assessment Advisory Council. The result is an organization that is equally balanced politically and scientifically, that is streamlined and efficient, and that allows input from its governing members. This structure also allows great flexibility in the research and production of assessment reports. To do an assessment, OTA deploys its experts to go out and gather the information needed on the wide‐ranging topics it has been commissioned to research. The topics are chosen according to the need and interest of both houses and both political parties. Outside experts are sometimes called upon to do research but OTA exercises the final responsibility over their reports. Factual conclusions and options are presented but opinions are never given. The manner in which the information is acted upon is always left to Congress, a major reason for OTA's success.

Details

Reference Services Review, vol. 20 no. 2
Type: Research Article
ISSN: 0090-7324

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