Search results

This study examines how a school progressively built its social capital for agile adaptation to provide inclusive and effective fully online learning provisions through intentionally enhancing its architecture for learning.

The authors conducted a case study to examine how school A was able to respond rapidly and progressively to the demand for quality online learning provisions in the face of unanticipated school closure with an uncertain end date. Video recordings of online school sharing sessions, interviews and documents provided by the school constituted data sources for this study.

In creating a collective new norm for the implementation of online learning, a school needs to enhance both structural and cognitive aspects of its social capital. School A achieved this through intentional changes to its architecture for learning (i.e. organizational structure, interaction mechanisms, mediating artifacts and technology) when deliberating measures to deliver the changes under periods of serious social stress.

Adaptive capacity is a core demand on the social capital of schools and organizations under the “new normal” when the future is unpredictable. This paper uncovers the connection between a school's architecture for learning and its adaptive capacity.

The task of the financial manager of a library is a formidable one. Wacht defines a financial manager as a person who manages the resources of an economic entity for the purposes of influencing the future outcome of its operations. The financial manager plays the major role in planning and measuring the organization's needs for funds, raising the necessary funds, and making certain that the funds acquired are properly employed. A financial manager must also estimate the future cash flow associated with individual projects, in addition to the funds necessary for the total operation of a library. Other duties include the evaluation of prospective new investments and programs on the organization's operations.

The trajectory of François Perroux across the Vichy regime poses about all possible range of methodological issues to the historian of ideas: individual versus collective biography, ideational versus ideological reading, internal versus external analysis, etc. The chapter outlines key elements about Perroux’s trajectory showing the entanglements and boundaries of science and politics in the transition from democratic to authoritarian rule and vice versa. A particular emphasis on uncertainties and adjustments shows, against the tendency to a teleological explanation induced by a linear interpretation of his career, that different paths were considered by Perroux, but that his choices were nevertheless constrained by the forces of both the scientific and political fields.

Elizabeth Walker is one of today's career women who has received increasing media attention over the last decade.

The Family and Medical Leave Act of 1993 was the first bill signed into law by President Clinton after taking office in 1993. The law, which took effect on August 5, 1993, requires employers with 50 or more employees to provide up to 12 weeks of unpaid leave to employees for childbirth, adoption, or family or personal illness. Employees are guaranteed their jobs or an equivalent position upon their return from leave. Prior to the FMLA's passage, the US was the last industrialised country in the world to require employers to provide family leave.

The Hong Kong Special Administrative Region (SAR) government launched a five‐year ICT strategy in schools in late 1998. This paper reports the findings of the analysis on models of change in 18 schools striving to integrate the use of ICT in teaching and learning across the school curriculum. The study shows that the strategy adopted by a school in instituting such change and the resulting variation of pedagogical practices using ICT is strongly dependent on the school leaders’ vision and understanding of the role and impact of ICT in the curriculum, their goals and objectives for ICT integration, as well as the history, culture and background of the school and its general vision and mission.

Discusses the US, Family and Medical Leave Act (FMLA), and gives the eligibility details for employees and employers alike. Weighs up the pros and cons and concludes that there are advantages for both sides and that these far outweigh the negative sides. Sums up that a lack of discrimination should be pursued by both employees and employers to create a more ideal working environment.

The purpose of this paper is to discuss the current state of the “paperless office” and explore how likely it is that libraries will be administered by librarians in paperless offices in the near future.

This paper surveys the literature on forecasts for the paperless office to determine whether library operations and offices could be as paperless as some of their collections might be in the near future.

The paperless office was once seen as inevitable, but is looking less far less likely given how we access and organize documents, how we read and understand information, and how we analyze what we read online and in print. Nonetheless, certain routine library operations would lend themselves almost immediately to paperless storage and retrieval processes and systems.

More research is required on records management systems in libraries with a view to establishing largely paperless operations in the future. Implications for future research involve the establishment of processes and the testing of systems which would most easily lend themselves to standard library operations.

Recent research on reading and cognitive function indicates that there are certain practical implications involved in doing away with paper entirely. Nonetheless, certain routine library functions could be made paperless operations once practical considerations such as the choice of systems, establishment of work flow, policies and processes have been realized.

The paper makes the case for more research and exploration of the viability of paperless or near‐paperless library operations.

Cites that discrimination, wrongful termination and sexual harassment account for over 60 per cent of all claims. Looks at the Title VII of the Civil Rights Act 1964 and considers the position particularly in California. Discusses preventative measure including the statutory defences which employees must claim have been breached in order to make a claim. Covers alternative dispute resolution and provides a brief case study of a frivolous claim.