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Looks at the interface between people and automation and considers which tasks are best suited to machines and which to people. Notes particularly the cost factors involved and the prime concerns of price and quality. Points to a balance in the interface between operator and machine in order to ensure maximum effectiveness. Focuses on three examples of the use of automation and concludes that the future holds increased automation, leading to improved working environments and better products.

Globally, over 95% of fire related deaths and injuries occur in low- and middle-income countries. Within informal settlements, the risk of fire resulting in injury or death is particularly high. This paper examines fire risks in informal settlements in New Delhi and Cape Town, and tented informal settlements in Lebanon.

Our analysis draws on primary sources, secondary literature, statistical data and qualitative interviews.

The distribution of fire risk across urban societies is a fundamentally political issue. Residential fire risk can be tackled by accessible, affordable, safety-compliant housing. That said, important interim measures can be taken to mitigate fire risk. Some of the risks requiring attention are similar across our case studies, driven by high population densities; flammable housing materials; unreliable or inaccessible access to safe power sources; and – in the case of Cape Town and New Delhi particularly – the inability of fire services to reach sites of fire. However, these common risks are embedded in distinct social, economic and political contexts that must be placed at the center of any intervention. Interventions must also be aware that the risk of fire is not spread evenly within informal settlements, intersecting as it does with factors like gender, age, health and disability.

Informal settlement fires have been under-studied to date. The studies that do exist tend to operate within disciplinary silos. This paper represents an important interdisciplinary approach to fire within informal settlements, which grounds technical data, modeling and experiments in political, social and economic realities.

Suggests that when building assembly machines a systematic approach is required for optimum accuracy, repeatability and performance. Accepts that all assembly machines will differ depending on the operations but believes that a more modular approach should be followed. Cites Modular Automation Ltd as an example of a bespoke machine manufacturer which uses a modular approach and also records improvements and changes in designs so they can be accessed by anyone in the organization and built into other machines. Gives examples of the company’s modular philosophy.

Innovation originally meant ‘change’ or ‘renewal’. Over time, it became associated with creating new products, methods, materials, markets, and forms of organisation. Today, in everyday language, innovation is used as a much broader term that encompasses non-materialistic, non-economical ideas such as social, educational, philosophical, political, environmental, or spiritual innovations. What makes something innovative is subjective and depends not only on the perceived novelty of the content but also on the co-constructed meaning of what is possible or what it changes in our lives. Therefore, innovation leaders must also become experts in co-constructing meanings with their teams. In this chapter, a structured solution-focused framework will be introduced with the intent to support innovative teams in maintaining effective team dialogue, foster more innovative team collaboration, better innovations, or an improved innovation process. In fostering an interactive and dynamic team process, solution-focused leaders engage in deliberate interactions that often initiate a positive dynamic leading into an even more innovative future.

Comics and graphic novels can disrupt traditional texts by challenging the “worship of the written word” (Torres, 2019), a feature of white supremacy that perpetuates textual hierarchies within educational spaces. Giving all of our students access to contemporary literature that centers Black youth perspectives is not only important in decolonizing literature education but also in presenting a holistic view of Black childhood. They can be used in the classroom as subjects to challenge stereotypical depictions by centering experiences, ideas, and concepts that are often marginalized in traditional curriculum. Within this chapter, we focus on comics and graphic novels as tools to enact students’ multiliteracies and to analyze visual stories depicting BlackBoy adolescence, using the frameworks of BlackBoy Crit Pedagogy (Bryan, 2022), an equity framework that interrogates the interdisciplinary ways that Black boy students' literacy learning can be formed through the teaching and learning of Blackness, maleness, and the schooling experiences of Black boys. We utilize this framework to analyze the use of diverse comics and graphic novels to facilitate critical conversations of bringing inclusive visual texts into the classroom. We invite practitioners to reimagine curricular ideas and content centered on empowerment and Black boy adolescence and how those ideas are presented to youth through a variety of visual narratives.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the turn of the century approached, EDS made critical strategic missteps such as missing opportunities in the Internet space, overlooking the onset of client-server computing, and failing to obtain major Y2K-related projects. The company attempted a turnaround by replacing the CEO with Dick Brown, whose leadership helped streamline the sprawling company. Despite initial successes, Brown's tenure ultimately ended in failure, due largely to his failure to recognize the growing Indian market and his willingness to buy business at the expense of the company's margin. The disastrous multibillion-dollar Navy & Marine Corp Intranet contract typified the type of high-profile transactions that Brown pursued, often boosting EDS's stock price in the short term while eroding its cash flow short term and its profitability over the long term. EDS management went through several stages of the turnaround process: the blinded phase, the inactive phase, and the faulty action phase, until Michael Jordan replaced Brown as CEO and enacted a three-tiered operational, strategic, and financial turnaround.

EDS's near-decade of turnaround efforts takes students through every phase of the turnaround process and demonstrates that even initially successful turnaround efforts can become distracted, rendering them ineffective. The case will show both a failed turnaround and a subsequent successful one, while adding an international component with respect to EDS's overlooking an important, growing Indian market.

From the 2006-2007 season, Union of European Football Associations (UEFA) introduced regulation into European football by imposing “home-grown” quotas on clubs. The purpose of this paper is to remedy partial market failure by influencing issues in the game, namely reducing opportunities for “local” players and stockpiling players. Rule changes have amplified the importance of developing “home-grown” players; however, the UEFA rule is not limited by nationality, which is an inhibiting factor.

The sample used was the ten seasons from the introduction of the legislation (2006-2007 to 2015-2016). The results quantify English player production in these ten seasons, focusing on outputs (number of players, top-flight playing statistics, academy attended, club played for, age and international experience). Clubs are also categorised and analysed by the number of seasons played.

A total of 369 English players have debuted since 2006-2007, although only 141 developed through the eight “category 1” (ever-present) clubs. A high proportion of players are developing at elite clubs but having limited playing time and subsequently transferring to lower ranked clubs. The clubs promoted to the English Premier League (EPL) each season have introduced more English players into the EPL (167) than “category 1” clubs (112), and these clubs account for a minority of minutes played by new entrants (13 per cent). Furthermore, clubs outside the EPL are producing a significant number of English players, including those progressing to the national team.

Competing organisational purposes between the EPL, the FA and professional clubs have combined to create a complex environment and options for the future are discussed.