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Compares the differences between UK/US and German further education in engineering and highlights their distinctive characteristics. Describes the two methods of studying engineering in Germany (universities and Fachhochschulen). Briefly covers the aims of both types of institution and the job prospects for graduates from each.

The purpose of this paper is to determine how facility managers currently plan for emergencies and disaster recovery. Although preparation and drills have been demonstrated to improve lifesaving and business recovery capabilities, many organisations still do not have these plans. The scope of unpreparedness and reasons for lack of preparation were key issues, along with preferred methods to gain support for setting up plans.

Online surveys sent to members of facility management (FM) groups within the USA were utilised. Qualified FM professionals made them relevant survey groups.

With 78 percent of respondents responsible for their organisation's emergency preparedness planning, only 87 percent in 2007 and 92 percent in 2008 actually have these plans in place. Reasons for lack of plans included “other priorities taking precedence” and “lack of personnel to address the issue”. Provision of sample or boilerplate templates could result in improved performance.

US FM professionals were surveyed. Results in non‐US locations may provide different information; locations with strong mandates for emergency/disaster plans would be expected to have better results. Industry types were not identified in this initial research data; however, future research could help to align specific industries' needs.

Despite 11 September and other tragedies, many organisations are still delaying or not understanding the importance of emergency/disaster recovery plans for their employees and business continuity.

Direct feedback from FM professionals was utilised to understand emergency preparedness/disaster recovery planning. This is the first survey to report details of the many organisations still lacking these critical plans.

Although getting along with people is just as important to being a good manager as being able to get the job done, according to the current stereotype the ideal manager is task‐oriented rather than person‐oriented. Here the importance of feminine qualities and interpersonal skills for managerial effectiveness are discussed. Interviews with 30 women managers illustrate the fact that women can approach management with a “masculine” (task‐oriented), “feminine” (people‐oriented), or an “androgynous” style which combines the two. The androgynous style is the one most likely to be successful.

This paper examines how a beginning teacher in Virginia and a beginning teacher in Florida make sense of the high-stakes tests in their state. By examining beginning teachers in two states where the tests are so very different, we gain important insight into whether there are similarities and differences across states and how the nature of the test affects the teaching and learning of history. We first offer insight into the context of accountability in Virginia and Florida and then discuss what ambitious teaching and learning look like in these states as informed by the literature. Then, we turn to our research methods, findings, and implications for the field of social studies.

Islamophobia is a growing social problem that leads to the discrimination of Muslims. Using Group Conflict Theory and the Integrated Threat Theory as the theoretical frameworks, this study aims to measure the presence of Islamophobia in the hiring practices of the most southern state of Switzerland.

An experimental formative research study was conducted with employees. Based on CVs for two positions, back-office and front-office, candidates were selected for interviews and reasons were provided. Two variables were manipulated to represent the “Muslim appearance” on the CVs: the picture and the name. A content analysis of reasons was conducted in addition to descriptive statistics of survey responses.

A negative perception of Muslim candidates emerged from the answers with a clear difference between the two scenarios: candidates perceived to be Muslim were not rejected from the back-office position, but they were from the front-office position.

Results demonstrate that hiring practices in Ticino Switzerland are, in some cases, based on a prejudicial attitude. As long as Muslims were “not seen as Muslims to the customers,” they were judged as acceptable for the job. This has implications for social marketing research and practice aimed to change this discrimination behavior. A next step could be to understand if it is fear of Muslims or fear of what the public might think of Muslims that cause the selection difference between the two jobs. Systems-wide and macro level social marketing research is well suited to investigate such problems and test solutions, in a local context, following the methodology used in this study.

A disturbing escalation of the phenomenon of Islamophobia has emerged across the globe. This paper examines a fundamental issue in equity and prosperity, which is equal opportunity for employment. Using experimental design, the authors find that discrimination exists in hiring practices, which is a problem that social marketing is well equipped to address.

This paper aims to explore the extent to which principles of recovery-oriented practice are evident in the published perspectives and experiences of health professionals and service users on seclusion in adult mental health services.

A systematic review informed by PRISMA guidelines was conducted, drawing from four databases, which were searched in August 2018 and August 2022. Only original empirical studies rated as having “major” relevance were included. Data were extracted from 31 studies and qualitatively synthesised through deductive analysis using recovery principles as themes.

There was limited evidence of perceptions of seclusion being being consistent with recovery principles, with greater evidence of perceptions that directly opposed them. Studies of service user perspectives highlighted this more often than staff perspectives. The findings highlight paradoxical relationships between care and control and conflicting rights and emphasise the need to openly acknowledge the complexity of seclusion and its interface with recovery.

This review was developed in line with international best practice and the protocol was registered. Using a search string with only three components maximised sensitivity during searches and minimised the risk of relevant literature being missed. Limitations include the focus on studies where the full text was published in English.

This review makes a unique contribution, highlighting that, to the best of the authors’ knowledge, no studies to date have explicitly explored the perspectives and experiences of staff and service users on the use of seclusion in the context of recovery-oriented practice. The findings are relevant to clinical practice, policy and future research, including amending procedures and practices to partially reconcile seclusion and recovery where the seclusion is deemed necessary.

A 100+ year old organization was facing an enterprise-wide, multi-billion dollar transformation. A new, cross-functional team was brought together to spearhead this change, but faced challenges because of organizational siloes and lack of cross-functional communication. Following an in-depth assessment of the leadership team’s behaviors and their leadership presence, the president realized the team would need to change their communication strategies to drive the transformation.

Each leader was assessed using a research-based model of executive presence, the ExPI™, which is designed to measure specific behaviors of executive presence and leadership communication; the qualities of leadership that engage, align, inspire and move people to act. The team developed a “profile of success” highlighting their desired future state as a team, and compared that with the collective data on their strengths and gaps as a team. The comparison and insights from the comparison formed the roadmap for improving their behaviors as a team.

The leadership team ultimately became champions for the enterprise-wide change by improving communication streams and winning buy-in from their own teams and other stakeholders critical to the change. They’ve transitioned from seeing their role as protecting their vertical siloes to connecting their functions into a horizontal, integrated pipe that delivers fast, seamless value to the company and the customers.

This case study highlights the importance of creating culture change through leadership behavior. When an organization is faced with high-stakes transformation, change ultimately starts at the top. Leadership teams who invest in the hard work of changing their siloed actions, and hold themselves accountable for a new way of working, will be able to drive change more effectively and more quickly.

The purpose of this paper is to understand and define the concept of Building Back Better (BBB) and represent it using a comprehensive framework.

Literature related to the concept of BBB were studied to understand the key concepts which constitute BBB. These concepts were analysed and categorised to form the basis of the proposed BBB framework.

Post-disaster recovery in-line with BBB concepts can be achieved by having a holistic view of four key categories: risk reduction entails improving the resilience of the built environment through improvement of structural designs and land-use planning; community recovery includes addressing and supporting psycho-social recovery of communities and supporting economic rejuvenation; implementation addresses ways in which risk reduction and community recovery practices can be put in place in an efficient and effective way; monitoring and evaluation stretches across the first three categories, and calls for putting in place mechanisms to monitor and evaluate recovery activities to ensure compliance with BBB-based concepts and obtain lessons to improve future disaster management practices.

The BBB Framework generated in this study can be used as a foundation to determine best-practice recommendations to implement recovery activities under each of the BBB categories.

The BBB Framework forms a guideline to holistically plan and implement recovery programmes in order to BBB.

A comprehensive guideline or framework which clarified what BBB really means is currently inexistent. This paper addressed this research gap by amalgamating existing information to create a singular framework to simply and comprehensively represent BBB.

This paper aims to propose a set of principles for implementation of successful post-disaster social recovery in-line with the concept of “building back better” (BBB).

A set of preliminary principles for post-disaster social recovery was established from literature review. The 2009 Victorian Bushfires was chosen as a case study to examine the implemented social recovery approaches and impacts.

Analysis of the literature and case study have led to the creation of a set of modified BBB principles for social recovery under two categories, first, community support and, second, community involvement. Key principles under first category include: providing personalized support for affected families, specialized support for vulnerable groups and improved psychological support; building community cohesion; and keeping the community informed. Key principles under second category include: involving the community in designing and implementing recovery projects; providing support to the community; and maintaining full transparency.

This study focusses on one case study. The appropriateness and applicability of the proposed principles can be further tested using a range of different case studies in both developed and developing countries.

The principles presented should be incorporated into post-disaster social recovery programmes implemented by governments.

This research takes a unique look at drawing from international experiences to form a set of practical and universal principles to aid post-disaster social recovery as an important part of BBB.

Considers the growing diversity in the workplace and the need for managers to be able to manage such a diverse workforce. Cites cultural differences as one important area which requires attention. Looks at the French culture in particular and compare this with the American culture in areas such as verbal communication, non verbal communication, meetings, reasoning and problem solving techniques, and leadership, status and authority. Concludes that there are significant differences which must be treated with understanding and respect.