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Medium 9781576754795

10: Growth versus focus: EXPANDING SENSIBLY

Kevin Lynch Berrett-Koehler Publishers ePub

For most economists and business leaders, a single word defines success: “growth.” At the very heart of the state religion that is our NSE-dominated economic system is a fundamental article of faith that states that gross national product (and its variants) must continuously increase.

In turn, the income statements and balance sheets of businesses must grow as well. Indeed, only through continuous growth can the relentless hunger of ownership be sated. As we proposed at the outset, the need for social enterprise—the very market opportunity, if you will—is borne in response to the fundamental social ills that are the unfortunate result of the single-minded focus on growth above all. If businesses were no longer driven, in their quest for continual growth, to offload true costs onto society as a whole, there would be fewer environmental problems for Seventh Generation to reverse, less generational poverty for Rubicon to redress, fewer human-rights abuses for Benetech’s software to track, and less pressure on the rainforest for Guayaki to preserve.

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Medium 9789383828432

Ch_9_F

P.S.Sona Laxmi Publications PDF

32 A Practical Manual of Pharmaceutical Engineering

EXPERIMENT

9

DETERMINATION OF FLOW

OF FLUID—ROTAMETER

AIM

To determine the flow of fluid through a pipe using Rotameter.

REQUIREMENTS

Rotameter

(1)

Pipe connection

(2)

Measuring cylinder

(1)

Water

PRINCIPLE

Rotameter consists of a tapered glass tube with the smallest diameter at the bottom. The tube contains a freely moving Float/plummet which rests on a stop at the base of the tube. When the fluid is flowing, the float rises until its weight is balanced by the up thrust of the fluid and reaches a position of equilibrium, this position then indicates the rate of flow. Floats can be of many shapes, but spheres and ellipsoids being the most common. The float is shaped so that it rotates axially as the fluid passes. Readings are usually taken from the top of the float.

The rotameter�s operation is based on the variable area principle: Fluid flow raises the float in a tapered tube, increasing the area for passage of the fluid. The greater the flow, the higher the float is raised. The height of the float is directly proportional to the flow rate. With liquids, the float is raised by a combination of the buoyancy of the liquid and the velocity head of the fluid. With gases, buoyancy is negligible, and the float responds to the velocity head alone.

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Medium 9780874259193

ACTIVITY 37: Reaching Collaborative Consensus

Peter Garber HRD Press, Inc. PDF

ACTIVITY 37:

Reaching Collaborative Consensus

Purpose

To highlight the importance of understanding the concept of consensus as it relates to collaboration

Description

The difference between reaching group consensus as opposed to unanimous agreement is explained during this activity.

Time

30 minutes

Resources

Flipchart or white board

Presentation

1. Begin this activity by explaining that the concept of consensus is an extremely important aspect of collaboration:

Consensus involves everyone committing to at least supporting a particular decision or direction of the group, even though it may not have been his or her first choice.

Consensus is a more realistic approach than trying to get total agreement from everyone.

2. Point out the difference between reaching 100 percent agreement and consensus:

Collaborative consensus is reached when those consulted all agree on a course of action or a decision.

Consensus in this case means that everyone in the decision-making loop agrees to move forward with a certain agreed-upon action, regardless if it was their first choice or not.

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Medium 9781605094502

3 Managing Diverse Talent

Roosevelt Thomas Berrett-Koehler Publishers ePub

The Managing Diverse Talent Quadrant emerged when the earlier two strategies did not resolve a seemingly intractable problem. As CEOs made progress with creating a representative work-force and promoting productive relationships, they struggled with the persistent and ongoing challenge of retaining nontraditional workers. They concluded in the mid-1980s that part of the problem was their inability to fully utilize the capabilities of African Americans. Recruiting them and accepting, respecting, and valuing their differences had not led to full utilization of their talent and to their retention. The revolving doors, glass ceilings, and premature plateaus continued. So management began to embrace this strategy in hopes of enhancing utilization and thereby, retention of African Americans. Later, this strategy was extended to women and other minorities. However, as in previous chapters, from an evolutionary perspective, I will focus on the situation vis-à-vis African Americans.

In attempting to address the diversity problem, CEOs again encountered the complexity of diversity—this time with respect to fully utilizing the talent of all organizational employees. In the mid-1980s, a prevailing managerial philosophy was that “the cream would rise to the top.” But CEOs found that this relatively uncomplicated approach to people development was not working: The cream of African Americans in particular was not rising to the top. Complexities engulfed this diversity problem. A few are mentioned below:

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Medium 9781576753194

♦ APPENDIX A ♦ SUPREME COURT DECISIONS

Ted Nace Berrett-Koehler Publishers ePub

TRUSTEES OF DARTMOUTH COLLEGE V. WOODWARD (1819)

New Hampshire had enacted legislation converting Dartmouth College from a private college into a public one. The trustees appealed the action, and the Supreme Court ruled in their favor. According to the decision of the Court, the charter that the trustees of Dartmouth had received from King George in 1769 qualified as a contract entitled to protection under the contracts clause of the Constitution (Article 1, Section 10), which prohibits states from “impairing the obligations of contracts.” This decision, Justice Story later wrote, was intended to protect the rights of property owners against “the passions of the popular doctrines of the day.” Its effect was to begin the process by which corporations gradually carved out a legal zone of immunity from state legislatures. Subsequently, legislatures found an easy way to get around the problem. They added a new clause to charters stating that the state reserved the right of revocation. But Dartmouth is important because it demonstrated that the Court intended to interpret the Constitution (which makes no mention of corporations) liberally enough to give corporations some measure of constitutional protection. At the same time, the ruling made it clear that corporations remain subordinate to state power. Justice Marshall wrote that the corporation is an “artificial being, invisible, intangible and existing only in contemplation of law.”

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Medium 9781576753798

29. Study Circles

Peggy Holman Berrett-Koehler Publishers PDF

29 martha l. mccoy

Study Circles

Democracy needs a place to sit down.

—Hannah Arendt

Helping to Strengthen Local Democracy

In Portsmouth, New Hampshire, public dialogue and collaborative decision making are becoming a hallmark of community life. Over the past several years, community groups and the city have engaged hundreds of residents in “study circles”—small group discussions that take place across the entire community. In the process, people have found their voice, the community’s decision-making process has become more democratic, and people have begun to solve critical issues. Through the circles, Portsmouth has addressed bullying in schools, school redistricting, community-police relations, and priorities for the city’s ten-year plan.

Portsmouth’s study circles began in 2000, when 200 sixth-graders from Portsmouth

Middle School and 75 adults discussed bullying and other school safety issues. These circles led to new school policies and a decline in bullying.

A year later, a member of the school board who had taken part in the circles recommended the same process to address a school redistricting issue. Prior attempts to resolve the schools’ enrollment and space problems had failed in the wake of bitter public argument. This time, the public had an opportunity for a productive conversation aimed at seeking better answers. The

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Medium 9781780641430

N

Cater, C.I. CABI PDF

N

  National Audubon Society (‘Audubon’)

An organization best known for its work on birds and bird conservation. The ­Mission of the National Audubon Society (‘Audubon’) is: to conserve and restore natural ecosystems, focusing on birds, other wildlife, and their habitats for the benefit of humanity and the Earth’s biological diversity (Audubon, 2013a). The Society was named after John James Audubon (1785–1851), an early American author and illustrator of the famed book Birds of America: a life-sized illustration of 435 birds. The

Society is well known for: the annual ‘Christmas Bird Count’, where ‘citizen scientists’ collect information on birds; their nature centres and wildlife sanctuaries; and their conservation magazine, Audubon. Audubon’s 500 Chapters have identified, prioritized and protected approximately 2500 designated ‘Important Bird Areas’ across the United States, which protect the habitat of one or more bird species

(­Audubon, 2013b).

See also RSPB, Birdwatching

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Medium 9781780645230

17: Case Study 6: Revisiting Religious Tourism in Northern Portugal

Raj, R. CAB International PDF

17

Case Study 6: Revisiting Religious

Tourism in Northern Portugal

Carlos Fernandes,* Jorge Coelho and Miguel Brázio

Polytechnic Institute of Viana do Castelo, Viana do Castelo, Portugal

Introduction

In 2003, a study was conducted in Northern Portugal designed to establish the religious tourism potential throughout the region. The study was part of a wider project entitled ‘Religious tourism as a motor for regional development’, carried out by a regional organization, funded by the national government and part funded by the European regional structural funds under the national

­development plan.

Although development of religious tourism had been limited to a few major sites, the 2003 study showed that it should be possible to spread the development of religious tourism to a wider geographical area. Particularly taking into account the potential for combining religious tourism with cultural and nature-based tourism, and the potential for developing ‘New Age’ or ‘spiritual’ tourism, it should be possible to use the major anchor sites identified to stimulate ­regional development. Finally, an important aspect focused on in the recommendations was the need to implement further studies on visitor

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Medium 9781576753255

6. Support

Donald Kirkpatrick Berrett-Koehler Publishers PDF

Support

67

work and professionally challenged and encouraged, I would be in danger of going to seed—just going through the motions without really caring. Actually, I would probably leave the organization if that were the case.”

THE MANY FACES OF SUPPORT

Many managers underestimate the force and impact of support. Support is a rather generic word, so let’s look at its many faces. Support can come in the shape of formal and informal recognition. We formally recognize our top performers through nomination-based programs such as “Player of the Quarter” and “Best of the Best.” We also have a “Star

Night,” which is a big, year-end celebration for our top sales and service associates. Recognition, of course, can also be informal. A culture that encourages not only manager-to-employee but also employee-toemployee recognition almost always increases productivity and morale. Support can also be expressed by just showing an interest in one another. When I come back from a workshop and one of our managers asks, “Hey, what did you learn that you can teach us?”, it gives me the feeling that who I am and what I know is valued. Another good way that support is manifested is through incentives. Linking critical jobspecific behaviors and results with incentives is an important example of support.

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Medium 9781902375014

4.7 Auditing the quality system

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 4

Legal implications for the construction industry

4.1 Introduction

Traditionally, a client’s expectations with regard to quality in construction works are ensured and upheld by building contracts. With the recent emergence of ISO 9000 quality management systems, however, the definition and assurance of quality have taken on a new dimension. Many contractors have since applied quality management systems in their organisations without understanding its intricate relationship with the building contract used. This chapter examines the likely conflicts and compatibility between Standard Forms of Building Contract and quality management systems. An understanding of the possible legal obligations that may arise from adopting a quality management system contractually will help contractors and clients protect their interests when defects arise. In addition, many contractors are in the process of establishing their quality management systems to increase their competitive and bidding edge.

This trend has raised questions as to the application of quality systems to Standard Forms of Building Contracts in the construction industry. There is a tendency for both the Quality Manager and Construction Manager to consider quality systems and their associated legal obligations separately from building contracts. This may be acceptable when the quality system is still in its infancy stage. As the quality system matures, however, there would be unavoidable interaction between quality systems and contractual/legal obligations at different levels, especially when there is evidence of reliance by the purchaser on certification such as ISO 9000.

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Medium 9780874251784

50 Work Likes/Dislikes

Lelslie Rae HRD Press, Inc. PDF

50 Work Likes/Dislikes

DESCRIPTION

This activity is a variation of Activity 8, in which multi-group considerations revolve around the single question about the bad manager. Here, multi-groups consider more than one related statement.

SITUATIONS

This activity is very useful as a bridging exercise on training events that are considered with the skills of communication, interpersonal attitudes, or management/supervision techniques. It is best used when the earlier stages of introduction and settling-in have been performed, but before the major activity of the course is introduced.

OBJECTIVES

To enable the participants through discussion of elements of management to recognize the effective profile of management

To identify the need for effective communication between managers and their staff

To identify the effective interactive skills necessary for efficient management

To compare the findings of multi-groups on related statements and to compare the relationship of two different but related statements

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Medium 9780874251920

Activity 34 Positive and Negative Feedback

Mike Woodcock HRD Press PDF

50 Activities for Team Building: Volume II

Activity 34

Positive and

Negative Feedback

PURPOSE:

Personal feedback is a feature of many team building events and activities. Often the negative feedback can appear as extremely threatening and can lead to feelings of insecurity. This can be lessened by ensuring that it is accompanied by positive feedback that enhances a feeling of well-being and security. This activity is designed to facilitate both negative and positive feedback simultaneously.

METHOD:

1.

The activity should only be used with a group of people who have had some experience of working together, such as at the conclusion of a series of team-building activities or at the end of a team development workshop.

2.

Distribute sufficient copies of the Feedback Sheet (Handout 34.1) to enable each participant to have one for each other member of the group.

3.

Have participants complete the sheets. When they are finished, invite them to sign them, although give them the option of leaving them unsigned.

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Medium 9781599961774

47. Peer Supervision

Jonamay Lambert HRD Press, Inc. PDF

47

Peer Supervision

Fredrik Fogelberg, Nomadic Life Management Consultants 

Voorschoten, The Netherlands 

Purpose and learning objectives 

Peer supervision builds on the philosophy that one’s own personal experiences are a very rich source of learning and that peers in a group can stimulate and help one another reflect on experience and enhance one another’s learning. The peer-supervision instrument can be used in a variety of contexts. It is a powerful tool to learn about cross-cultural communication and management. It can be used as part of a wider training effort, or on a stand-alone basis.

Specific purposes include

• learning by reflecting on day-to-day experience and

• transfer of knowledge from a training program back to the workplace.

Target audience 

For the method to work, the participants should

• have some experience in working or living in a cross-cultural or diverse environment;

• be willing to reflect on their own assumptions and behavior;

• establish a climate of openness and trust within the group;

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Medium 9780874252187

Activity 34 Letter to a Friend

Donna Berry HRD Press PDF

Activity 34

50 Activities for Coaching/Mentoring

Method

Step 1: Explain the activity.

Notes:

Explain that one of the most difficult aspects of coaching is identifying or defining behavior. This skill is needed in setting performance expectations, in evaluating performance, and in analyzing performance problems.

Instruct participants to think of two people. If participants are supervisors, they should think of their best performer and their worst performer. If they are not supervisors, they should think of current or former coworkers who would be best and worst as performers.

Step 2: Conduct the activity.

Notes:

Tell participants that they are going to write a letter to a friend who is a supervisor and to whom each of these two people has applied for a job. The letter is to give as accurate a description as possible.

After the letters are written, have the participants pair up, exchange their letters, and read them.

Step 3: Lead the discussion.

Notes:

Readers are to circle all statements that do not appear clear, that may be interpreted in more than one way, or that do not describe behavior.

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Medium 9781576752456

CHAPTER 16: When We Had the Time

John de Graaf Berrett-Koehler Publishers ePub

Along with Juliet Schor and a handful of others, Benjamin Hunnicutt has been one of the intellectual pillars of the shorter work-time movement. His writings bring to life powerful moments in American history, stories that ought to be part of every student’s education, but sadly have been forgotten. It was from Ben that I first learned the wonderful story of the Black-Connery Bill, recounted again in this chapter. We launched Take Back Your Time Day on April 6, 2003, the 70th anniversary of the passage of the Black-Connery Bill, which would have made 30 hours the official U.S. workweek (anything more would have been overtime) by the U.S. Senate. I met Ben Hunnicutt while producing the special, Running Out of Time, for PBS. I’ll never forget the trip my coproducer, Vivia Boe, and I made with Ben to Battle Creek, Michigan, where together we interviewed veterans of the Kellogg Company’s 30-hour workweek (also recounted in this chapter). It was amazing to learn that such an experiment had actually occurred in the United States, and to hear how much it meant to the people who had lived it. —JdG

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