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Examines the findings of a survey aimed at identifying the education needs of leadership personnel in institutions of higher education within a metropolitan service area. Respondents, occupying primarily mid‐level administrative positions, cited administrative behaviour, leadership and personnel management as training areas that best matched their professional advancement needs. Concludes that university‐based seminars, workshops and standard credit bearing courses can provide “corporate level” training to assist mid‐level managers in expanding their leadership vision.

The purpose of this paper is to create a “go-to-guide” of best practices in the creation of asynchronous courses. Due to the global pandemic, millions of students around the world transitioned from in-class instruction to online programs, which ranged from completely synchronous classrooms to completely asynchronous classrooms. Students were forced to learn how to engage within an online classroom environment with minimal notice and instructors were abruptly thrusted into a different operational environment, with many required to construct educational ecosystems in an unfamiliar and digitized interface. This led to several actions and the utilization of a multitude of different teaching techniques, many of which were poorly implemented.

Key words, “Asynchronous learning”, “Learning”, “Feedback”, “Online Instruction”, and “Classroom Design” were searched in online data bases (Google Scholar, PubMed, EBSCO and Data Base of Open Access Journals). These then were read by the authorial team and authoritative papers were selected by the team based on the frequency of utilization by other papers in the field and the utility of these papers for the design of asynchronous courses.

This paper explores asynchronous learning from the perspective of how instructional science and learning science can be applied to create the best classroom for both pupil and instructor.

It looks to provide a go-to-guide for best practices in asynchronous learning and the development of K-12 classrooms, graduate and medical school classrooms and finally continuous medical education classrooms. Finally, this guide looks to facilitate the development of master instructors through statements on how to properly provide feedback to students.

The purpose of this chapter is to analyse Public–Private Partnerships (PPPs) in the developing and emerging economies as a multifaceted challenge from viewpoint of the 10 keys ‘for’ and ‘against’ PPPs: feasibility; planning; optimization; modernization and development; financing; project delivery; project operation; supervision; user satisfaction and accounting issues. The conceptual model and the reasons were formulated by the authors some 10 years ago, based on the literature and case-study reviews. Relevance of those reasons was verified in practice. The knowledge and critical perspective on the above-stated reasons are relevant for the implementation of PPP projects in any national economy – developed, emerging or developing, but it is quintessential for the implementation of PPPs in the economies that are at the early stage of implementation of PPPs. Although for the identification of the above-stated reasons, wide comparative literature and case-studies review was conducted, the reasons were verified in practice in Slovenia only. Slovenia is considered as one of the most advanced transition countries of Central Europe and a developed economy. This chapter can improve public policy, teaching, learning and practice of PPP implementation in developing and emerging economies. The value of this chapter is in the approach which goes beyond the usual defending or renouncing of PPPs. This chapter also clearly identifies the importance of a sincere motive for the implementation of PPPs by the government as a prerequisite for the successful implementation of PPPs.

Describes research undertaken to investigate the role of public libraries in developing and exploiting the next generationof national networks, such as Internet. Considers developments in Internet and NREN, public libraries and networking, and the impact of the network on public libraries. Surmises that the research will help identify factors that affect the library′s role in electronic networks, although many questions about networks may have more to do with how libraries define themselves than with the technology itself.

Critical impediments for women in leadership positions, both in the corporate and educational sector, continue to block progress. Identifies barriers to success from a socio‐cultural and psychological perspective, such as sex‐role stereotyping, few female role models, and societal attitudes towards women as leaders. Barriers impeding success are procrastination, lack of acceptance, and “it′s a man′s world” attitude. University personnel planning leadership training programmes must consider the needs stated by respondents to this survey and offer seminars based on their specific requests. Requested programmes included: effective communication skills, stress management, time management, problem solving, team building, public speaking, supervisory skills, organisational politics, human relations skills, and self‐esteem building.

Leadership approaches, or styles, practised by managers in free societies over the last 100 years have shifted from highly directive, or authoritarian, to more non‐directive, or participative. This study surveyed labour and management of a defence industry computer software company to compare management (n=35) and technical employee (n=143) perceptions of preferred management style as measured by the Leader Behaviour Descriptive Questionnaire (LBDQ) Form XII. Subjects were asked to rate their ideal leader in response to the 100 items on the LBDQ. Causal‐comparative data analysis was used to compute descriptive statistics for each comparison group. Findings from the study suggest there is an extraordinary unity of thinking between managers and employees regarding those elements critical to effective leadership; managers agreed to a significantly greater extent than employees that the surveyed variables are critical to effective leadership; and managers and employees agreed that the favoured leadership style is “selling”, as defined by Hersey and Blanchard.

Change in the public sector appears to be often met with practices borrowed from the private sector. However, implementing private sector practices is challenging (Brown, Waterhouse, & Flynn, 2003), as, for example, the range of stakeholders and their legitimate demands are greater in the public sector (Wæraas & Byrkjeflot, 2012; Leitch & Davenport, 2002), and due to the political nature of affairs, there is more complexity and uncertainty (Sanders & Canel, 2013). In fact, when it comes to change, the public sector can be very different from the private sector due to its often more bureaucratic processes, political nature of decisions and obligations for both transparency and equality.

This chapter focuses on three core areas of organisational change communication: organisational culture, employees and management. The chapter reports findings from a systematic literature review of articles from 1990 to 2016 using thematic analysis in order to answer three research questions: Is change in the public sector different from change in the private sector? What is the perceived role of communication for public sector change efforts? What insights can be found from previous literature about three topics connected with change communication: employees, organisational culture and management?

To begin, we ask whether it is actually true that public sector change differs from private sector change. Then we will examine the results of the literature review on each of these three aspects: (1) organisational culture, (2) public sector employees and (3) change management. We will summarise our findings and will conclude with three propositions for future studies on public sector change communication, which all highlight the rising importance of engagement.

The chapter discusses two main themes: shifts in the global geography of aviation toward the developing world and several threats to the future growth of air transportation. The past two decades have witnessed a remarkable realignment of air passenger and air cargo traffic toward middle-income countries and the hubs within those countries.

The chapter documents these shifts, drawing on analyses of airline capacity around the world in 1998 and 2012. Given more rapid population and economic growth in Asia, the Middle East, Sub-Saharan Africa, and Latin America, further such developments seem likely. However, the chapter also reviews some of the principal challenges confronting aviation in its second century. These include the higher price of oil, the political challenges involved in building new airport infrastructure (especially in rich democracies), and efforts to limit the increase in greenhouse gas emissions and other air transportation externalities.

The chapter concludes that none of these challenges is very likely to reverse the long-term growth of air traffic but will instead intersect with the broader shift toward emerging markets to produce a still more complex geography of air services. The chapter further contends that the continued expansion of aviation will bring both daunting challenges to the world but also new opportunities to the low-income countries still marginalized in today’s airline networks.

Taints of corruption in public procurement (PP) exist in both developed and developing countries alike- though in different scales and with different characteristics and impacts. Attempts to achieve a taint-free procurement regulation have failed even in the most robust and mature jurisdictions due to an inherent complexity and difficulty given the paradigms used. PP systems today remain fragile to various shocks2 coming mainly from markets and corruption. This paper proposes a paradigm shift in the way in which a PP System (PPS) should be designed and practiced rendering it as “antifragile”3 as possible to benefit from shocks, stresses and disorder. Antifragile PPS design revolutionizes not only the regulations but also the frameworks and institutional setups and the whole practice of the public procurement profession in a manner that permits growth and evolution at times of stress or distress. This paradigm shift is based on a design of the PPS as a complex system.