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The passion of Canadians for ice hockey is well documented; however, university teams in Canada are routinely ignored by consumers and the media. The authors’ goal was to…
The passion of Canadians for ice hockey is well documented; however, university teams in Canada are routinely ignored by consumers and the media. The authors’ goal was to better understand the context in which Ontario university hockey struggles and to address the theoretical question of how best to examine and evaluate the problems of sport‐specific organizations. Using the Value Dynamics Framework (VDF), the purpose of this paper was to examine whether or not this framework fits well with the realities facing not‐for‐profit OUA hockey teams, and if not, to create a framework specific to these teams.
Semi‐structured in‐depth interviews were conducted with 15 of the 19 (77 percent) OUA hockey coaches during the 2010/2011 hockey season. The interview guide was drawn from the VDF elements and enabled the researchers to understand not‐for‐profit organizational assets, including physical, financial, employee/supplier, customer, and organizational.
This paper offers empirical insights about the assets and obstacles facing the OUA hockey league and its teams. For example, players, coaches, affiliation with universities, and the hockey product are noted assets. Obstacles for strategic growth include arenas, suppliers, media attention, financial sustainability, parity with other leagues in Canada, and leadership. The VDF proved a useful foil to suggest that something is needed that more accurately represents sport management‐specific situations.
The main limitation of this study is that it lacks generalizability. Although motivated to better understand not‐for‐profit sport in general, the authors’ model is specific to OUA men's hockey teams. However, their OUA hockey team‐specific revised VDF does provide insights into the assets available to coaches, and also acknowledges the corresponding challenges or obstacles surrounding the asset classes in the context of OUA hockey.
This paper provides an approach towards making a more generalizable not‐for‐profit sport model that could help explain the success (or lack of success) of such organizations.
This study addresses a need to develop a framework to examine and evaluate not‐for‐profit sport‐specific organizations, such as the teams in the OUA.
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
Conceptually examines the effect of individualism/collectivism on the tenets of equity theory. It is the view of the authors that the equality principle of reward…
Conceptually examines the effect of individualism/collectivism on the tenets of equity theory. It is the view of the authors that the equality principle of reward allocation in collectivistic cultures is not a separate method of distribution, but a subset of the theoretically grounded equity principle appropriately integrating the cross‐cultural individualism/collectivism value. To support this position, the authors reduce equity theory to its fundamental elements and illustrate how in dividualism/collectivism separately affects each component. The derived model and subsequent discussion should provide researchers with a theoretical frame work for future empirical studies.
Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.
Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.
Reports of a number of countries imposing a limited ban on the use of D.D.T. have appeared from time to time in the B.F.J., but in the last few months, what was a trickle seems to have become an avalanche. In Canada, for example, relatively extensive restrictions apply from January 1st, permitting D.D.T. for insect control in only 12 agricultural crops, compared with 62 previously; there is a reduction of maximum levels for most fruits to 1 ppm. Its cumulative properties in fat are recognized and the present levels of 7 ppm in fat of cattle, sheep and pigs are to remain, but no trace is permitted in milk, butter, cheese, eggs, ice cream, other dairy products, nor potatoes. A U.S. Commission has advised that D.D.T. should be gradually phased out and completely banned in two years' time, followed by the Report of the Advisory Committee on Pesticides and Other Toxic Chemicals recommending withdrawal in Britain of some of the present uses of D.D.T. (also aldrin and dieldrin) on farm crops when an alternative becomes available. Further recommendations include an end to D.D.T. in paints, lacquers, oil‐based sprays and in dry cleaning; and the banning of small retail packs of D.D.T. and dieldrin for home use in connection with moth‐proofing or other insect control. The Report states that “domestic users are often unaware that using such packs involve the risk of contaminating prepared food immediately before it is eaten”.
Forty years ago the so‐called “theory movement” tookroot in educational administration because it so fundamentally brokewith the past, replacing trial‐and‐error experience…
Forty years ago the so‐called “theory movement” took root in educational administration because it so fundamentally broke with the past, replacing trial‐and‐error experience with analysis and research in an effort to improve our understanding of educational organizations and how to manage them. Fuelled by support from private foundations and, eventually, the US federal government, this landmark development in administrative and organizational theory altered the way in which universities taught educational administration. In the educational reform movement of the 1980s, however, the established and time‐honoured theoretic concepts of the past four decades – with their emphasis on mathematical proof and ways of thinking borrowed from laboratory science – gave way to newer, richer ways of understanding organizations and thinking about them. Describes the emerging new directions in organizational and administrative theory and where they are taking us.
Relativism, at least in some of its forms, is antithetical to sociology as traditionally practiced and conceived. (See, for instance, Benton and Crabb, 2001, pp.50‐74 and…
Relativism, at least in some of its forms, is antithetical to sociology as traditionally practiced and conceived. (See, for instance, Benton and Crabb, 2001, pp.50‐74 and 93‐1006; Collins 1996a; Mann, 1998; Murphy, 1997; and Taylor‐Gooby, 1994). Hence, sociologists should consider abandoning traditional sociology or rejecting relativism. An example of the sort of relativism I have in mind is the philosophical theory that the truth and falsity of propositions is relative to the social context of their promulgation. Such epistemological relativism is expressed by Newton‐Smith when he says: “The central relativist idea is that what is true for one tribe, social group or age might not be true for an other tribe, social group or age” (Newton‐Smith, 1982, p.107).
Studies show that experiences of repeated or complex trauma are very common in patients with severe mental health problems. Unfortunately, many professionals do not…
Studies show that experiences of repeated or complex trauma are very common in patients with severe mental health problems. Unfortunately, many professionals do not routinely ask about abuse, due to concerns about how to ask and respond. There is also a need for frontline staff to be trained in trauma-informed care. The purpose of this paper is to identify the needs of inpatient staff and developed a tailor-made training package.
A training programme was developed from focus-group discussion and delivered to the team. Questionnaires were administered pre-, post-training and at three-month follow-up, to assess changes in knowledge, confidence and worries in the assessment and treatment of complex trauma.
There was an increase in self-reported staff confidence (p=0.001) and knowledge (p=0.028) about working with complex trauma and their worries decreased (p=0.026) between pre- and post-training.
In order to sustain the benefits of training for longer, recommendations were made to the service for on-going training, supervision and evaluation.
Given the recent interest in complex trauma within the literature (Diagnostic and Statistical Manual of Mental Disorders – Fifth Version (DSM-V); International Statistical Classification of Diseases – 11th Version (ICD-11)), the piloting and development of complex trauma training packages is timely. To the author’s knowledge, this is the first published account of complex trauma training for inpatient staff. This paper offers clinical and research implications to services who may want to develop as trauma-informed services within the NHS.