Search results

Planning is a critical step in the process toward quality instruction and should also include consideration for what technology is appropriate for the lesson. Teacher educators must assist preservice teachers in learning this critical planning step of the instructional cycle. The purpose of this article is to present a step‐by‐step procedure to be used by preservice teachers when determining the appropriate use of technology in instruction.

Various strategies have been used by teacher educators to facilitate preservice teachers’ learning how to integrate technology. Some of these strategies are the modeling of technology integration by university instructors, the exposure to the use of technology in the classrooms during field experience, and including technology into the curriculum. In spite of these efforts, there is evidence that some teacher educators feel that preservice teachers are still not convinced of the value of integrating technology in their lessons. This article suggests that perhaps preservice teachers are still reluctant about the benefit of integrating technology because they have not been given a process for deciding which form(s) of technology should be used for what kind of instruction.

Included are charts with detailed descriptions, providing a step‐by‐step process for integrating technology into instruction. These charts demonstrate that the decision about what technology to use in a lesson is first based upon the needs of the learners and the material being taught.

This process demonstrates that technology is transparent: curriculum and the needs of learners drive the choice of technology, instead of technology being used just for technology sake.

The international women's movement has always focused on discrimination against women, but only in the past few decades have activists been focusing on violence against women, and within this framework, domestic violence. Global feminist activism found common ground in protecting women from physical, sexual, and emotional abuse. This framework traveled to Eastern Europe with the advent of regime changes there. In post-communist Europe, it took only a decade and a half for the Polish, Czech, Slovak, Hungarian, and Slovene governments to react to domestic and global pressures and establish new definitions and policies regarding domestic violence. However, the feminist NGOs’ definitions and policy recommendations met with limited success. Feminist-inspired norms, such as specific domestic violence courts and distancing ordinances, diffused to a mediocre level of half-hearted official responses in Central and Eastern Europe (CEE). This middle-of-the-road approach attempted to de-gender and thus to de-politicize feminists’ fundamental gender-sensitive claims. A norm diffusion to reach the middle ground took place through a complex set of interactions that involved various types of political actors ranging from international governmental organizations, such as the UN and the EU, governments, international and local NGOs. Analyzing the process of these multiple-level and manifold interactions sheds light on the partially deterritorialized nature of globalization. The development of norms and their difffnousion regarding domestic violence policy also inform us about how democratic processes, efforts to achieve gender equality, and the global context interact in CEE.

This case explores the context in which decisions related to the composition of the board of directors are made at a company with a strong, participatory culture and strong values of accountability, responsibility, and community.

This case study seeks an in-depth understanding of a 100% ESOP company’s (Carris Reels, Inc.) values, culture, and processes related to broad-based employee participation in decision-making and governance of the company. Data were collected from formal and informal interviews and discussions with Carris Reels’ employees, observation, and company archival data, including newsletters, meeting minutes, and announcements.

Goals may be sufficiently different at highly participatory, majority employee-owned ESOP companies such that regulatory guidelines for board structure for public or privately held companies that are not employee-owned should be evaluated in the context of that company’s stakeholders.

A trend toward external members for boards of directors should be given careful consideration in the case of majority ESOP companies whose employee-owned and governed status is central to the company’s vision.

This case study provides an in-depth look at a company’s board of directors’ composition-related decision-making in the context of broad-based participatory processes and the desire to maintain a profitable and fully employee-owned and governed enterprise.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Blues music is in the midst of its second revival in popularity in roughly thirty years. The year 1960 can be identified, with some qualification, as a reference point for the first rise in international awareness and appreciation of the blues. This first period of wide‐spread white interest in the blues continued until the early seventies, while the current revival began in the middle 1980s. During both periods a sizeable literature on the blues has appeared. This article provides a thumbnail sketch of the popularity of the blues, followed by a description of scholarly and critical literature devoted to the music. Documentary and instructional materials in audio and video formats are also discussed. Recommendations are made for library collections and a list of selected sources is included at the end of the article.

In view of the absence of police stress research in Greece, the purpose of this paper is to measure occupational stress among police officers and to investigate occupational stress risk factors.

A cross-sectional study with a convenience sample was conducted among 336 police officers in Athens, Greece. Data collection was performed during January to March 2018 and the response rate was 77.8 percent. Demographic characteristics, job characteristics, lifestyle factors and coping strategies were considered possible risk factors. The “Operational Police Stress Questionnaire” and the “Organizational Police Stress Questionnaire” were used to measure occupational stress, while the “Brief Cope” questionnaire was used to measure coping strategies.

Regarding service operation, the most stressor events were personal relationships outside work, tiredness, bureaucracy, injury risk and lack of leisure for family and friends. Regarding service organization, the most stressor events were lack of personnel, inappropriate equipment, lack of meritocracy, lack of sources and inappropriate distribution of responsibilities in work. According to multivariate analysis, increased use of avoidance-focused coping strategy, and decreased sleeping, physical exercise and family/friends support were associated with increased occupational stress. Moreover, police officers who work out of office experienced more occupational stress than police officers who work in office.

To the best of the authors’ knowledge, this is the first study in Greece addressing the risk factors for occupational stress among police officers. Modifiable occupational stress risk factors among police officers were found and should be carefully managed to decrease stress and improve mental health.

The purpose of this paper is to evaluate the effectiveness of the dialectical behavior therapy (DBT) training which was provided to community agency staff (N=18) implementing DBT in the community with street-involved youth.

Staff participated in a multi-component approach to training which consisted of webinars, online training, self-study manuals, and ongoing peer consultation. To evaluate assess the effectiveness of the training, questionnaires assessing evaluating DBT skills knowledge, behavioral anticipation and confidence, and DBT skills use, were completed at baseline, immediately post-training, four to six months post-training, and 12-16 months post-training. Additionally, the mental health outcomes for youth receiving the DBT intervention are reported to support the effectiveness of the training outcomes.

Results demonstrate that the DBT skills, knowledge, and confidence of community agency staff improved significantly from pre to post-training and that knowledge and confidence were sustained over time. Additionally, the training was clinically effective as demonstrated by the significant improvement in mental health outcomes for street-involved youth participating in the intervention.

Findings suggest that this evidence-based intervention can be taught to a range of staff working in community service agencies providing care to street-involved youth and that the intervention can be delivered effectively.

These findings help to close the knowledge-practice gap between evidence-based treatment (EBT) research and practice while promoting the implementation of EBT in the community to enhance positive youth outcomes.

The purpose of this paper is to provide a commentary on the sustainability reports published by the two market leaders in ocean cruising industry.

The paper begins with short reviews of the growing interest in the commitment to corporate sustainability and of the growth and market structure of the ocean cruising industry by way of setting the context for the commentary. This commentary is based on a review of the most recent sustainability reports published by the two leading ocean cruising companies which account for almost 75 per cent of total industry revenues.

The findings of the paper reveal that the two major ocean cruising companies, namely, Carnival Corporation and Royal Caribbean Cruises, published extensive sustainability reports covering a wide range of environmental, social, economic and governance issues. The other leading ocean cruising companies posted limited information on their approach to sustainability on their corporate websites and some posted no information on sustainability. However, the authors suggest that given that the two major cruising companies account for 70 per cent of ocean cruising passengers, the industry compares favourably in its sustainability reporting with other players in the hospitality industry and the service sector. That said, the authors also suggest that approaches to sustainability within the cruising industry, which are based on continuing growth, present testing management challenges for the leading cruising companies.

The paper provides an accessible commentary on current approaches to sustainability in the ocean cruising industry, and as such, it will interest professionals working in the cruise industry and more generally in the hospitality industry as well as academics and students interested in hospitality management and sustainability.

Carris Reels, a reel-manufacturing company headquartered in Vermont, had long-standing goals of being employee owned and governed. They also had a strong organizational (ownership) culture. The Corporate Steering Committee (CSC), a committee composed of representatives from management and non-management employees, and the board of directors had a decision to make about adding two new members to the board. With these new members, the board of directors would be made up of both members of management and non-management employees. Was Carris forfeiting wiser outside counsel in favor of company insiders? What about for the future of the company?

The data for this case were collected from discussions and informal interviews with Carris Reels employees, and archival data from the company intranet which includes an archival of company newsletters, meeting minutes and announcements. Information on the Employee Stock Ownership Plan (ESOP), board of directors, the CSC, and ESOP trustees from these sources were also used.

This case is suitable for strategic management, and social responsibility and social enterprise-focused courses for upper-level undergraduates and MBA students.

The sources, development, and outcomes of a strong organizational culture are important to this case. Schein (1989) and others (Harris and Ogbanna, 1999) address the role of a company’s founder in development of the company’s culture. Research addressing ownership and participation in the context of an ownership culture indicates positive outcomes to employees and to their companies (Logue and Yates, 2005; Ownership Associates, 1998).