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The purpose of this paper is to provide a profile of Dave Morrison.
The purpose of this paper is to provide a profile of Dave Morrison.
In this case study, Dave provides a short biography of his background and is then interviewed by Jerome.
Dave has had two careers. The first as a scaffolder. The second as a nursing assistant in mental health services. He has ended up bruised and battered in both.
Every case study tells a different story. The effects of stress can be cumulative.
There are many accounts of how hospitalisation has traumatised service users. Yet, working in these services can also be traumatic for the care staff.
Professor Tony Butterworth used to say “Happy nurse equals happy patient”. If you look after staff needs, they will provide better care. Have we ever really looked after the needs of mental health-care staff?
Dave’s story is unique. As Nicola Adams says, “Fall down eight times, get up nine”. Dave has fallen down many more times than this. Eventually, it gets harder to get back up.
Many senior executives equate “going digital” with specific phenomena such as the advent of the personal computer, the proliferation of e‐mail, the growth of enterprise…
Many senior executives equate “going digital” with specific phenomena such as the advent of the personal computer, the proliferation of e‐mail, the growth of enterprise resource planning systems, or the popularity of the Internet. But to think of digital business design as the sum total of the high‐tech innovations multiplying around us is a fatally incomplete view. The discipline of digital business design is about serving customers, creating unique value propositions, leveraging talent, achieving order‐of‐magnitude improvements in productivity, and increasing and protecting profits. Learn from the companies that have created great value propositions for customers and employees, achieved significant improvements in productivity, created a robust profit model, and protected both their profit streams and their customer relationships from being eroded by competitors.
Recently I remarked that my collection of Caithnessiana is diminishing to the point of invisibility, but no longer had that been said than a copy of David Morrison's The idealist landed on my desk and reopened the whole question of what is happening on the literary scene in the far North. More, in fact than I had suspected. Some of it stems from atomic energy at Dounreay and the growth of Thurso as a dormitory for the Dounreay staff.
Morrison takes over from Malcolm Turnbull, who has also resigned his parliamentary seat.
On October 26, 2004 the Securities and Exchange Commission (the “SEC”) adopted new rules and rule amendments under the Investment Advisers Act of 1940 (the “Advisers Act”…
On October 26, 2004 the Securities and Exchange Commission (the “SEC”) adopted new rules and rule amendments under the Investment Advisers Act of 1940 (the “Advisers Act”) that will require most hedge fund managers to register with the SEC as investment advisers by February 1, 2006. The actions taken by the SEC will necessitate that hedge fund managers begin preparing for SEC registration at least four to six months in advance of registration. In light of these new rules, this article summarizes: The significant provisions of the Advisers Act that hedge fund managers will need to become familiar with; The SEC registration process that a hedge fund adviser will have to follow; The SEC inspection program and some practical tips that hedge fund advisers should consider implementing. Because the regulatory framework imposes a variety of obligations and prohibitions on hedge fund managers, who, up until now, have operated without significant regulatory oversight, we recommend that fund managers who are likely to become subject to the registration rules should, well in advance of the February 1, 2006 registration deadline, familiarize themselves with the legal and operational changes that will affect them and assemble the information they will need to commence and complete the registration process. This article is designed to introduce fund managers to that framework.
In May 1988, the Home Secretary announced the establishment of the Broadcasting Standards Council. The new eight‐person Council is chaired by Lord Rees‐Mogg. As well as…
In May 1988, the Home Secretary announced the establishment of the Broadcasting Standards Council. The new eight‐person Council is chaired by Lord Rees‐Mogg. As well as its responsibilities for monitoring broadcasts and dealing with complaints, the Council was invited by the Home Secretary to draw up a code of practice on the portrayal of violence and sex and of standards of taste and decency, and to undertake research on matters such as the nature and effect on attitudes and behaviour of the portrayal of violence and of sex on television, radio and video.
In Dr. Norman Denzin’s graduate seminar “Interpretive Interaction,” the semester was spent reading, discussing, and debating various methods proposed as alternatives to the constraints and false promises of the “scientific” methods often taught in home departments. The class experience is, therefore, open to experimental ideas and formats while working toward one’s preparation for the final performance that uses a method discussed in class. Dr. Denzin’s task for us was to use an epiphanic experience having to do with race as a point of inspiration for our pedagogical performance texts. Having been much influenced by the critical study of whiteness by intellectuals like James Baldwin, W. E. B. Dubois, Toni Morrison, David Roediger, Franz Fanon, and bell hooks my text was fundamentally informed by their messages: whiteness is problematic for people of color as well as whites in that it creates false distinctions and categories preventing us from seeing each other, let alone ourselves. This creates an asymmetric relationship of power between races often resulting in violence (both physical and psychological), reinforcing historical structural inequalities or creations of new ones, and inherent essentialist rifts in perceptions between races.
The purpose of this study is to identify a psychological profile for public accounting firm partners who are likely to place the partnership and client shareholder at…
The purpose of this study is to identify a psychological profile for public accounting firm partners who are likely to place the partnership and client shareholder at risk. Proprietary data from an executive counseling firm provided a unique opportunity to compare two groups of partners: those identified by their senior partners as placing the firm at risk (n=31) and those not so identified (n=64). The groups were compared using psychological measures, lifestyle measures, personal measures, and work history variables. Results found no significant measurable difference between the audit partners who were identified as posing a risk and those not so identified. This suggests that specific factors cannot lead a partner to engage in risky behaviors, but rather several, in combination, may be necessary. Implications for research include learning more about concepts such as resistance to temptation, motivation, and rationalization. Implications for practice are to focus on structuring business practices to provide early warning signs and minimize opportunities to engage in risky behavior. Continued and increased diligence in the client screening and client continuation and review process remain essential for best practices.