Search results

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

Purpose – Although not extensively documented, academic libraries in the United States of America have been involved in fund-raising for centuries. In more recent years, decreases in university budgets forced academic libraries to rely more heavily on philanthropy in order to operate or expand collections. However, much remains unknown about many aspects of academic library fund-raising. This study expands knowledge regarding library development efforts so that scholars and library administrators can better understand library fund-raising and become more successful in raising money.

Findings – Development work for academic libraries has shown to differ from other forms of development activities on a campus due to the fact that donors to academic libraries tend to differ from other kinds of donors on a campus. This research highlights strategies academic library development officers believe work in cultivating donors from a limited target population and how they believe this differs from or is similar to the work of other development officers in higher education.

Practical and social implications – This research sought to understand how organizational placement of the library development officer in the university has an impact on successful fund-raising.

Originality/value – This is the first research to directly study academic library development officers. This will help library administrators and those involved with academic library development efforts learn what library development officers believe works and doesn’t work in fund-raising.

Media coverage of police activities is substantial and makes for “eye‐catching” headlines. Most people in the UK will remember the riots of 1981 and how policemen battled against overwhelming odds. Equally, the story of the young, brave policeman who attempts, and is injured in the process, to arrest treacherous villains, induces waves of sympathy from a probably, very middle‐class public. Best of all, are the stories of corrupted policemen who, detected and apprehended, generate in us all that slight feeling of insecurity which makes for excellent gossip.

This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or are, undertaken by industrial training officers. Any attempt to ascertain these developmental paths must be limited by the relative importance which the interpreter gives to writings and events. To this extent it must be a subjective and selective viewpoint. Whatever our perspective, there is one undoubted fact: there has been a considerable increase in the number of industrial training officers over the last 20 years — and a corresponding increase in training activities. This increase has been more than matched with an outpouring of literature on training and, to a much lesser extent, research into training themes.

The purpose of this paper is to highlight systemic factors of competence-based integration of retired military officers into the civilian labour market in terms of the perspective of the institutions and institutional settings of competence involved in the formation and deployment.

This study is based on semi-structured face-to-face interviews with 25 retired military officers in Lithuania.

The main institutional problems and challenges of the competence-based labour market integration of retired military officers involve are concentrated in the fields of deployment of skills in the military service, and as well as in the adjustment of acquired skills to the requirements of the civilian labour market.

The main limitation of the research is the absence of perspectives and attitudes of other stakeholders such as policy makers, employers and providers of education and training.

Research identified expectations of retired military officers concerning improvement of training and labour market integration services.

The paper is focused on the institutional aspects of competence-based labour market integration of the retired military officers from their perspective.

Many libraries, both academic and public, are considering institutionalizing their fundraising activities and hiring a development officer. The development officer, usually not a professional librarian, is responsible for the overall fundraising/development effort including endowment campaigns, annual fund drives, capital campaigns and special events. The University of Arizona Library's first development officer was hired just over 18 months ago. In an interview with University of Arizona Librarian David Laird and Development Officer Miriam Nickerson, many of the important issues that libraries need to consider in starting a development office were discussed.

This paper sets out to review leadership development since the inception of the Police Service of Northern Ireland (PSNI) in 2001, its developments over the past ten years, and to look at the opportunities and challenges for the future. It considers the new leadership strategy for policing in Northern Ireland.

This paper explores how leadership development has been considered before, during, and after the change process for policing in Northern Ireland. Through synthesis of available information, learning materials and documents, it identifies and reviews the key models, theories and approaches used for leadership and management development within the PSNI and the approach considered necessary for success in the future.

The PSNI has progressed significantly from policing the 30 years of conflict in Northern Ireland, where inward focus was more prevalent than the external partnership and collaborative approach that is needed today and in the future. The change from the Royal Ulster Constabulary to the new Police Service of Northern Ireland required leadership to deliver the transformation required. A new leadership development strategy is vital if operational policing is to continue to enhance public confidence at a time of renewed terrorist threat.

Public sector organisations are currently facing great change in order to ensure they are able to meet the challenges of globalisation, technology, demography and the world financial crisis. Leaders can learn from the experience of the Police Service of Northern Ireland in the transformational change process which took place over the past ten years and how it intends to meet the future challenges facing a smaller service with reduced funding.

This review comes ten years after the establishment of the Police Service of Northern Ireland. It provides insights into the leadership development which supported the transformational change process within Northern Ireland.

The predominant psychological type among senior police officers is the extraverted‐sensing‐thinking‐judgement type, pragmatic and practical and thus ideally suited to many aspects of police work, according to data presented to 119 Australian senior police officers. The high proportion of extraverted‐thinking‐sensing‐judgement types may explain the common macho‐image of policemen. Low levels of self‐actualisation among police officers may limit honesty, openness, flexibility and concern for the good of the police force and society, as well as contributing to stress, so this aspect must be dealt with.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Larger libraries of both the academic and public varieties have in the last few years increasingly been creating the position of Collection Development Officer in their organizations. It seems to me that there are two very important problems with the searching and hiring procedures for this position. They stem from the conclusion of some of our top library directors that the qualifications for this position must necessarily be twofold: subject expertise and literary background. The former is usually spelled out by requiring that the aspirants have subject masters or doctorates; the latter is usually assured by having some writing or “bookman” experience in the work background. Although these two competencies are not necessarily bad for a collection development officer to have, what they do as a rule is prevent the hiring of (and discourage applications from) people who would make excellent collection development officers in areas that are plainly most important. What are the areas of expertise that are needed?