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Article
Publication date: 1 January 1995

Jennifer Cargill, Sammie W. Cosper, C. Landon Greaves, Carolyn Hooper Hargrave, Ronald D. Hay, Nancy Nuckles, D.M. Schneider and Jill Fatzer

Three different governing boards of higher education in Louisiana joined together to create the Louisiana Online University Information System (LOUIS). Key players in this…

Abstract

Three different governing boards of higher education in Louisiana joined together to create the Louisiana Online University Information System (LOUIS). Key players in this endeavor describe progress from an idea formulated in 1990 to the 1993 reality of an effective statewide online system. Improved services to users and more effective use of collections are examples of what the various libraries throughout Louisiana are expecting to realize from this collective action. Various lessons learned are detailed. Budget components are addressed openly. In 1993, the state of Louisiana was awarded a federal $2.48 million grant that enabled the completion of this statewide infrastructure. Other states contemplating a statewide library network may want to look closely at the planning for and implementation of LOUIS.

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Library Hi Tech, vol. 13 no. 1/2
Type: Research Article
ISSN: 0737-8831

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Article
Publication date: 1 June 2008

Guy Daly, Annette Roebuck, Jennifer Dean, Fiona Goff, Martin Bollard and Clare Taylor

This article presents the findings of an evaluation of the impact on service users of a local authority's individual budgets pilot. The local authority has pursued an…

Abstract

This article presents the findings of an evaluation of the impact on service users of a local authority's individual budgets pilot. The local authority has pursued an outcomes‐focused approach to care planning. The research findings suggest that these service users and their families see individual budgets as a very positive development. Service users have been able to gain greater control over their lives, not least in that they are able to determine to a much greater extent how they have their needs met. This facilitates service users' general growth and development, such that they are able to engage more fully and on a more equal footing as part of their families and communities. However, there remain a number of challenges that need to be addressed if individual budgets, or personal budgets generally, are to be rolled out successfully across adult social and health care.

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Journal of Integrated Care, vol. 16 no. 3
Type: Research Article
ISSN: 1476-9018

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Article
Publication date: 1 December 2004

Sue Vollbrecht and Jennifer Bowerman

Sue Vollbrecht worked as a laboratory technician for many years before being promoted to her present position as laboratory manager. She was promoted because of her…

Abstract

Sue Vollbrecht worked as a laboratory technician for many years before being promoted to her present position as laboratory manager. She was promoted because of her interest in change management and her desire to have an impact on the future of her organization. This interview has as its foundation a school paper that she wrote as a means of assessing her managerial learning. The interview provides insight into the vast amount of change in the medical laboratory world, and some of the learning experiences that have been instrumental in helping her to develop the skills necessary to manage and successfully work with change. Using key events as pivotal points for reflection, she deduces the basic theories that she considers necessary for successful change management, and then considers them in the light of some of the management literature in the field. Major themes discussed are career development for people interested in working with organizational change, learning at work using an action learning approach, trust building through communication, and working with stakeholders effectively to bring about change.

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Leadership in Health Services, vol. 17 no. 4
Type: Research Article
ISSN: 1366-0756

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Book part
Publication date: 24 November 2015

Jennifer L. Dean

This chapter illustrates two leadership theories – Heifetz’ (1994) theory of adaptive change, and Bridges and Mitchell’s (2000) theory of leading in transition – to…

Abstract

This chapter illustrates two leadership theories – Heifetz’ (1994) theory of adaptive change, and Bridges and Mitchell’s (2000) theory of leading in transition – to illustrate their applicability to leading experienced staff through change. Using adult learning and followership theories as a conceptual framework, this case study illustrates an application of Heifetz’ (1994) and Bridges and Mitchell’s (2000) theories. Heifetz’ (1994) and Bridges and Mitchell’s (2004) leadership theories offer library leaders a framework for understanding, managing, and leading change efforts. The results in a case study approach are naturally subjective and may have limited generalizability to other library contexts. This study illustrates how library leaders may use established leadership theory to support experienced staff and guide change efforts. In using the adult learning and followership theory framework, the writer advocates for a humane approach to managing change with experienced staff. This chapter is original in its synthesis of three areas of theory in service of understanding leadership and change: adult learning, followership, and leadership. It is the first study to use Heifetz (1994) and Bridges and Mitchell (2000) in the context of library leadership.

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Library Staffing for the Future
Type: Book
ISBN: 978-1-78560-499-7

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Book part
Publication date: 24 November 2015

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Library Staffing for the Future
Type: Book
ISBN: 978-1-78560-499-7

To view the access options for this content please click here
Book part
Publication date: 24 November 2015

Abstract

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Library Staffing for the Future
Type: Book
ISBN: 978-1-78560-499-7

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Book part
Publication date: 24 November 2015

Abstract

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Library Staffing for the Future
Type: Book
ISBN: 978-1-78560-499-7

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Article
Publication date: 5 July 2011

Abstract

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Library Hi Tech News, vol. 28 no. 5
Type: Research Article
ISSN: 0741-9058

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Article
Publication date: 13 May 2014

Amy Klemm Verbos and De Vee E. Dykstra

The purpose of this paper is to explore female business faculty perceptions about attrition from a business school to uncover factors that might assist in female faculty…

Abstract

Purpose

The purpose of this paper is to explore female business faculty perceptions about attrition from a business school to uncover factors that might assist in female faculty retention in business schools.

Design/methodology/approach

Using a qualitative study approach and guided by past literature, the paper systematically analyses open-ended responses to interview questions and notes emergent themes.

Findings

The major themes that emerged as factors leading to attrition: first, an exclusionary and managerialist culture which marginalized and demoralized women; second, curtailed career opportunities, including a lack of gender equity in promotion and tenure; third, poor leadership; and fourth, break up of a critical mass of women. The factors then that might assist in female faculty retention are a critical mass of women, gender equity, inclusive, collaborative cultures, psychological safety, and ethical leadership. The career patterns of the women indicated that a labyrinth is an apt metaphor for their career paths.

Research limitations/implications

This research examines just one school from the perspective of women who left. It holds promise as the basis for future studies across business schools and to faculty within business schools to determine whether the emergent themes hold across schools.

Originality/value

This study examines women in business academe through the attraction-selection-attrition framework and by extending the labyrinth career metaphor to an academic setting. The paper also provides a conceptual model of female faculty retention.

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Equality, Diversity and Inclusion: An International Journal, vol. 33 no. 4
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 21 September 2018

Sara M. McMullen and Jennifer Gibbs

Policing agencies across the USA have cited difficulty recruiting qualified applicants, thus leaving many employment vacancies unfilled. One reason for this challenge may…

Abstract

Purpose

Policing agencies across the USA have cited difficulty recruiting qualified applicants, thus leaving many employment vacancies unfilled. One reason for this challenge may be that those who would make exceptional police officers are barred from employment because of their body art. Varying appearance policies exist concerning tattoos, yet little is known about these policies. The purpose of this paper is to survey the tattoo policies of policing agencies.

Design/methodology/approach

The tattoo policies of all 50 state-level policing agencies were reviewed to explore similarities and state-level correlates.

Findings

The majority, but not all, of state police have some type of appearance policy targeting tattoos. State policing agencies that have a “no visibility” policy regarding tattoos more often were in states with a low percentage of millennial residents, high percentage of young veterans, men and non-Hispanic white citizens, and low crime; t-tests indicate “no visibility” policy states significantly differed from other states in the percentage of non-Hispanic whites and crime. Further, state policing agencies with a “no visibility” policy tended to be in northeastern states, with southern states having the fewest state policing agencies with such policies, although the χ2 test was non-significant.

Originality/value

Despite the ubiquity of tattoos in the American society, the literature is scant with studies of police appearance policies regarding tattoos. This study provides a partial summary of tattoo policies at the state policing level.

Details

Policing: An International Journal, vol. 42 no. 3
Type: Research Article
ISSN: 1363-951X

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