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A common problem that many universities face, especially with their specialized programs, is coordinating faculty availability and class offerings. The schedule is usually developed using paper and pencil after numerous iterations. As a result, the objectives of the program, such as course integration, length of course, and student workload, are most likely compromised in lieu of faculty availability. This chapter describes a multiple objective approach to this class assignment problem that considers the program’s objectives and faculty preferences. The results of applying this class assignment model to an Executive MBA (EMBA) program are presented.

Producing good forecast is a vital aspect of a business. The accuracy of these forecasts could have a critical impact on the organization. We introduce a new, practical, and meaningful forecast performance measure called percentage forecast error (PFE). The results of comparing and evaluating this new measure to traditional forecasting performance measures under several different simulation scenarios are presented in this chapter.

Purpose: To critically explore the implications of the August 2020, decision by Carleton University’s Institute for Criminology and Criminal Justice (ICCJ) to end to its intern program with the Ottawa police, the RCMP, Correctional Services Canada and Ottawa-Carleton Detention Centre starting in Fall 2021.

Findings: In contrast to the negative reaction of Kevin Haggerty to this decision, the authors offer a strong but qualified endorsement of the ICCJ’s move to put an end to its internship with coercive institutions. The ICCJ strategically mobilized discourses of anti-Blackness and inclusion in response to the murder of George Floyd and the individual and communitarian traumas of Black, First Nations and Metis and students colour in its program. The ICCJ did not, however, substantively engage with the ways that criminology, sociology and the university are complicit through the legitimation practices and processes of ideology, professionalization and research in the ‘violence work’ of the state. The critique, ethics and logical conclusion of abolitionism are obfuscated.

Methodology/Approach: The authors explicitly draw on the Black Radical Tradition, Neo-Marxism and radical neo-Weberianism to sketch research possibilities that resist the university as a space of violence work, both in criminology and in the professionalization of policing.

Originality/Value: The debate between the ICCJ and Kevin Haggerty is an important opportunity to critically analyze the limits of critical criminology and lacunae of a debate about abolitionism, anti-criminology and university-state nexus as a site for the production of ideological and hardware violence work. Grounded in the Black Radical Tradition, neo-Marxism and radical neo-Weberianism, the authors sketch a framework for a research agenda toward the abolition of criminology.

The aim of this paper is to discuss a unique and significant article about advertising that was published in Dublin in 1910.

The article, entitled “The advertising problem” (reproduced in its entirety in the Appendix) is analysed and contextualised.

It is demonstrated that at least some early Irish advertising practitioners had a reflexive understanding of the tools of marketing and advertising as used then in Ireland and abroad, and that their own use of such tools served not only manufacturers and other clients, but also the ideological project of an Irish-Ireland.

This analysis has a particular value in rebutting clearly any possible assumption that advertising and marketing practices in Ireland in the early twentieth century were simply “quaint”.

This chapter looks at the history of work from a social, economic and political perspective. It analyzes the beginning of work and of industrial relations, on a global scale. It goes on to speculate on in what way work will evolve in the immediate future, given technological change and ecological pressures.

In many educational and professional environments, diversely talented teams are created to solve problems requiring different skill sets. In the educational setting teams may be used to conduct a learning project; in a work setting teams may be used to develop a new product. Teams are usually constructed from “players” in different functional departments. Because the “best” player in each department can’t be on all teams, constructing teams so that all teams function optimally is a challenging and often arbitrary process. This chapter describes a multiple criteria model for team selection that balances skill sets among the groups and varies the composition of the teams from period to period. The results of applying this team selection model to a cohort-structured Executive MBA (EMBA) program and to team selection in a Fortune 100 corporation are presented. The results of this project suggest that an implantation of a quantitative method, such as our Model III, markedly improves team performance and achieves that improvement in a timelier manner.