298 research outputs found
The use and efficacy of anecdotal performance reporting in the third sector
No full textPurpose – This research paper seeks to examine the important issues of performance measurement and reporting in a third sector community organisation. It aims to highlight the dysfunctional nature of funding body performance reporting criteria, which do not always align with the values and goals of the voluntary organisation. In contrast, this paper aims to consider the value of using anecdotal performance data to provide a more informed perspective on the performance of third sector organisations.Design/methodology/approach – The paper examines the current literature regarding performance measurement from a voluntary sector perspective. It then considers the value and efficacy of anecdotal performance reporting and presents empirical findings from a single case study organisation.Findings – The paper identifies that many forms of performance reporting frameworks used by funding bodies provide little or no value to the voluntary organisation, and that anecdotal performance reporting is often more aligned with the values of the voluntary organisation. This paper proposes that whilst anecdotal performance reporting is not common place, it has an inherent value to both a third sector organisation, and funding body, as it allows the organisation's achievements to be presented in a more empathic light. The paper concludes that anecdotal performance reporting is particularly appropriate where the funding body is of a philanthropic, rather than government or state nature.Research limitations/implications – This research was conducted from the perspective of one voluntary sector organisation, therefore providing limited generalizability.Originality/value – With little research undertaken on the value of anecdotal performance reporting in this environment, this paper highlights a potential new area of performance measurement. This research is set within a New Zealand context, adding to the originality
Organisational behaviour : people, groups and organisations at work : Graham Elkin.
No full textSchool of Managemen
A Fine Toothed Comb
No full textThe publication includes: essays by Lubaina Himid, Lauren Elkin, author of Art Monsters: Unruly Bodies in Feminist Art, Flaneuse: Women Walk the City in Paris, New York, Tokyo, Venice and London, and Clarissa Corfe.
Edited by Beth Hughes. Designed by Pony Ltd, London.
A Fine Toothed Comb was an exhibition curated by Turner Prize-winning artist Lubaina Himid. Bringing together new commissions by Himid as well as artists Magda Stawarska, Rebecca Chesney and Tracy Hill, the exhibition focussed on unearthing hidden layers within the city of Manchester.
Through four unique installations spanning painting on found objects, multi-screen moving image, site-specific drawing and sound compositions, the artists’ work uncovered invisible geological, historical, environmental and political layers of the city. From hidden waterways and disappearing wildlife, to lost music and communities hidden in plain sight, A Fine Toothed Comb invited us to look closer at what surrounds us. This is the first time all four artists’ work was presented together, following many years of discussion and collaboration.
The publication includes: essays by Lubaina Himid, Lauren Elkin, author of Art Monsters: Unruly Bodies in Feminist Art, Flaneuse: Women Walk the City in Paris, New York, Tokyo, Venice and London, and Clarissa Corfe
Exploring the environment, discovering learning resources and creating low cost training and development - Part 1
No full textMost trainers believe they have insufficient budget to do all that needs to be done to develop the people and organisation for which they work. That feeling is not confined to small businesses or to any particular sector. It is widespread. It can lead to sense of powerlessness to achieve anything at all in the face of the many opportunities which cannot be taken.
The problem may be shortage of cash or corporate commitment. It may also be a lack of understanding by the trainer of how much can be achieved by good use of opportunities and resources not automatically seen as relevant to training.
This paper suggests some orientations which can lead to greater productivity in training however few the
resources under a trainers control.
A clearly cost-effective contribution to the bottom line results of an enterprise often leads to an expansion of the contributing activity. If as a result of the changes in training orientation more is achieved, more resources may flow towards training.
A systematic model is suggested as the basis for searching for existing non-training resources that can be turned into learning opportunities to augment the investment in training. Some practical examples illustrate the way these approaches can add to the training effort by creating low cost but effective learning experiences.School of Managemen
The Democratic State
No full textRoger Benjamin was president of the Council for Aid to Education (CAE) from 2005 to 2019 and was formerly provost of the University of Minnesota and the University of Pittsburgh. He has authored, coauthored, or co-edited nine books, including The Democratic Purposes of Education and The New Limits of Education Policy: Avoiding a Tragedy of the Commons.
Stephen L. Elkin is professor emeritus of government and politics at the University of Maryland and founding editor of the journal The Good Society. He is the author or editor of seven books, including Reconstructing the Commercial Republic: Constitutional Design after Madison.This Kansas Open Books title is funded by a grant from the National Endowment for the Humanities and the Andrew W. Mellon Foundation Humanities Open Book Program.Edited by Roger Benjamin and Stephen L. Elkin. Contributors include Peter H. Aranson, Roger Benjamin, David Braybrooke, Stephen L. Elkin, Norman Furniss, and Peter C. Ordeshook.One outcome of the declining economic growth and rising political conflict of the 1980s has been a renewed interest in political theory and increased questioning about the durability of the capitalist state. More and more political scientists are critically assessing the prevailing pluralist vision of the relationships between the state and the economy. Is the capitalist state able to adjust to crises and contradictions? What is the role of the state in changing—deteriorating—economic circumstances? How should we understand competing interpretations on the relative autonomy of the state, the nature of property rights, the legitimation crisis?
This collection of five original essays by seven of the best-known political-economy theorists addresses the interconnections between the economy and the polity and embodies the leading theoretical approaches to the political economy of the state
Lessons from the indigenous east for western organisations? Mechanistic and organic approaches to organization and management
No full textThere are two common sets of underlying assumptions about organizations and their management - Mechanistic and Organic. The mechanistic paradigm has led to the adoption of a scientific rationality which makes whole human beings marginal to an enterprise, and regards people as interchangeable, replaceable parts of a structured system. This implies the treatment of employees as less than fully human, in terms of skills and the full extent of mind, body and spirit. The reduction of employees to roles and tasks may affect not only their working life but mental wellness and perception of personal fulfillment. This paper argues for the adoption of an organic view of organizations focused on complete human beings at work. It sees organizations as existing through networks of whole people in relationship with one another. The indigenous evidence presented here suggests the adoption of the organic paradigm has been more common in less industrialized settings. The turbulent world may increasingly require organic approaches in order to achieve competitive advantage.UnpublishedBoon, M. (1996) The African way: The power of interactive leadership. Johannesburg:
Zebra Press.
Chaturvedi, A. (1987) Achieving harmonious industrial relations. Pune: The Times
Research Foundation.
Dollard, M.F. and Winefield, A.H. (1996) Managing occupational stress: A national and
international perspective. International Journal of Stress Management 3(2): 69–83.
Elkin, G.R. (2004) Without people there is nothing. Key note address to the NZ Society
of Accountants Annual Conference 2004, Queenstown, New Zealand.
Elkin,G.R., Inkson, K.,and Jackson, B. (2004) Organisational Behaviour in New
Zealand: Theory and Practice. Auckland: Prentice Hall, p 150.
Goleman, D. (1995) Emotional intelligence: Why it can matter more than IQ. New York:
Bantam.
Gupta R.K (2002) Towards the optimal organisation: Integrating Indian culture and
management. New Delhi: Excel Books.
Hofstede, G., and Hofstede, G.J. (2005) Cultures and organizations: Software of the
mind. New York: McGraw-Hill.
Jackson, T. (2004) Management and change in Africa: A cross-cultural perspective. New
York: Routledge.
Jamal, M. (1999) Job stress and employee well-being: a cross-cultural empirical study.
Stress Medicine 15(3): 153-158
Likert, R. (1961) New patterns in management. New York: McGraw Hill.
McLennan, R., Inkson., K., Dakin,.S., Dewe,P. and Elkin G. (1987) People and
enterprises: Human behaviour in New Zealand organisations. Sydney: Holt,
Rinehart and Winston.
Mitroff, I.I. (2003) Do not promote religion under the guise of spirituality. Organisation
10(2): 375-382.
Morgan, G. (1996) Images of organization. Thousand Oaks (California): Sage.
Mutabazi, E. (2002) Preparing African leaders. In C.B.Derr, S. Roussillon and F.
Bournois (eds) Cross –cultural approaches in leadership development. Westport,
CT: Quoram Books, pp. 202-223.
Pransky, G. (n.d.) Psychology of mind: Its origins, discoveries and its vision for the
mental health field. Unmarked working paper. LaCoinner, WA.
Schein, E. (1965) Organizational psychology. Englewood Cliffs, NJ: Prentice Hall.
Siu, O.L. and Cooper, C.L. (1998) A study of occupational stress, and job satisfaction and
quitting intention in Hong Kong firms. Stress Medicine, 14(1): 55–66.
Triandis, H.C. (2002) Generic individualism and collectivism. In M. J. Gannon and K. L.
Newman (eds) The Blackwell handbook of cross-cultural management. Oxford:
Blackwell, pp. 16-45.
Visser, W. (1997) Afrocentric business in Southern Africa. Journal of the World Business
Academy Perspectives 11(3): 83-91.
Welch, E.J. (1997) Business ethics in theory and practice: Diagnostic notes A. A
prescription for value. Journal of Business Ethics 16(3): 309-313.
Zephyr, L. (1982) Creating Your Spiritual Child, in Bridges not Walls, 3rd ed.,ed John
Stewart. Reading, Mass: Addison Wesley p1
Lessons from the indigenous east for western organisations? Mechanistic and organic approaches to organization and management
No full textThere are two common sets of underlying assumptions about organizations and their management - Mechanistic and Organic. The mechanistic paradigm has led to the adoption of a scientific rationality which makes whole human beings marginal to an enterprise, and regards people as interchangeable, replaceable parts of a structured system. This implies the treatment of employees as less than fully human, in terms of skills and the full extent of mind, body and spirit. The reduction of employees to roles and tasks may affect not only their working life but mental wellness and perception of personal fulfillment. This paper argues for the adoption of an organic view of organizations focused on complete human beings at work. It sees organizations as existing through networks of whole people in relationship with one another. The indigenous evidence presented here suggests the adoption of the organic paradigm has been more common in less industrialized settings. The turbulent world may increasingly require organic approaches in order to achieve competitive advantage.UnpublishedBoon, M. (1996) The African way: The power of interactive leadership. Johannesburg:
Zebra Press.
Chaturvedi, A. (1987) Achieving harmonious industrial relations. Pune: The Times
Research Foundation.
Dollard, M.F. and Winefield, A.H. (1996) Managing occupational stress: A national and
international perspective. International Journal of Stress Management 3(2): 69–83.
Elkin, G.R. (2004) Without people there is nothing. Key note address to the NZ Society
of Accountants Annual Conference 2004, Queenstown, New Zealand.
Elkin,G.R., Inkson, K.,and Jackson, B. (2004) Organisational Behaviour in New
Zealand: Theory and Practice. Auckland: Prentice Hall, p 150.
Goleman, D. (1995) Emotional intelligence: Why it can matter more than IQ. New York:
Bantam.
Gupta R.K (2002) Towards the optimal organisation: Integrating Indian culture and
management. New Delhi: Excel Books.
Hofstede, G., and Hofstede, G.J. (2005) Cultures and organizations: Software of the
mind. New York: McGraw-Hill.
Jackson, T. (2004) Management and change in Africa: A cross-cultural perspective. New
York: Routledge.
Jamal, M. (1999) Job stress and employee well-being: a cross-cultural empirical study.
Stress Medicine 15(3): 153-158
Likert, R. (1961) New patterns in management. New York: McGraw Hill.
McLennan, R., Inkson., K., Dakin,.S., Dewe,P. and Elkin G. (1987) People and
enterprises: Human behaviour in New Zealand organisations. Sydney: Holt,
Rinehart and Winston.
Mitroff, I.I. (2003) Do not promote religion under the guise of spirituality. Organisation
10(2): 375-382.
Morgan, G. (1996) Images of organization. Thousand Oaks (California): Sage.
Mutabazi, E. (2002) Preparing African leaders. In C.B.Derr, S. Roussillon and F.
Bournois (eds) Cross –cultural approaches in leadership development. Westport,
CT: Quoram Books, pp. 202-223.
Pransky, G. (n.d.) Psychology of mind: Its origins, discoveries and its vision for the
mental health field. Unmarked working paper. LaCoinner, WA.
Schein, E. (1965) Organizational psychology. Englewood Cliffs, NJ: Prentice Hall.
Siu, O.L. and Cooper, C.L. (1998) A study of occupational stress, and job satisfaction and
quitting intention in Hong Kong firms. Stress Medicine, 14(1): 55–66.
Triandis, H.C. (2002) Generic individualism and collectivism. In M. J. Gannon and K. L.
Newman (eds) The Blackwell handbook of cross-cultural management. Oxford:
Blackwell, pp. 16-45.
Visser, W. (1997) Afrocentric business in Southern Africa. Journal of the World Business
Academy Perspectives 11(3): 83-91.
Welch, E.J. (1997) Business ethics in theory and practice: Diagnostic notes A. A
prescription for value. Journal of Business Ethics 16(3): 309-313.
Zephyr, L. (1982) Creating Your Spiritual Child, in Bridges not Walls, 3rd ed.,ed John
Stewart. Reading, Mass: Addison Wesley p1
(1+ε)-Approximate Shortest Paths in Dynamic Streams
No full textComputing approximate shortest paths in the dynamic streaming setting is a fundamental challenge that has been intensively studied. Currently existing solutions for this problem either build a sparse multiplicative spanner of the input graph and compute shortest paths in the spanner offline, or compute an exact single source BFS tree. Solutions of the first type are doomed to incur a stretch-space tradeoff of 2κ-1 versus n^{1+1/κ}, for an integer parameter κ. (In fact, existing solutions also incur an extra factor of 1+ε in the stretch for weighted graphs, and an additional factor of log^{O(1)}n in the space.) The only existing solution of the second type uses n^{1/2 - O(1/κ)} passes over the stream (for space O(n^{1+1/κ})), and applies only to unweighted graphs.
In this paper we show that (1+ε)-approximate single-source shortest paths can be computed with Õ(n^{1+1/κ}) space using just constantly many passes in unweighted graphs, and polylogarithmically many passes in weighted graphs. Moreover, the same result applies for multi-source shortest paths, as long as the number of sources is O(n^{1/κ}). We achieve these results by devising efficient dynamic streaming constructions of (1 + ε, β)-spanners and hopsets.
On our way to these results, we also devise a new dynamic streaming algorithm for the 1-sparse recovery problem. Even though our algorithm for this task is slightly inferior to the existing algorithms of [S. Ganguly, 2007; Graham Cormode and D. Firmani, 2013], we believe that it is of independent interest
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