1,720,970 research outputs found
Best Practice in Funeral Industry Regulation
No full textThis report has been prepared at the request of the Queensland Funeral Industry Regulation Working Party. The working party was established at the request of the Honourable Rod Welford,Attorney General and Minister for Justice, and aims to:\ud
· summarise the issues and problems facing the funeral industry;\ud
· identify possible solutions to these problems, through a comparative analysis of the way in which five other jurisdictions have addressed these issues; and\ud
· develop a framework for furthering public policy relating to the funeral industry.\ud
\ud
The purpose of this report is to formally make a number of recommendations to government about issues of concern to the industry. The report is intended to provide the basis for further consultations with various government departments about the best way to address the concerns and recommendations raised herein.\ud
\ud
15 Recommendations were made on areas related to the registration of businesses, Code of Conduct, Public Health and Workplace Health and Safety issues, establishment of a Funeral Industry Board, training for industry participants, and issues related to the Privacy Act
Responses to Public Sector Reform Policy
No full textThe article compares the ways in which different public sector organizations respond to similar federal government demands for public sector reform. The empirical basis of the article is a comparison of public sector reform in three agencies managing road systems in three Australian states. There are two constants in the research; namely, the nature of the responsibilities of the agencies with respect to the road network, and the demands of federal government policy for road reform throughout Australia. Yet within the ambit of these two constants, there is a distinctive contrast in the way the agencies have approached and implemented both policy and reforms. The article uses Hood's framework for viable organizational design options for variables relating to grid and group as an explanatory model for the results obtained from the research. Furthermore, it examines the utility of Hood's four styles of public sector organizations in order to explain different change outcomes in the three agencies studied
Redefining Government-Community Relations through Service Agreements
No full textThis paper examines the way in which service agreements define relationships between government and community organizations. Service agreements are used for determining the contractual arrangements between government agencies and those organizations or agencies providing goods and services. There is considerable diversity in the ways in which governments use and write service agreements or contracts with community service organizations to deliver human services. The philosophies behind the use of these contracts differ, as do the frameworks developed to provide a set of principles and objectives for managing the relationship between government and community service providers. In addition, the funding mechanisms employed to achieve those objectives vary considerably from grants to competitive tendering models
Managing the dynamics of second-order change : an Australian case study
No full textThis paper investigates the management of second-order change dynamics; that is, the dynamics of paradigm or schema change. Three schema change dynamics are discussed; juxtaposition-relocation, disengagement-learning, and vision-attraction. The management of these schema change dynamics is considered in the context of efforts to transform an Australian public professional bureaucracy. We argue that if reform efforts are to be successful much more attention has to be given to managing these dynamics, which, in turn, requires significant investment in developing the change management capabilities of public managers and of the organisations they manage
Public-Private Relations: Managing Inter-Organisational Relationships
No full textInter-organisational activity, whether public and private sector collaborations, university and industry partnerships or joint ventures between businesses, has benefits that range from increased market efficiency to innovative product development. Yet too often such activity can founder under the weight of differing expectations and divergent interests. How Organisations Connect shows how to avoid the pitfalls and make partnerships work.\ud
\ud
The contributors, experts from a range of disciplines, demonstrate the importance of developing strategies and establishing infrastructures that enable organisations to connect, and communicate, effectively. Their insights are backed up by case studies that include an investigation of three government and community sector partnerships in Australia, Canada and New Zealand; analysis of what makes a university-industry collaboration successful; an exploration of the changing relations between central banks and governments in Australia and New Zealand throughout the twentieth century; and a study of recent innovative developments in the supply chain networks of some British consumer industries. Through economic and business theory, historical perspectives and contemporary evidence How Organisations Connect presents both fascinating research findings and practical advic
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Organizational reframing : the commercialization of a public sector organization
No full textThe purpose of this study is to elaborate shared schema change theory in the context of the radical restructuring-commercialization of an Australian public infrastructure organization. Commercialization of the case organization imposed high individual and collective cognitive processing and emotional demands as organizational members sought to develop new shared schema. Existing schema change research suggests that radical restructuring renders pre-existing shared schema irrelevant and triggers new schema development through experiential learning (Balogun and Johnson, 2004). Focus groups and semi-structured interviews were conducted at four points over a three-year period. The analysis revealed that shared schema change occurred in three broad phases:\ud
\ud
(1) radical restructuring and aftermath; \ud
(2) new CEO and new change process schema, and: \ud
(3) large-group meeting and schema change. \ud
\ud
Key findings include: \ud
\ud
(1) radical structural change does not necessarily trigger new shared schema development as indicated in prior research;\ud
(2) leadership matters, particularly in framing new means-ends schema;\ud
(3) how change leader interventions are sequenced has an important influence on shared schema change, and;\ud
(4) the creation of facilitated social processes have an important influence on shared schema change
An analysis of schema change intervention
No full textSuccessful organizational transformation relies on being able to achieve paradigm or collective schema change, and more particularly, the ability to manage the interplay between pre-existing schemas and alternative schemas required for new environments. This conceptual paper presents an analysis and critique of collective schema change dynamics. Two schema change pathways are reflected in the literature: frame-juxtapose-transition and frame-disengage-learning. Research findings in each pathway are limited and/or contradictory. Moreover, research on schema change focuses primarily on social dynamics and less on the relationship between social schema change dynamics and individual schema change dynamics. One implication of this lack of focus on individual schema change dynamics is the masking of the high level of cognitive processing and cognitive effort required by individuals to effect schema change. The capacity to achieve organizational transformation requires that more attention is given to managing these dynamics, which, in turn, requires significant investment in developing the change leadership capabilities of managers and the organizations they manage
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
- …
