Executives Of Organizations Research Articles

2004 AONE award winner profiles

Editor's note: Nurse Leader is pleased to bring you a closer look at the 2004 winners of the American Organization of Nurse Executives' annual awards. All winners have been asked to describe their work in their own words. The fourth installment of this special section features two profiles, the first of which is the Massachusetts Organization of Nurse Executives, winner of the Chapter Achievement Award; the text comes from President-Elect Janet M. Madigan, MS, RN, CNAA. The second profile covers Deborah Smith, RN, MS, MBA, CNAA, winner of the Nurse Executive Scholarship.

Preserving Our Digital Heritage: A UNESCO Perspective

A large part of the vast amounts of information produced in the world is born digital, and comes in a wide variety of formats: text, database, audio, film, image. During the meeting of the Organization's Executive Board in May 2001, Member States agreed on the need for rapid action to safeguard digital heritage. The interest of UNESCO in this situation comes as no surprise. UNESCO exists in part to encourage and enable the preservation and enjoyment of the cultural, scientific and information heritage of the world's peoples. The growth of digital heritage and its vulnerability could hardly go unnoticed. Our societies have witnessed the end of the paradigm of the written archive, a paradigm that had developed over hundreds of years. Throughout the twentieth century new media have wisely and modestly joined this prestigious tradition. This paradigm has already been transformed, and the devices in place are unable to deal with the brutal advance of information technologies, and the quantitative inflation which they cause. This goes beyond those institutions specializing in the management of memory: a whole new regime of information will have to be constructed, and quickly, completely transforming old memory and archiving systems. If this shift does not take place, our societies will suffer irremediable damage in their collective social memory.

Simulators for courses in advance computer architecture

The usage of simulator in teaching computer architecture courses has proven to be the most acceptable way, especially when the simulators offer rich graphical and visual representation of the architecture. In this paper we present several simulators used to teach ILP (Instruction Level of Parallelism) courses. The simulators cover wide area of concepts such as internal logic organization, datapath, control, memory behavior, register renaming, branch prediction, and overall out of order execution. Special dedicated simulators cover details in internal organization like Tomasulo approach and scoreboard for organization of reservation stations. This innovative approach in laboratory exercises is used for advanced ILP course.

Making government manageable: executive organization and management in the twenty-first century

What are the basic concepts of executive organization and management? How does executive organization affect management? How can executive organization and management be improved? In Making Government Manageable, Thomas H. Stanton and Benjamin Ginsberg bring together a distinguished group of authorities from both the academic and political worlds to explore problems relating to the organization and management of government. The authors begin with a brief overview of the development of executive organization and management to the present day. They then offer examples of problems in federal department organization and management. They also raise the question of the effectiveness of third-party government--cases in which the private sector under contract with the government performs services for which the government is responsible and, in the process, makes policy for which the government becomes responsible. The authors conclude with a discussion of cases in which agencies have enjoyed some measure of success through reforming and reorganizing their internal structures and processes. Contributors: Murray Comarow, National Academy of Public Administration; Matthew A. Crenson, the Johns Hopkins University; Alan L. Dean, National Academy of Public Administration; Dan Guttman, The Johns Hopkins University and the National Academy of Public Administration; Dwight Ink, Institute of Public Administration; Ronald C. Moe, the Johns Hopkins University and National Academy of Public Administration; Sallyanne Payton, University of Michigan Law School; Beryl A. Radin, University of Baltimore and National Academy of Public Administration; Harold Seidman, formerly U.S. Bureau of the Budget; Barbara S. Wamsley, National Academy of Public Administration and the Johns Hopkins University.

From a Protectionist Party to a Church Party, 1846–48: Identity Crisis of the Conservative Party and the Jew Bill of 1847

This article investigates the influence of the Maynooth and Repeal crises on Conservative politicians after 1846 and the putative maintenance of their identity as defenders of the Church after the Disruption of the party. Historians of the Conservative party have long realized that it suffered from a crisis of identity for a long time after 1846. Some of the leading Peelites were heading more and more towards the Liberal party, and most backbench Peelites gradually joined the Protectionist party; but the Protectionists did not have enough experienced leaders to qualify for the inheritance. Norman Gash has argued that “the Protectionists were not a political party in the sense of one able to provide and sustain a Government in the circumstances of the mid-nineteenth century…. The weakness of the Protectionists was not merely that after 1846 they represented the Conservative party with most of the brains knocked out, but that until they could shake off the monolithic character implied by their title, they could scarcely hope to become a national party or form a viable Government.” Likewise Robert Stewart and John Ramsden consider that the Protectionists were unable to take the place of the Conservative party, given their lack of effective and experienced leaders. It is undeniable that the Protectionist party was not as strong as the Conservative party had been in terms of executive capacity or party organization. But to say also that it was unable to inherit the mantle of Conservatism is to fall into the same trap as Gash and to exaggerate the importance of Peelite executive ability. More significant is the fact that the party of Stanley and Disraeli maintained fidelity to the core principles of the Conservative party—i. e. the constitution of Church and State, and the principle of protectionism. In this sense, the Protectionist party did become the sole inheritor of the Conservative party during the later 1840s.

Evaluating digital news services as value added information resources for executive search organizations

Traditional print media have served as valuable information resources for executive search organizations. To a large extent, the print media have provided these organizations with important information on market sectors and trends, companies and the executives involved in these businesses. However, the Internet is redefining the status quo and blurs the lines that distinguish one medium from another by incorporating the visual effect of television, the depth of newspapers, the intimacy of radio and the niche interests of magazines (McLeod 2000).

Who will keep the public healthy? Assuring a legally prepared workforce.

The Commission on the Accreditation of Law Enforcement (CALEA) employs rigorous evaluation techniques. Objective accreditation, such as made possible by CALEA, is important from the public’s perspective and in the national community of law enforcement.To counteract a general distrust of law enforcement agencies, the Law Enforcement Assistance Administration (LEAA) developed a grant to develop standards by which the quality and performance of law enforcement could be measured. LEAA developed 107 standards and, though well received by the law enforcement community, no single group or agency took the initiative to begin a program to evaluate and implement the standards. In 1979, the Department of Justice established an additional grant that effectively organized the four major law enforcement groups: the International Association of Chiefs of Police, the National Sheriff’s Association, the National Organization of Black Law Enforcement Executives, and the Police Executive Research Forum.

Uses of the Internet in the global hotel industry

This article discusses a study carried out among the membership of Global Hoteliers, an organization of executives in the international hotel industry. The study looked into the uses of the Internet, such as the World Wide Web and E-mail, and at any organizational and geographical influences on those uses. Hotel size, star rating, and hotel type were among the organizational factors which had some significant effect on certain aspects of the information hotels posted on the Web and on the use of E-mail. Similarly, the geographical location of hotels was also found to have a significant effect. The similarities and differences of the use of the Internet among global hotels call for future research into the relationships between market segmentation, organizational buying behavior, hotel operations and information technology.

Proactive It Auditing

For IT auditors to increase their contribution to enhancing the performance of organizational management, they must become proactive. Thus, they should anticipate, rather than react. To be fully effective, IT auditors must help an organization's executives and other influentials focus on anticipating problems and avoiding or limiting their consequences.

A Proactive Approach to Improving the is Disaster Recovery Plan

Different organizations use different names to identify their plan of action to recover from interruptions to business operations due to natural or manmade disasters. For simplicity, this article uses the term disaster recovery plan. Whatever name is selected, the organization's executives expect the IS disaster recovery plan's provisions to enable employees to expeditiously restore, and in order of priority, the organization's computing capabilities that have been disrupted by the occurrence of some type of disaster. Yet, when actual disasters have occurred, organizations have found that reaching this goal was hindered by some of the issues that should have been addressed in the design stage of the disaster recovery plan.

Design of cache memories for dataflow architecture

Abstract The recent advance in dataflow processing — to combine the dataflow paradigm with the control-flow paradigm — has brought out many new challenging issues. This hybrid organization has made it possible to study and adapt familiar control-flow concepts such as cache memories within the framework of the dataflow architecture. The concept of cache memory has proven its effectiveness in the von Neumann architecture due to the spatial and temporal localities which govern the organization of the conventional programming execution. A dataflow paradigm, does not informally support locality, since the execution sequence is enforced only by the availability of operands. However, dataflow programs can be reordered based on various criteria to enhance the locality of instruction references. This can be achieved by: (i) careful partitioning of a dataflow program into vertical layers of data dependent instructions; and (ii) proper distribution and allocation of the recurrence portions of the dataflow program. Enhancing the locality of data references in the dataflow architecture is a more challenging problem. This paper studies the design of instruction, data (operand), and I-Structure cache memories using the Explicit Token Store (ETS) model of dataflow system. The performance results obtained using various benchmark programs are presented and analyzed.

Consarc Corporation and Others v. Iraqi Ministry and Others

408Economics, trade and finance — Economic sanctions — Freezing of foreign State's assets within jurisdiction — Iraqi Government property and interests in property in the United States frozen pursuant to Executive order — Whether funds held in frozen bank account in United States can be used to satisfy judgment debt — Whether court order permitting execution against such judgment violates Executive orderInternational organizations — United Nations — Security Council — Enforcement action — Economic sanctions — IraqWar and armed conflict — Economic sanctions — Iraqi invasion of Kuwait — Sanctions imposed by United Nations and States — The law of the United States

Editor's Corner: The Organization of American Historians and Public History. A Progress

THE 1972 ANNUAL MEETING of the Organization of American Historians (the Mississippi Valley Historical Association was renamed the OAH in 1965) was at the Shoreham Hotel in Washington, a pleasant lodging on the northwest rim of Rock Creek Park. In those days there was no public history functioning under that name, but I recently pulled down the program to see if it was there in fact. Too busy in 1972 working on the Program Committee to attend many sessions and not at that time particularly attuned to history off-campus, I now find in the 1972 program a significant degree of attention to public history. The president of the National Trust was a commentator on a lead, Wednesday night session on Comparative Aspects of Historical Preservations, there was a session on and Material Culture, (Overlooked or Overrated? was the subtitle of the first paper), and a panel discussion on Non-Teaching Careers in History matched two university press executives with the Archivist of the U.S. and Bob Utley of the National Park Service. Still, all the organization's Executive Board, past presidents, and members of the Nominating and Program Committees were university professors. There was a standing Committee on Historical Sites; I certainly do not recall how it got there, or what was its charge. In those days, what we now call public history was fortunate to make even that much imprint on the annual meeting and ongoing activities of the OAH. The 1978 annual meeting program (pulled down at random) again listed all officers and major committee members as having university affiliations, and the only session remotely engaging public history practice or issues (A

Occupational Stress and Organizational Commitment in Nurse Administrators

The authors explore levels of occupational stress (burnout) and organizational commitment (intent to stay), their inter-relationships, and their relationships to personal and organizational factors in nurse administrators. Although the concepts of burnout and turnover have been studied and reported for staff nurses, relatively few such studies exist in relation to nurse administrators. Consequently, the Maslach Burnout Inventory, the Organizational Commitment Questionnaire, and a personal data sheet were completed by respondents to a mailed survey representing 65.6% of the membership of the state's nurse executive organization and 58.2% of the state's hospitals (N = 78). Scores indicate that half the respondents experience low levels of burnout whereas a third have high levels of burnout. Commitment scores were high for most nurse executives and were correlated inversely with burnout scale scores (depersonalization, personal accomplishment, emotional exhaustion), with the amount or phase of burnout, and with non-nursing management experience. Those with few opportunities to meet with colleagues scored higher on emotional exhaustion and lower on personal accomplishment scales. Intent to stay (high commitment scores) was related positively to perceived organizational support and to religiosity. Findings are consistent with those reported in other studies; however, the administrative role may require unique approaches to avoid or correct organizational stress. The role of social support, the determination of organizational/individual fit, and the adaptation of traditional organizational development techniques to the administrative role are discussed and proposed as areas for further study.

Lessons learned while implementing service quality improvement.

The successful implementation of quality improvement (QI) in an organization requires the organization's executives to visibly and consistently demonstrate an understanding of and commitment to QI principles. One means of developing this understanding is to give executives firsthand experience with QI tools and skills. This article details the lessons learned by personnel at a large medical center during the implementation of QI initiatives and highlights some aspects of the role hospital executives must play in achieving QI. Whatever approach an organization chooses for the implementation of QI, the exercise of discipline to do what is right inevitably will lead to the improvement of quality.

Whatʼs Your Feedback Style?

Ruth I. Hansten, RN, MBA, and Marilynn Washburn, RN, MA, are health-care consultants on Bainbridge Island, WA, who conduct nursing and management workshops. Since December of 1990, they have led nearly 100 clinical delegation-skills seminars in six states. Their seminar is a collaborative effort with Loretta O'Neill, RN, MN, and the Washington Organization of Executives, Seattle. The authors have also developed a learning module, Managerial Delegation, for the University of Phoenix in Arizona. Ruth Hansten was named a Great Head Nurse by her co-workers in AJN'sJanuary 1989 article. right, do it yourself! c. Leave a note for the nurse manager saying, Jo just-isn't working out. d. Review the order sheet with Jo, noting that today the unit is short of certain supplies, and ask her if she needs further instruction.

HR taking policy role in corporate ethics programs

Employment Relations TodayVolume 18, Issue 3 p. 279-284 New Idea HR taking policy role in corporate ethics programs Ronald E. Berenbeim, Ronald E. Berenbeim Ronald E. Berenbeim is a senior research associate at The Conference Board, a worldwide research organization and business network of companies and senior executives in more than fifty nations. The Conference Board is supported by companies, trade associations, government agencies, labor unions, colleges and universities, and individuals and has offices in the United States, Europe, and Canada.Search for more papers by this author Ronald E. Berenbeim, Ronald E. Berenbeim Ronald E. Berenbeim is a senior research associate at The Conference Board, a worldwide research organization and business network of companies and senior executives in more than fifty nations. The Conference Board is supported by companies, trade associations, government agencies, labor unions, colleges and universities, and individuals and has offices in the United States, Europe, and Canada.Search for more papers by this author First published: Autumn (Fall) 1991 https://doi.org/10.1002/ert.3910180303Citations: 2 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Citing Literature Volume18, Issue3Autumn (Fall) 1991Pages 279-284 RelatedInformation

Traditional Organizational Principles and the Managerial Presidency: From Phoenix to Ashes

The public law elevating Veterans Administration to departmental status, passed by Congress in October 1988, contained a little noticed provision.' Section 17 of Act provided for establishment of a National Commission on Executive Organization patterned in general outline after first Hoover Commission of late 1940s. This new Commission, however, could have been activated only by presidential initiative. If President had transmitted written notification to Congress within 30 days after effective operational date for Veterans Department (15 March 1989) that such a Commission would serve the national interest, then, and only then, would Commission have been created.

USE OF E‐MAIL: A SURVEY OF COPOST USAGE

Background to COPOST COPOST is an electronic mail system based on the Telecom GOLD service which links the libraries of United Kingom Polytechnics and Universities. The system was inaugurated in January 1986 following discussions at the COPOL (Council of Polytechnic Librarians) Information Technology Group and the organisation's executive. Initially, only Polytechnic libraries could join. The system grew rapidly to its present Polytechnic membership of 26 with two others accessing COPOST via the general Telecom GOLD system.

Editor's notes

New Directions for Higher EducationVolume 1985, Issue 50 p. 1-4 Article Editor's notes Roger J. Fecher, Roger J. Fecher Roger J. Fecher is executive vice-president and chief operating officer of the World Business Council, an international organization of corporate executives. Former director of the National Association of College and University Business Officers and former president of the Central Association of College and University Officers, he has served as a college chief business officer for more than twenty years.Search for more papers by this author Roger J. Fecher, Roger J. Fecher Roger J. Fecher is executive vice-president and chief operating officer of the World Business Council, an international organization of corporate executives. Former director of the National Association of College and University Business Officers and former president of the Central Association of College and University Officers, he has served as a college chief business officer for more than twenty years.Search for more papers by this author First published: June 1985 https://doi.org/10.1002/he.36919855002 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume1985, Issue50June 1985Pages 1-4 RelatedInformation