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Organizations today are increasingly focused on talent as a strategic asset and a competitive advantage forachieving business success. As a result, most major organizations have recognized the need for and outlineda formal process...
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Organizations today are increasingly focused on talent as a strategic asset and a competitive advantage forachieving business success. As a result, most major organizations have recognized the need for and outlineda formal process to identify and assess high-potential talent. There is, however, little agreement within orbetween organizations on the definition and components of the concept of potential. The existing definitionsand models of potential are often narrowly focused on only a few select factors and give little attention tothe broad spectrum of potential talent in an organization. This article introduces a new integrated model ofpotential that incorporates previous literature and current assessment practice regarding high potentials, providesa coherent structure of potential, and is reflective of a variety of different talent pools. The model provides a usefulmethod for answering the key question—Potential for what? Three key components of potential are describedby the model: (a) foundational dimensions, (b) growth dimensions, and (c) career dimensions. Implications forassisting organizations in more effectively managing their high potential talent for strategic business objectivesare discussed.
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The latest available data on certified organic agriculture worldwide from 190 countries shows that in 2020, almost 75 million ha of agricultural land (1.6% of the total farmland) were under organic management. Globally, 1.1 millio...
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The latest available data on certified organic agriculture worldwide from 190 countries shows that in 2020, almost 75 million ha of agricultural land (1.6% of the total farmland) were under organic management. Globally, 1.1 million ha of organic fruitand vegetables were grown in 2020, constituting 1% of the total area for these crops. Fruit and vegetables are among the most popular commodities on the organic market, reflected in high organic market shares. Apart from the current statistical information, this paper outlines the challenges of collecting data on organic fruit and vegetables, the status of organic fruit and vegetables worldwide, production-related challenges, the impact of current policies and an outlook based on the available data.
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Abstract The US organ donation system has received attention from the highest levels of government. It has been debated whether increased donation is attributable solely to the opioid epidemic, or to broader performance improvemen...
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Abstract The US organ donation system has received attention from the highest levels of government. It has been debated whether increased donation is attributable solely to the opioid epidemic, or to broader performance improvements of the 58 OPOs. We evaluated Organ Procurement and Transplantation Network (OPTN) data of all deceased donors from 1/1/2009 to 12/31/2018. We hierarchically created four categories: (a) donor's mechanism of death coded as “drug intoxication” by the OPO; or donor coded as another mechanism of death but his/her history noted (b) intravenous drug use, (c) non‐intravenous drug use (eg, snorting), or (d) no drug use. The first three categories were grouped as “drug‐related.” In 2018, there were 2700 more deceased donors than 2009. While the number of donors dying from a non–drug‐related death decreased by 52, the number of drug‐related deaths increased by 2752 (102% of increase from 2018 vs 2009). While there have been improvements in performance at some OPOs, based on these data it is indisputable that nationally the increased number of donors is almost wholly attributable to the drug epidemic, and reflects the byproduct of a national tragedy, rather than an improved system to be celebrated.
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Introduction: Reports of actual pediatric organ donor management practice among US organ procurement organizations are sparse, and the use of standardized management guidelines is unknown. A recent consensus statement from the Soc...
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Introduction: Reports of actual pediatric organ donor management practice among US organ procurement organizations are sparse, and the use of standardized management guidelines is unknown. A recent consensus statement from the Society of Critical Care Medicine, the American College of Chest Physicians, and the Association of Organ Procurement Organizations offers guidelines for the management of the pediatric organ donor. Research Question: To describe the use of guidelines and routine practices in the management of the pediatric organ donor with respect to hemodynamics, lung and ventilator management, fluid and electrolytes, hormonal replacement therapy, the use of blood products, thermoregulation, and prophylactic antibiotics. Design: Cross-sectional observational study using a survey and follow-up telephone interview with respondents from all 58 US organ procurement organizations. Results: All 58 US Organ Procurement Organizations participated. A majority employed written guidelines for the management of pediatric donor hemodynamics, thermoregulation, fluids, and electrolytes. Management of blood products, the lung, and mechanical ventilation were less commonly committed to written guidelines, but common practices were described. All used various forms of hormonal replacement therapy and the majority administered empiric antibiotic therapy. Wide variation was observed in the management of the lung, mechanical ventilation, and glycemic control. Discussion: Most OPOs used forms of standardized donor management for the pediatric organ donor although variation in the content of that management exists. Barriers to an evidence-based approach to the pediatric donor need to be determined and addressed.
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A heterogeneous population, with cultural and linguistic differences, could benefit from nonverbal assessment. This was the case with this research population, and in this constellation we felt that for continuity to cognitive eva...
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A heterogeneous population, with cultural and linguistic differences, could benefit from nonverbal assessment. This was the case with this research population, and in this constellation we felt that for continuity to cognitive evaluation of industrial painters we had to add at least two tests limited mainly to senso-motor aspects of human behavior. Moreover, this practical strategy decreased workers' tension regarding testing circumstances and yielded fewer possibilities for compensating an impaired function by use of other, unaffected ones. Reaction Time and Finger Tapping were the tests we chose because of their well-circumscribed elemental functional sensitivity to neurotoxic exposures. The research design was cross-sectional. Study population included 31 industrial painters who were exposed at work to organic solvents and 31 unexposed workers. Workers after long term exposure to organic solvents showed significantly higher response rate and decline in Finger Tapping scores in comparison to unexposed workers. The results showed a significant negative correlation between exposure index and number of finger tapping with dominant hand, non dominant hand and altering with both hands indicating that the higher the exposure index was the lower the number of finger tapping. It was also found that the affect of age on Reaction Time and Finger Tapping of dominant hand was significant among workers after long term exposure to organic solvents, whereas for the unexposed workers those basic functions were unaffected.
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Abstract Background We analyze our outcomes utilizing imported allografts as a strategy to shorten wait list time for pancreas transplantation. Methods This is an observational retrospective cohort of 26 recipients who received ei...
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Abstract Background We analyze our outcomes utilizing imported allografts as a strategy to shorten wait list time for pancreas transplantation. Methods This is an observational retrospective cohort of 26 recipients who received either a locally procured (n?=?16) or an imported pancreas graft (n?=?10) at our center between January 2014 and May 2017. Wait list times of this cohort were compared to UNOS Region 9 (New York State and Western Vermont). Hospital financial data were also reviewed to analyze the cost‐effectiveness of this strategy. Results Imported pancreas grafts had significantly increased cold ischemia times ( CIT ) and peak lipase ( PL ) levels compared to locally procured grafts ( CIT 827 vs 497?minutes; P ?=?.001, PL 563 vs 157?u/L; P ?=?.023, respectively). There were no differences in graft or patient survival. The median wait time was significantly lower for simultaneous kidney‐pancreas transplants at our center (518?days, n?=?21) compared to Region 9 (1001?days, n?=?65) P ?=?.038. Despite financial concerns, the cost of transport for imported grafts was offset by lower standard acquisition costs. Conclusions Imported pancreas grafts may be a cost‐effective strategy to increase organ utilization and shorten wait times in regions with longer waiting times.
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Despite continuous growth in demand for organic food and farm products, US domestic supply is not keeping pace. Increasing domestic supply requires, in part, that more farms transition to certified organic production. This in turn...
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Despite continuous growth in demand for organic food and farm products, US domestic supply is not keeping pace. Increasing domestic supply requires, in part, that more farms transition to certified organic production. This in turn requires a better understanding of the transition process. This paper reports on a national survey of farmers transitioning to organic certification through participation in the United States Department of Agriculture's (USDA) Natural Resources Conservation Service (NRCS) Environmental Quality Incentives Program Organic Initiative (EQIP-OI). Our analysis focuses on what motivates farmers to undertake transition to organic certification and what obstacles they confront in the process. The survey population included farmers in the midst of the transition process and farmers who began transition but decided not to pursue organic farming, allowing us to compare both groups to farmers who successfully transitioned to certified organic. Because farmers do not control all of the factors that influence their success, we use a 'spheres of influence' framework to analyze obstacles at four levels: the farm, local and regional infrastructure, the marketplace and policy. Our results improve our understanding of the transition process and apply to a wide range of stakeholders and service providers who support farmers in different ways, through crop research, infrastructure development, market development and policy.
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This paper leverages current thinking on organising for innovation to create new ideas on contingent organising for innovation. I argue that all successfully innovative organisations need to be built on the same higher-level princ...
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This paper leverages current thinking on organising for innovation to create new ideas on contingent organising for innovation. I argue that all successfully innovative organisations need to be built on the same higher-level principles of innovative organising, but the relative emphasis on which principles and how they are implemented will vary by game of innovation. I focus on four organising activities: defining the work that will be done, differentiating that work into coherent units, integrating those differentiated units, and controlling the whole system over time. I synthesise the literature into four principles of innovative organising: defining innovative work as professional practice; differentiating innovative work into domains of practice; integrating these domains via strategic sensemaking, and controlling the work with social rules. Finally, particular configurations of these principles are developed for various MINE games of innovation, based on the dynamics of each game.
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This paper leverages current thinking on organising for innovation to create new ideas on contingent organising for innovation. I argue that all successfully innovative organisations need to be built on the same higher-level pri...
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This paper leverages current thinking on organising for innovation to create new ideas on contingent organising for innovation. I argue that all successfully innovative organisations need to be built on the same higher-level principles of innovative organising, but the relative emphasis on which principles and how they are implemented will vary by game of innovation. I focus on four organising activities: defining the work that will be done, differentiating that work into coherent units, integrating those differentiated units, and controlling the whole system over time. I synthesise the literature into four principles of innovative organising: defining innovative work as professional practice; differentiating innovative work into domains of practice; integrating these domains via strategic sensemaking, and controlling the work with social rules. Finally, particular configurations of these principles are developed for various MINE games of innovation, based on the dynamics of each game.
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Introduction: It is critical to understand both mechanistic and organic managerial models, as different approaches of management may need to be applied in different tasks within the same organization. Methods: This is a cross-sect...
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Introduction: It is critical to understand both mechanistic and organic managerial models, as different approaches of management may need to be applied in different tasks within the same organization. Methods: This is a cross-sectional, single-facility-based study in dental care. A bilingual, electronically generated questionnaire (Arabic and English) was used at a large-scale dental center and distributed through a social media platform to a convenience sample (150 individuals). The questionnaire included demographic data, educational level, and Yes/No/I Don’t Know questions. Descriptive statistics were used for data summarization and presentation. Results: The response rate was 77%, with the age range from 18 to 54 years and female-to-male distribution of 34–66%, respectively. Participants were either clinical (75 [64.66%]) or administrative (41 [35.34%]) employees. One-hundred participants (94.83%) preferred the presence of clear job description, and 101 (87.07%) preferred working with the presence of organizational chart. In addition, when participants were asked about the possibility of training employees for performing tasks other than their own qualifications, there was some uncertainty in answers (Yes [40.52%]; No [49.14%]; I Don’t Know [10.34%]). There was a general agreement among the majority of participants that delegation of authority to lower-level employees is beneficial to the work environment (73.28%) and to the quality of provided dental services (78.45%), which is a more organic approach. When we asked our employees if they agree it is best to base workplace communication relationships on trust and cooperation and not on hierarchy and identified job description, the vast majority (81.90%) answered “Yes.” In addition, informality of communication was the main preference for most participants (61.21%), reflecting their preference for the organic model in the communication aspect. Discussion/Conclusion: It is concluded that contingency and situational theories are more preferred in participants working in dental settings. Mechanistic structures, in terms of the presence of an organizational chart, defined job descriptions, and workers performing tasks appropriate to their qualifications, seem to be preferred with dental workers. Furthermore, there is general agreement that delegation of authority as an organic approach is beneficial for the work environment in dental settings and has a positive effect on employee loyalty. Finally, informal organic communication methods are preferred by dental workers.
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