Artiklen undersøger, hvordan relationen mellem forskning og forandring formes og udfordres i et praksisnært forskningssamarbejde i dagtilbud, som foregår i en hyper-politiseret kontekst. Med afsæt i et dansk følgeforskningsprojekt om mindre børnegrupper i fire daginstitutioner analyseres, hvordan forskningssamarbejdet præges af spændinger mellem forvaltningslogikker, pædagogiske vilkår og forskningsetiske hensyn. Artiklen trækker teoretisk på Axels begreb konfliktuel kooperation (2009, 2020) for at forstå samarbejdet som både nødvendigt og konfliktfyldt. I denne optik er tillid ikke fravær af konflikt, men en betingelse for at konflikter kan rummes og forhandles i en fælles praksis. Tillid (Løgstrup, 1969) bliver dermed en grundlæggende forudsætning for, at det pædagogiske samarbejde kan bære uenigheder og er åben som en undersøgende, responsiv praksis. Gennem empiriske eksempler vises, hvordan forskellige aktører – forvaltning, pædagoger og forskere – forfølger forskellige former for viden og forandring, hvilket gør forskningssamarbejdet til en kontinuerlig forhandling af mål, ansvar og legitimitet. Artiklen argumenterer for, at praksisnær forskning må rumme og reflektere de modsætninger og dilemmaer, der opstår i samspil med praksis, og at disse ikke kan forstås neutralt og entydigt, men må forhandles situeret med praksis.
ENGLISH ABSTRACT
Transformative potentials in conflictual research collaborations: ethics and politics in practice-based pedagogical research
The article examines how the relationship between research and change is shaped and challenged within a practice-based research collaboration in early childhood education taking place in a hyper-politicized context. Drawing on a Danish research project on small group organization in four daycare centres, the article analyses how the collaboration is marked by tensions between administrative logics, pedagogical conditions, and research-ethical considerations. Theoretically, the article employs Axel’s concept of conflictual cooperation (2009, 2020) to understand collaboration as both necessary and inherently conflictual. From this perspective, trust is not the absence of conflict but a precondition for conflicts to be contained and negotiated within a shared practice. Trust (Løgstrup, 1969) thus becomes a fundamental prerequisite for pedagogical collaboration to sustain disagreement and remain open as an explorative and responsive practice. Through empirical examples, the article shows how different participants—municipal administrators, educators, and researchers—pursue different forms of knowledge and change, making the research collaboration a continuous negotiation of goals, responsibilities, and legitimacy. The article argues that practice-based research must reflect the contradictions and dilemmas that arise in interaction with practice, and that must be negotiated in a situated manner together with practice.
Organizational behaviour, change and effectiveness. Corporate culture
Ali Algharrawialsuwaid, Sayyed Mohsen Allameh, Tayebeh Amirkhani
Green leadership is a new approach that has entered the field of human resource management with the importance of finding the environmental category in sustainable development. This issue mainly deals with the motivational and guiding aspects of human resources towards environmental care and the development of green culture, Based on this, the current research was conducted with the aim of identifying the themes of human resource management with a green leadership approach in the textile and leather industries of Baghdad with a qualitative strategy. The research method was thematic analysis . The data collection tool was a semi-structured and in-depth interview, which was analyzed using open and axial coding. The research community was (university expert professors related to the subject of human resources and green leadership, entrepreneurs and managers of the textile and leather industry in Baghdad), Returning to interviewees and external auditors was used for validation. The results showed that human resource management with a green leadership approach as a comprehensive theme includes 6 themes of effective communication, environmental skills, green organization, sustainable development, green leadership and green motivation with 37 components in the form of basic themes.
The story of Bijan and Manijeh is one of the charming stories of the Shahnameh, which has gained a lot of influence among the general public. One of the areas where this story has been prevalent for a long time is the Siakh Darengun area of Fars province. The purpose of the author is to compare this narrative with the narrative of Ferdowsi's Shahnameh. The author has tried to first record this legend by field method and then to compare it with Ferdowsi's narration by library method and content analysis. The findings of the research show that Naqqali's narrative can be divided into two parts: the first part, which covers the beginning of the story until Rostam's departure to save the king's son, the story progresses slowly and logically. In this section, the outlines of the story are similar to the Shahnameh; However, fundamental differences can be seen. The second part of the story, which includes from Rostam's departure to Turan to the end of the story, the course of events becomes very fast, and of course, the story progresses completely differently compared to the Shahnameh. Part of the differences between the two narratives is the result of the narrators' efforts to be authentic and attractive to the audience; But the reason for most of these differences is not clear. However, this narrative has fundamental differences from Ferdowsi's Shahnameh in various aspects, such as characterization, the main lines of the narrative, and the atmosphere that governs the story.
Organizational behaviour, change and effectiveness. Corporate culture, Fine Arts
This study aims to analyze the influence of organizational culture and work motivation on the performance of civil servants in Indonesia. This research is a quantitative study, using survey methods and distributing questionnaires to 31 respondents from the Regional Development Planning Agency (RDPA), Central Maluku Regency, through a census. The statistical method uses multiple regression analysis with IBM SPSS Statistics software version 20.0. The results of the study explain that motivation has no effect on employee performance. This condition implies that motivation needs to be encouraged and driven by the leadership so that employees want to work optimally. On the other hand, factors of communication, coordination, environment, achievement recognition, and mutual respect are needed to create comfortable working conditions for all parties. Meanwhile, organizational culture factors have a very positive effect on employee performance. These results prove that a strong organizational culture is the result of spreading trust and values that develop within an organization and directing employee behavior in the desired direction thereby increasing a sense of comfort and loyalty to the organization.
The culture-building graph (CBG) provides a visualization to understand and approach cultural change within an organization. The foundation of this cultural change is the changing of mental models to a shared mental model rooted in the organization’s Vision, Mission, Capacity, and Learning (VMCL). However, what happens when there are opposing VMCL mental models competing for the same group of “fence sitters”? This competition may be characterized by political conflict during elections, cultural conflict between social groups, or even kinetic conflict (warfare) such as the U.S. attempting to win hearts and minds in Iraq and Afghanistan. These are situations where the culture-building model may be utilized for cultural change even when two organizations are in competition. This paper will present a modified version of the CBG, the culture-competition graph, for applications to conflict and propose additional organizational change strategies for cultural change.
There has been increased attention internationally on whole-person health and on building health resilience. A community project developed and coordinated an international effort in Nigeria using the web-based application MyStrengths+MyHealth (MSMH) to promote understanding of strengths (resilience), challenges, and needs as part of a health and well-being initiative, providing the opportunity to develop sustainable community partnerships informed by data. Community partners partnered to pilot the use of MSMH to gather self-reported data on strengths, challenges, and needs in the community setting. Participants were sent a WhatsApp link to MSMH; data was analyzed using descriptive statistics. Further research is needed to validate results in a larger population. This community project presents a new phase of individual and community-level data to understand hidden needs of the most vulnerable members of communities. This research has the potential to shift the paradigm to optimize population health management using a strengths (resilience) perspective.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Judith Pechacek, Deborah Anderson , Rob Lund
et al.
Background: Healthy work environments (HWEs) are a primary focus of leaders in health care. Many nurse- specific HWE initiatives exist to improve workplace culture; however, workplace harm persists. An interprofessional partnership model is needed to sustain healthy workplace cultures to promote engagement among providers and employees, and safe, high-quality patient care.
Methods: The 5-Stage Process® is a method for teams to openly examine workplace behavior, co-creating their future using continuous quality improvement strategies of Team Building, Assessment, Implementation, Evaluation, and Sustainability. To ensure success, each stage should be completed with focused attention to the concrete strategies the team needs to take to sustain the healthy work environment.
Results: The entire 5-Stage Process® was used by interprofessional teams from the specialties of Perinatology and Radiology at major health care institutions in the Midwest and Perioperative in the Northeast United States. Each team implemented one-on-one conflict resolution techniques, and one team noted improvements in employee engagement scores from 60% to 86%, patient satisfaction from 74% to 85%, safety perception scores from 70% to 79%, and teamwork perception scores from 82% to 84%.
Conclusion: The interprofessional partnership 5-Stage Process® may be a successful method to continuously improve workplace cultures and ultimately improve patient safety and provider and staff satisfaction. Sustaining healthy work environments requires leaders’ constant focus and dedication to partnership techniques to ensure that new healthy behaviors persist.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Universities play the role of «knowledgeable» organizations and therefore do not always have time to adapt to new methods in training employees, improving their qualifications, and expanding the list of competencies. To remedy this situation, universities must review their policies and become an «ever-learning» organization in the field of human resources management to achieve their strategic goals. This article explains the impact of human capital management on the activity indicators of international project work using an example of Kahramanmaras Sutcu Imam University (Turkey), Hryhorii Skovoroda University in Pereiaslav, Mu ̆gla Sıtkı Kocman University (Turkey). The general purpose of this study is to consider the impact of human capital management as a concept in the organizational activities of three universities in the field of international academic design work. In particular, the study sought to examine whether management is related to human capital management on the results of international design work (quantitative aspect). The methods used in the research are method of analysis, analytical descriptive method, questionnaire, average statistics, the Pearson's product-moment correlation etc. The results. It has been proposed that performance evaluation was not positively correlated with perceived employees» performance; besides, for performance effort, employee behavior in the workplace has important implications and HRM practices have an impact on individual employee behaviors. The authors believe that change management, international projects, project structure and management and project effectiveness are significant predictors of performance effort, and increased job satisfaction is also related to greater faculty members» operational performance effort. Change management is working with the organization's personnel, which helps to change the perception of change within the company, to ensure a positive attitude of personnel to innovations and prepare employees to receive new knowledge and apply it in practice. Implementation of changes is an ongoing process that accompanies a project, from the stage of its conception to the stage of achieving the planned results. During analyzing the results, including open-ended questions, the following statements can be distinguished as the basis for planning human resources management in universities in the aspects of initiating active international project work. The degree of resistance to change depends on the corporate culture of the company, the participation of employees in the implementation of changes is encouraged and supported by management at all levels in the organization, the involvement of the organization»s employees in the change process depends on the degree to which senior management supports the change, the speed and effectiveness of implementing changes depends on the existing IT platform in the organization and the degree of automation of business processes. The wider the automation, the faster you can transform the business, the process of transfer, exchange and accumulation of knowledge within the organization affects the effectiveness of the implementation of transformations, the presence in the organization of a manager / team for change management has a positive effect on the implementation of transformations. The analysis of the results showed that human capital management has a significant and positive impact on the results of activity in the field of international academic design work. The researchers used the analytical descriptive method through a questionnaire to the sample of 150 staff from the universities. Conclusions. The results showed that the universities highly value the role of HR in the implementation of the mission and goals. However, practical exercises on personnel management and the implementation of human resources are not always implemented. Human capital management positively correlates with performance indicators in international academic design work. Recommendations on improvement of human resources management in universities are offered.
1.Introduction Ashura and Moharam mourning rituals held in different parts of Iran are of high important among Shia rites. Each of these rituals varies depending on the days of the month of Muharram. During the first decade of Muharram, the ninth day, Tasoa, in turn, has certain rituals. One of the rituals of Tasoua is the "41-Menbari" which is held in different cities of Iran. Shahreza, located about 70 kilometers southeast of Isfahan, is one of the cities where this ritual is still held on Tasua Day. No such source has been mentioned in Shahreza so far. In this study, we first attempt to study ethnography and locative properties of this ritual in Shahreza city and then compare its symbols and characteristics with other regions of Iran. Field research performed by interviewing locals and participant observation of the ritual and library resources were used to find out how the event is held elsewhere in Iran. Tasua rituals are held in many areas to commemorate the martyrdom of Abu al-Fadl al-Abbas, performed in the form of Taziyeh, Rozah, etc. One of the other rituals that is performed more specifically in some cities of Iran is known as "candlelight", "forty-one pulpits", "forty pulpits" and "seven pulpits". In this ritual, the participants go to holy places and light candles. The fortieth pulpit ritual has no history in religious texts and no trace of it can be found before the period of Nasser al-Din Shah Qajar. The oldest report of this ritual is written by Etemad-ol-Saltaneh in his memoirs from the ninth of Muharram 1300 (Etemad-ol-Saltaneh, 2006: 203-204). Mostofi, one of the statesmen of the late Qajar and early Pahlavi periods, also gave a critical account of the forty-first pulpit ritual, considering it to have no religious or hadith basis and due to the Iranians' respect for pre-Islamic light. (Baghi, quoted by Mostofi, 1324, vol. 1, pp. 406-408). 2. Methodology To the best knowledge of the authors, 41 menbar in Shahreza is not studied so far. Here, for the first time, we are trying to collect field data about holding this ritual in Shahreza city through interviews with local knowledgeable people. Then, using the library resources, we can identify the presence of this ritual in other parts of Iran and make a comparative comparison of how this ritual is held in Shahreza and different parts of Iran. In comparative comparison, the aim is to examine and categorize the similarities and differences of this ritual both in terms of form and content in different places. 3. Discussion Shahreza Shahreza city center and the center of Shahreza city central part is located 410 km (aerial) south of Tehran and 74 km southeast of Isfahan on the way from Isfahan to Abadeh and Shiraz at 32 degrees and 30 minutes latitude and 51 degrees and 52 minutes longitude. . Shahreza used to be called "Qomsheh". In 1926, the name of this city was changed from Qomsheh to Shahreza. (Afshar Sistani, 2003, p. 437) The city one of the religious cities of Iran with its Shiite Islamic culture. As the holding of rituals and rituals of Muharram in various forms with a long history remains today. There are reports in a number of travelogues about how Muharram mourning rituals are held in Qomsheh. The Hungarian orientalist Vamberi participated in one of the mourning rituals of Qomsheh in 1279 AH (1862 AD) and described how the processions of breastfeeding. (Vambery, 1993, p. 106) One of the mourning rituals of Muharram in Shahreza is forty-one pulpits. A ritual that is performed from noon on Tasoa day to sunset by lighting candles in forty-one holy places. "Pulpit" is a term that refers to holy places such as shrines, shrines, mosques, husseiniyahs or places that have long been the place of "shrine". The participants of the forty-one pulpit ritual go to forty-one pulpits according to a predetermined path. Participants in the ritual have been preparing candles and moving chocolates since the days before Tasua. On the day of the ritual, most people carry bags and backpacks that contain candles and problems. In each of the pulpits, the owner of the pulpit or the person in charge of it has specified or installed a place for lighting candles. Next to the place to light the candle, there is a container for pouring the problem solvers. At each pulpit, participants light one of their candles and drop some problem-solving packages at the designated location. Along the way from one pulpit to another pulpit, people welcome participants with tea, syrup and votive offerings. Many women and children in this path receive problem-solving packages as a blessing from the participants. Along the path of the pulpits, it must be done on foot and sometimes barefoot. According to the quotations, in the past, the first pulpit of Imamzadeh "Shah Seyyed Ali Akbar" was located in a village of the same name, but today it has been removed from the pulpits due to the distance. However, sometimes some people still go there by vehicle and perform the ritual. The second pulpit is a step called Khajeh Khezr and after that the third pulpit is the tomb of Seyedeh Khatoon. Khajeh Khezr footpath is located in the east of Shahreza city and in Arshabad desert. This place is a fenced garden where a building can be seen. Inside this building, there is an altar made of azure clay tiles and below it, there is a human right footprint on a stone. This footprint is attributed to the ever-living Prophet Hazrat Khajeh Khidr. The tomb has a large courtyard around which several rooms have been built and the tomb itself has a shrine and a simple shrine. Inside the shrine and in the eastern part of it, there is another place where there are two graves where two members of Al-Muzaffar are buried. (Jamali, 1995, pp. 141-142) Although there is no report on the holding of the forty-first pulpit ritual in Shahreza, but various sources have mentioned about this ritual or similar rituals in other cities of Iran. In this report, we have tried to consider the three main elements of marching from pulpit to pulpit, donating sweets and lighting candles as the main criteria of similarity. The reported cases are different from what is being done in Shahreza, but the similarities are so great that one can basically consider them all the same. For example, Sir Percy Sykes, who held various positions in Iran from 1312 to 1336 AH, reported in his memoirs of the candle lighting ritual in a hexagonal column in the main square of Yazd. He says that the Muslims of Yazd and Kashan remember this ritual from their Zoroastrian ancestors (Sykes, 1397: 501), but does not directly refer to the ritual of forty pulpits. In Kerman, forty pulpits were taken in houses with old trees. For example, in the house of the plane trees next to the Malek Mosque, local youths were appointed to light candles, and people brought dates, figs, and sweets there with candles. (Agha Abbasi, 1391: 437). There are also reports of not exactly the same, but similar rituals. For example, in some areas of Gilan, there is a similar ritual called forty bowls or forty plates in which it is not necessary to light a candle. In this ritual, which is held on the night of Ashura, the voter goes to forty pillars or forty mosques and picks up some rice from forty congregations or forty bowls. This pilaf is eaten only by its collector (Payende, 1976, pp. 191-192). In Tehran, this ritual has been mentioned in reports and memoirs with forty-one pulpits or forty pulpits. In his memoirs, Etemad al-Satna mentions the ritual somewhere in the forty pulpits and somewhere in the forty-one pulpits. In Birjand, the ritual of seven pulpits is held in the evening of Tasua and Ashura (Rezaei, 2002, p. 477). In Kashan, forty pulpits is called "candle lighting" and performed by men and women. Hours before sunset on the day of Tasoa, the vows and those who are interested in participating in this ritual hold 72 candles in memory of the 72 martyrs of Ashura and perform ablution, purification in shrines, mosques, etc. In Lorestan, black-clad and masked girls with bare feet go around the mourning rituals and husseiniyahs of the city as a group from the first morning of Ashura and light a candle with different intentions, especially in fortune-telling in every meeting and mourning rituals (Yavari, 2009, p. 94). In some parts of Ardabil, 40 candles are lit in 40 mosques, and when some of the pan water is lit, they bring the mosque with them for blessing and healing, and in some areas, this ritual is performed with 41 or 42 candles (Shoaa et al., 2013, p. 77). This ritual is performed in Zanjan on the third day of the martyrdom of Imam Hussein and after the women's fasting ritual. In this shrine, a large assembly with 50 lit candles is placed in the middle of the room and another assembly containing some wheat is placed next to it. The women who take part in the ritual turn off each lit candle and take it with them for blessing, as well as put a few grains of wheat in their mouths for healing (Shoaa et al., 2013, p. 77). In the ritual of forty pulpits in northern Iran, those who have had prayers in their homes during the year, on the night of Ashura, take out a pulpit with two or three steps and sometimes a table or a stool on which the Rozah is recited, and draw black or green cloths on it and next to the house. they let. Then they place a pan or tray or similar container in which they have made a clay flower a few centimeters in diameter to place the candle. A container containing some rice is also placed next to the tray (Darya Gasht, 1996, pp. 113-114) (Parto, Keshvardoost, 1993, pp. 149-150). 4. Conclusion The analysis of this comparative study results in the following: 1. There is a difference in the time of performance (whether in terms of which day of Muharram the ritual is performed or in what hours of the day and night it is done) in different regions of Iran. For example, in Gilan and Mazandaran, Ashura night rituals are performed, and in Birjand, the development of Tasua and Ashura. 2. The gender of the performers is different between men and women in different places. In Shahreza, the main performers are men and in Birjand, women. 3. The number of pulpits varies. In Boroujerd, the ritual is performed with forty pulpits and in Birjand with seven pulpits. 4. Donations are varied and include chocolate, dates and even rice. 5. The ritual has the aspect of making a vow in all cases, and this vow is accompanied by mourning. This mourning is related to the Ashura event and the martyrdom of Imam Hussein (AS) everywhere in Iran, which is the most important mourning for the Shiites. 6. Two elements of sweets (in the form of chocolate, dates, etc.) and fire (candles, lanterns, etc.) are observed in all cases. It is even possible to consider donating sweets to the fire as the theme of the ritual.
Organizational behaviour, change and effectiveness. Corporate culture, Fine Arts
As a cultural practice, art can affect the paradigms that either maintain or shift societies to new ways of behaving. The foundational role of paradigms in systemic change makes art a meaningful infrastructure for addressing desired changes to such concepts as human-nature relationships. The common theme of interconnectedness among humans and between humans and the rest of nature in approaches of commoning and partnership are summarized and then further explored through three artworks that “debound” or challenge the divisions between humans and the rest of nature.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Ramanababu Karaka, J. Ravi, Haniefuddin Shaik
et al.
This research study examines the styles of organizational leadership and evaluates them in terms of related measures of organizational effectiveness with the objective of exploring whether there is any relationship between leadership styles and organizational effectiveness. Since the undertakings chosen from Automobile Industry there are different categories of employees in the organization. These different categories are broadly classified into five categories namely workers otherwise called as Associates, Junior Management Cadre, Middle Management Cadre, Senior Management Cadre and Top Management. In the Managerial category there are different cadres, they are Junior Managers, Middle level managers and senior level managers. Since “the study is impact of leadership styles on organizational effectiveness” the associates category, staff and operators categories and Junior Managerial category are excluded from the purview of the study as these categories do not possess Decision Making Powers. A. INTRODUCTION It is generally accepted that leadership and types of leadership play a vital role in driving change, but that there are different sources of leadership and that the definition of leadership varies from situation to situation. Leaders do not exist in isolation and neither do their companies. Leaders who are as in touch with the macro environment in which their business executes, as its micro environment, and can adapt their direction to changing circumstances are more likely to continue as leaders of successful organisations. The ever changing business environment has created a need for leaders who can meet the demands and challenges of organizations functioning in complex and competitive situations, with the world open for trade. The discussion in this chapter initially describes the nature and definition of leadership, leadership types and organizational effectiveness. Good leaders are made not born. Besides personality traits, it has been assumed that the acquisition of certain skills on the part of leader has almost become a necessity for the successful performance of task. There are several types modeled from the three basic styles of Leadership namely Authoritarian type, Democratic / Participative type and Free-Rein type. B. REVIEW OF LITERATURE The insight of the study based on literature and earlier studies of Leadership Styles and Organizational effectiveness. Leadership Styles has assumed considerable importance in the 21st century, because of its impact on employee performance and organizational efficiency. all members of the organization in order to achieve desired results. Most of the authors opined that ISSN (Online): 2455-366 EPRA International Journal of Multidisciplinary Research (IJMR) Peer Reviewed Journal Volume: 6 | Issue: 7 | July 2020 || Journal DOI: 10.36713/epra2013 || SJIF Impact Factor: 7.032 ||ISI Value: 1.188 2020 EPRA IJMR | www.eprajournals.com | Journal DOI URL: https://doi.org/10.36713/epra2013 417 effective leadership is the capacity of manager to integrate efforts of First, when followers assess the strengths and weaknesses of their leaders, they may have difficulty in differentiating between the various transformation and transactional leadership behaviours. Mark A. Huselid, (1997), Conducted a study on “Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance” in study he evaluated the impact of human resource (HR) managers’ capabilities of leadership on HR management effectiveness and the latter’s impact on corporate financial performance. He observed that for 293 U.S. firms, effectiveness was associated with capabilities and attributes of HR staff leadership. He also found relationships between HR management effectiveness and productivity, cash flow, and market value. Elizabeth B. Bolton (2007), research article on “Leadership Styles and Leadership Change in Human and Community Service Organizations”, deals with leaders who must be able to adapt their style to the changing environment. C. NEED FOR THE STUDY Today organizations strive to link individual performance more closely to organizational goals. Employers want the employees to perform well in teams and leadership against both current and future objectives of the company. There is, therefore, a continuous enquiry so as to know what skills and competencies will be required to fill longer term goals of leadership. Competitive pressures have forced organizational changes in the areas of leadership styles, decision making and motivation etc. D. OBJECTIVES OF THE STUDY To study the influence of Leadership Styles on organizational culture. To ascertain the environmental factors influencing the adoption of such leadership styles. To assess the overall impact of leadership styles on organizational effectiveness. To measure the influence of some selected behavioral factors of employees on leadership styles. To suggest alternative strategies wherever necessary to improve leadership styles. E. RESEARCH METHODOLOGY i. Sampling: Keeping in of the above objectives and methods of study the sample is drawn from different categories of Auto Mobile Industry i.e,. 1. Executives 2. Staff 3.Workmen
Purpose – This study aims to test bigenderism, a universalistic theory that purports to explain why trans men employees enjoy greater organizational acceptance and superior economic outcomes compared to trans women employees. Design/methodology/approach – Respondents were presented with one of two case studies in which they had to choose whether or not to respect the right of a trans employee to use the restroom of their choice at work. The only difference between the two case studies was the gender of the trans employee. In one case, the employee was a trans man and in the other case, the employee was a trans woman. Findings – The gender of the trans employee had no impact on the choices of the respondents. Research limitations/implications – The chief research implication is that heightened discrimination against trans men may better be explained by situational theories of transphobia rather than the universalistic theory that was tested in this paper. The primary research limitation was the use of American undergraduate business students as respondents. Practical implications – Organizations need to be especially vigilant in protecting the restroom rights of their transgender employees, which may entail eliminating gender-segregated restrooms. Originality/value – This paper is original in that it uses an experimental design to test the theory of bigenderism. It adds value by encouraging experimental research that examines situational theories of transphobia.
Working in the field of professional emergency services involves a demanding job, with a high level of exhaustion and this analytical approach aims to highlight the importance of training and continuing education in occupational stress management. In this sense, the paper also aims an integrative review of the training process which, through critical and then synthetic examination, will be a starting point for management and awareness of the importance of providing appropriate training to ensure the worker’s compatibility with work. Continuing education of professional emergency services workers must function as a need for resilience, social and pedagogical, which can be met through training and professional development programs. It is a basic condition for improving emotional knowledge and optimizing organizational behaviours, for increasing work efficiency and effectiveness, identifying the most appropriate solutions to professional challenges and achieving desirable and sustainable results, especially in the current pandemic context. We aim for this paper to provide vital information to management teams in the field of professional emergency services to understand why some workers have a higher level of resilience in relation to career development, and others a lower one. Based on these data, they should be able to provide adequate support, encourage a positive work organization culture and develop programs to help them become and remain resilient in the professional environment, especially in uncertain times such as the ones we are currently crossing. More than ever, employees need stable benchmarks, security, appreciation, credibility, which is why internal education and on-thejob training must be given a fundamental role by managers and internal specialists. It is important for “front-line staff” to be provided not only with material resources, but also with continuing and adequate training, so that they are always ready to transform in order to keep rhythm with change, to use their crystallized intelligence before fluid, perform their tasks in a way that does not expose themselves, others or the institution to unnecessary risks. Implementing an intervention strategy in the instructionaleducational process, following the model of the workplace education program, developed by McDonald and collaborators in 2012, focused on issues such as: developing mentoring relationships, building resilience, maintaining a positive attitude, intellectual flexibility, emotional intelligence and reflection in participatory learning groups, is an essential element of training and strengthening the resilience of professional emergency workers. The effects are visible directly and in the long term on increasing self-confidence, commitment to work, self-awareness, flexibility, developing proactive skills for the diversity and complexity of tasks and communication and problem solving skills, despite countless challenges and socio-professional pressures.
K. S. Mullakhmetov, Ruslan Duferovich Sadriev, Elvira Ructemovna Gafiyatullina
In the context of constant changes in all spheres of social life, one of the approaches to ensuring effective management and strategic competitiveness is the formation of learning companies. The paper discusses a number of aspects of individual and organizational learning and proposes the authors' vision of the main characteristics of the learning company management, which can be considered as requirements for the management of learning companies in the study of management systems. The research examined three approaches to identifying errors and increasing the effectiveness of learning highlighted in the scientific literature on management. The relevance of the study is due to the fact that it is more and more difficult for top managers of companies and their owners to ensure effective activities of companies in their short-term prospects, and also their longterm strategic competitiveness in the context of a constantly changing business environment, growing uncertainty of management results, qualitative changes in the characteristics of human capital, changes in society and other global trends characteristic of the 21st century. 10 main characteristics of management that promote learning were formulated on the basis of the analysis of the available open sources. They are also the basis of the requirements for the corporate culture of self-learning organizations.
Riane Eisler talks with Ruah Swennerfelt, author of Rising to the Challenge: The Transition Movement and People of Faith and president of the Transition Town Charlotte board, about the role of faith and faith communities in the Transition Town Movement, dedicated to localized ways of living in harmony with our Earth.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture