Multiple forms of child abuse and neglect: adult retrospective reports

There are few research reports of the experience of multiple forms of child abuse and neglect (multi-type maltreatment). A critical review is presented of 29 studies in which adult retrospective reports of more than one form of child maltreatment (sexual abuse, physical abuse, psychological maltreatment, neglect, or witnessing family violence) are assessed. Empirical investigations of the extent and impact of multi-type maltreatment are identified. Data on the relationship between the different forms of maltreatment and the adjustment problems associated with each type of maltreatment are critiqued. As well as using dichotomous measures of maltreatment, an important methodological problem was the failure of researchers to assess all child maltreatment types, the relationship between multi-type maltreatment and adjustment, and the role of variables influencing the occurrence or impact of maltreatment. Considerable overlap was found in the occurrence of maltreatment types. The compounding or interacting effects of experiencing multi-type maltreatment were ignored in many studies. Where an assessment was made of the specific impact of multi-type maltreatment, it was associated with greater impairment than single forms of abuse or neglect. A multi-dimensional approach to prevention and treatment of child abuse and neglect is required in which children's vulnerability to multi-type maltreatment is addressed.

Is domestic violence learned? The contribution of five forms of child maltreatment to men's violence and adjustment

On the basis of a learning-theory approach to the intergenerational transmission of violence, researchers have focused almost exclusively on violent men's childhood experiences of physical abuse and witnessing family violence. Little consideration has been given to the coexistence of other forms of child maltreatment or the role of family dysfunction in contributing to violence. This study shows the relationships between the level of child maltreatment (physical abuse, psychological maltreatment, sexual abuse, neglect, and witnessing family violence), childhood family characteristics, current alcohol abuse, trauma symptomatology, and the level of physical and psychological spouse abuse perpetrated by 36 men with a history of perpetrating domestic violence who had attended counseling. As hypothesized, a high degree of overlap between risk factors was found. Child maltreatment, low family cohesion and adaptability, and alcohol abuse was significantly associated with frequency of physical spouse abuse and trauma symptomatology scores, but not psychological spouse abuse. Rather than physical abuse or witnessing family violence, childhood neglect uniquely predicted the level of physical spouse abuse. Witnessing family violence (but not physical abuse) was found to have a unique association with psychological spouse abuse and trauma symptomatology. These results present a challenge to the understanding of domestic violence obtained from learning theory.

Correction of the copper transport defect of Menkes patient fibroblasts by expression of two forms of the sheep Wilson ATPase

The Wilson disease (WD) protein (ATP7B) is a copper-transporting P-type ATPase that is responsible for the efflux of hepatic copper into the bile, a process that is essential for copper homeostasis in mammals. Compared with other mammals, sheep have a variant copper phenotype and do not efficiently excrete copper via the bile, often resulting in excessive copper accumulation in the liver. To investigate the function of sheep ATP7B and its potential role in the copper-accumulation phenotype, cDNAs encoding the two forms of ovine ATP7B were transfected into immortalised fibroblast cell lines derived from a Menkes disease patient and a normal control. Both forms of ATP7B were able to correct the copper-retention phenotype of the Menkes cell line, demonstrating each to be functional copper-transporting molecules and suggesting that the accumulation of copper in the sheep liver is not due to a defect in the copper transport function of either form of sATP7B.

HRQOL and subjective well-being: noncomplementary forms of outcome measurement

This review considers some of the broad principles that concern quality of life assessment. These are discussed in relation to health-related quality of life (HRQOL) and the measurement of subjective well-being. It is argued that there are serious logical and methodological issues concerning HRQOL measurement, to the extent that the instruments may not be regarded as valid measures of life quality as this term is generally understood. It is recommended that HRQOL measurement be abandoned in favor of three separate forms of measurement as medical symptoms, subjective well-being and specific dimensions of psychological ill-being.

Organizing forms in change management: the role of structures, process and boundaries in a longitudinal case analysis

This paper examines change management at William Angliss Institute of Technical and Further Education (TAFE) against the three organizational dimensions of structures, processes and boundaries identified by the INNFORM Study. Its experience confirms that even when an organization adopts a systemic approach and implements change across each design dimension, optimal performance benefits depend on mutually reinforcing and complementary changes. Furthermore, improvement to processes, particularly communications and human resources practices, plays a pivotal role, as complementary change across all dimensions depends ultimately on the contribution and commitment of organization members. Case findings also highlight the need for ambidextrous forms of organizing that combine 'controllability' with 'responsiveness'. The conceptual notion of organizing dualities has been employed to provide a practical interpretation of the ostensibly competing imperatives implied by ambidexterity. This case explores the dualities that can be demonstrated for the INNFORM triumvirate of structures, processes and boundaries. The dualities interpretation emphasizes an acceptance of texture and the simultaneous presence of what are conventionally viewed as incompatible organizing forms. This was considered a useful conceptual vehicle in the analysis of a case study covering nearly ten years of serious change interventions, where one theoretical view can be misleading in understanding the subtleties and complexities of the actual changes that occurred.

Methodological considerations in the measurement of institutional and structural forms of HIV discrimination

The systematic measurement of HIV/AIDS-related discrimination is imperative within the current rhetoric that holds discrimination as one of the two ‘biggest' barriers to HIV/AIDS pandemic intervention. This paper provides a methodological critique of the UNAIDS (2000b) Protocol for the Identification of Discrimination against People Living with HIV (the Protocol) . Specifically, the paper focuses on the Protocol's capacity to accurately identify and measure institutional levels of HIV-related discrimination that allows data that are reliable and comparable across time and contexts. Conceptual issues including the Protocol's objective as an indicator versus a direct measure of discrimination and the role of the Protocol as a tool of research versus a tool of advocacy are explored. Design issues such as the operationalization of discrimination, appropriateness of indicator content, sampling and data collection strategies and issues of scoring are also evaluated. It is hoped that the matters outlined will provide readers with ways of critically reflecting and evaluating the findings of the research papers presented in this Special Issue, as well as pointing to ways of improving research design.

Critical perspectives on the evolution of new forms of organising

Calls to dismantle bureaucracy and install new forms of organising ignore the essential role that traditional design forms play in providing structure, order and focus. Flexible organisational forms might be pivotal in turbulent environments for adaptation and innovation, but structure and direction are also necessary to ensure that innovation is focussed and relevant. This paper employs an evolutionary account of the development of new forms of organising. It argues that by adopting a dualities mindset, traditional and new forms of organising can be managed as complementary rather than contradictory work practices, thus accommodating the simultaneous need for flexibility and order.

Duality and organizing forms in change management

Although the fervour proclaiming new forms of organizing as the latest management panacea has not yet subsided, the calls for caution and further investigation have been bolstered by empirical findings. A common outcome of studies concerned with new organizing forms has been a greater awareness of the tensions or dualities between traditional and new forms. In particular, the conventional assumption that the two forms represent contradictory, incompatible forces is coming under increasing scrutiny. The resulting either/or approach to organizing form may be viewed as an inappropriate perspective for researching organizational change as it ignores the complexity and subtlety of organizing form. The reality is that, as new forms of organizing are introduced, they are more likely to supplement rather than supplant existing forms (Sanchez-Runde and Pettigrew 2003). The way forward therefore is to learn how to work with, rather than eliminate, dualities in organizing forms. This paper contends that dualities represent a superior perspective for interpreting organizing forms, and perhaps, foreshadows the direction of a future organizational change research paradigm.

Flowchart software for a modular robot

Flowcharting is a common method of setting out the requirements for a piece of code. It is simple with few rules to follow. Rarely however, is it used as the code itself. This paper describes the outline of a software package that uses the flowchart as the code for a small, autonomous, modular robot, designed for use in High Schools and Universities at an introductory level. By using flowcharting the student is introduced to the concept of structured programming. A flowchart is often the first step in programming. Here it is the only step, easing the student into the art of coding, and simplifying the teachers job.

Flowchart and kernel software for modular robot

Flowcharting is a common method of setting out the requirements for a piece of code. It is simple with few rules to follow. Rarely however, s it used as the code itself. This paper describes the outline of a software package that uses the flowchart as the code for a small, autonomous, modular robot, designed for use in High Schools. It also describe the code used by the robot to complement the flowchart software creating a system that can be used by students and their teachers to design, build and program a robot without previous programming experience.

New forms of organising : changing structures, processes and boundaries in a public sector institution

Globalisation, deregulation, privatisation, and advances in communications technologies have intensified competition and impacted on the structures, processes and boundaries that define organisations. Increased competition at both the local and global level calls for increased responsiveness and flexibility, and continuous improvement and innovation. As organisations endeavour to become more attentive and responsive to environmental trends, and customer needs and expectations, they are experimenting with different forms of organising. This has included flattening structures, devolving decision-making responsibility and encouraging greater collaboration and knowledge transfer across functional areas.

The William Angliss Institute of TAFE operates in the post-secondary sector which has experienced significant changes over the past decade as a result of: wide-ranging public sector reforms imposed by successive governments; budgetary cutbacks; accountability and performance improvement pressures; increased national and international competition, industrial relations changes and more demanding, sophisticated customers. This paper draws on the INNFORM Study's three organisational design dimensions of structure, process, and boundaries to examine the nature and degree of change that has taken place at the Institute. Case study findings indicate that while William Angliss has implemetted changes across the three design dimensions, the depth and breadth of these vary and this has impacted on overall performance outcomes. Its experience suggests that even when an organisation adopts a systemic approach and implements changes simultaneously across structure, process and boundaries, optimal performance benefits will not accrue unless these elemental changes are mutually reinforcing and complementary. It also suggests that improvement to processes, particularly communications and human resources practices must be an overarching consideration, as complementary change across all three design dimensions depends ultimately on the contribution and commitment organisational members are prepared to make.

Balancing continuity and change through forms of organising

Faced with increasing environmental complexity and uncertainty, organisations have been urged to replace traditional bureaucratic structures with more flexible, responsive forms of organising. However, the emerging paradox is that exploration and experimentation, features of new forms of organising, benefit from the planning, coordinating and direction-setting mechanisms that underpin traditional forms of organising. It is therefore important to recognise the distinctive and complementary features of traditional and new forms of organising. This demands a dualities-sensitive perspective which encourages, rather than tries to resolve, a constructive tension between seemingly contradictory organising forms such as flexibility and efficiency, autonomy and control, hierarchy and networks, focus and diversification. Managing continuity and change through forms of organising becomes central to building healthy organisations.

New forms of organizing in Australia, 2000-2004

This paper presents preliminary results from a survey of new forms of organizing in the highest grossing Australian owned companies. The Australian NewForms Survey draws on the groundbreaking Innovative Forms of Organizing (INNFORM) Survey conducted in Europe, USA and Japan in the late 1990s (Whittington, Pettigrew, Peck, Fenton, and Conyon 1999). The NewForms study seeks to identify emerging trends in forms of organizing within Australia’s largest companies and the extent to which the uptake of new forms of organizing signals a commensurate decrease in traditional forms. The analysis focuses on changes across three organizational dimensions: structures, processes and boundaries. The results suggest that for organizational structures there has been a significant shift from operational to strategic decentralization. For organizational processes, there have been substantial increases in both horizontal and vertical linkages and in the adoption of a range of new human resource practices. In relation to boundaries, alliances and partnerships have increased, signaling a greater focus on mainstream business activities and a move away from peripheral diversification. Overall, the prevalence of new forms of organizing has increased within Australian companies, but these new forms of organizing have emerged alongside traditional forms. This finding is consistent with research in other countries, and provides further evidence of complementarities between new and traditional forms of organizing.

The role of dualities in arbitrating continuity and change in forms of organizing

A substantial body of literature on new forms of organizing has forecast the end of bureaucracy. More recent empirical studies, however, indicate that high-performing organizations are adopting dual forms of organizing in which the controllability advantages associated with traditional forms work to complement and support the responsiveness attributes of new forms of organizing. The paradox is that, if organizations discard the key planning, co-ordinating and direction-setting mechanisms of traditional forms of organizing, they also remove the stabilizing dimensions of organizational form that are essential in periods of uncertainty and change. The challenge for organizations lies in learning how to manage the tensions or dualities between traditional and new forms of organizing, a process demanding the arbitration of continuity and change. This paper explores the concept of dualities and its salience in the management of organizing forms. First, the nature of dualities is explained; secondly, a set of characteristics is developed to describe the behaviour of dualities; and thirdly, suggestions are presented for arbitrating the tensions that exist in organizing form dualities. These three contributions are relevant because they signal the route to the effective creation and management of organizing form dualities, the benefit of which is the constructive combination of dynamic capabilities (underpinning innovation and responsiveness, the hallmarks of new forms of organizing) and operational capabilities (underpinning stability and efficiency, the hallmarks of traditional forms of organizing).