A territorial perspective: towards the consolidation of human settlements in Latin America and the Caribbean

Includes bibliography

Formulación de los planes de ordenamiento de recursos hídricos en América Latina y el Caribe = Formulation of plans for water resource management in Latin America and the Caribbean

Incluye Bibliografía

Informe de la Reunión de Expertos sobre Cooperación Horizontal en Materia de Gestión de Recursos Hídricos en América Latina y el Caribe = Report of the Expert Meeting on Horizontal Co-operation in Water Resource Management in Latin America and the Caribbean

Informe de reunion sobre cooperacion horizontal en administracion de recursos hidricos en America Latina y el Caribe. Contiene: organizacion de los trabajos, resumen de los debates, resultado de los debates de los Grupos de Trabajo y conclusiones y recomendaciones.

Report of a Consultative Forum: Higher-Level Human Resource Development Strategies in the Caribbean Subregion of the 1990s

Includes bibliography

Adoption and application of information technology in the Caribbean and its contribution to scientific, technological and human resource development

Includes bibliography

Network for Cooperation in Integrated Water Resource Management for Sustainable Development in Latin America and the Caribbean No. 39

Editorial remarks.-- Open discussion: Tariff policies for the achievement of MDGs ; Natural resources within UNASUR ; The human right to water and sanitation.-- Meetings: Tariff and Regulatory Policies ; Transboundary Water Cooperation ; Latinosan III.-- News of the Network: National Water Resources Strategy ; Hydroelectric Development in Chile.-- Internet and WWW News

Environmental training and environmental management maturity of Brazilian companies with ISO14001: empirical evidence

Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

Talent Management in Higher Education: Developing Emerging Leaders Within the Administration at Private Colleges and Universities

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management’s place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions’ strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. Advisor: James O‘Hanlon