Managing projects in fast track:a case of public sector organisation in India

Completing projects faster than the normal duration is always a challenge to the management of any project, as it often demands many paradigm shifts. Opportunities of globalization, competition from private sectors and multinationals force the management of public sector organizations in the Indian petroleum sector to take various aggressive strategies to maintain their profitability. Constructing infrastructure for handling petroleum products is one of them. Moreover, these projects are required to be completed in faster duration compared to normal schedules to remain competitive, to get faster return on investment, and to give longer project life. However, using conventional tools and techniques of project management, it is impossible to handle the problem of reducing the project duration from a normal period. This study proposes the use of concurrent engineering in managing projects for radically reducing project duration. The phases of the project are accomplished concurrently/simultaneously instead of in a series. The complexities that arise in managing projects are tackled through restructuring project organization, improving management commitment, strengthening project-planning activities, ensuring project quality, managing project risk objectively and integrating project activities through management information systems. These would not only ensure completion of projects in fast track, but also improve project effectiveness in terms of quality, cost effectiveness, team building, etc. and in turn overall productivity of the project organization would improve.

Personal Style of On-Site Food Service Managers

Myers-Briggs Type Indicators (MBTI) assess preferences based on Carl Jungs theory of psychological types. They are widely used in organizational development, management and leadership training, and team building. This study examines MBTl of food service managers in a single organization to determine whether food service managers have a typical personal style and whether this style varies.

Managing Quality in the Hospitality Industry:

In - Managing Quality In the Hospitality Industry – an observation by W. Gerald Glover, Associate Professor, Hospitality Management Program, Appalachian State University, initially Glover establishes: “Quality is a primary concern in the hospitality industry. The author sees problems in the nature of the way businesses are managed and discusses approaches to ensuring quality in corporate cultures.” As the title suggests, the author wants to point out certain discrepancies in hospitality quality control, as well as enlighten you as to how to address some of these concerns. “A discussion of quality presents some interesting dilemmas. Quality is something that almost everyone wants,” Assistant Professor Glover notes. “Service businesses will never admit that they don't provide it to their customers, and few people actually understand what it takes to make it happen,” he further maintains. Glover wants you to know that in a dynamic industry such as hospitality, quality is the common denominator. Whether it be hotel, restaurant, airline, et al., quality is the raison d’être of the industry. “Quality involves the consistent delivery of a product or service according to the expected standards,” Glover provides. Many, if not all quality deficiencies can be traced back to management, Glover declares. He bullet points some of the operational and guest service problems managers’ face on a daily basis. One important point of note is the measuring and managing of quality. “Standards management is another critical area in people and product management that is seldom effective in corporations,” says Glover. “Typically, this area involves performance documentation, performance evaluation and appraisal, coaching, discipline, and team-building.” “To be effective at managing standards, an organization must establish communication in realms where it is currently non-existent or ineffective,” Glover goes on to say. “Coaching, training, and performance appraisal are methods to manage individuals who are expected to do what's expected.” He alludes to the benefit quality circles supply as well. In addressing American organizational behavior, Glover postures, “…a realization must develop that people and product management are the primary influences on generating revenues and eventually influencing the bottom line in all American organizations.” Glover introduces the concept of pro-activity. “Most recently, quality assurance and quality management have become the means used to develop and maintain proactive corporate cultures. When prevention is the focus, quality is most consistent and expectations are usually met,” he offers. Much of the article is dedicated to, “Appendix A-Table 1-Characteristics of Corporate Cultures (Reactive and Proactive. In it, Glover measures the impact of proactive management as opposed to the reactive management intrinsic to many elements of corporate culture mentality.

A Group-Enhanced Sprint Interval Training Program for Amateur Athletes

Sprint interval training (SIT) can elicit improvements in aerobic and anaerobic capacity. While variations in SIT protocols have been investigated, the influence of social processes cannot be overlooked. As research supports the use of groups to influence individual cognitions and behaviours, the current project assessed the effectiveness of a group-based intervention with participants conducting SIT. Specifically, 53 amateur athletes (age, 21.9 ± 2.9 years; 53% females) took part in a 4-week training program (3 sessions per week, 30-s “all-out” efforts with 4 min active recovery, repeated 4–6 times per session), and were assigned to “true group”, aggregate, or individual conditions. Results indicated no significant differences between groups for the physiological measures. With regards to training improvements from baseline for all participants— regardless of condition — significant main effects for time were identified for maximal oxygen uptake (2.5–2.8 mL·kg−1·min−1, p < 0.001, η2 = 0.03), time-trial performance (14–32 s, p < 0.001, η2 = 0.37), and anaerobic power (1.1–1.7 k·h−1, p < 0.001, η2 = 0.66). With regards to the psychological measures, significant main effects between groups were found for motivation (p = 0.033, η2 = 0.13), task self-efficacy (p = 0.018, η2 = 0.15), and scheduling self-efficacy (p = 0.003, η2 = 0.22). The true group experienced greater improvements in motivation than the individual condition, but the aggregate and individual conditions demonstrated greater increases in task and scheduling self-efficacy. Though the SIT paradigm employed induced training improvements similar to previous work, the group intervention was not able to further these improvements

The Hidden benefits of “poster presentation assessment”: Skill acquirement and learning; evaluated from the nursing students perspective

Introduction
This paper reports to an exercise in evaluating poster group work and poster presentation and the extra learning and skill acquisition that this can provide to nursing students, through a creative and stimulating assessment method. Much had been written about the benefits of using posters as an assessment method, yet there appears to be a lack of research that captures the student experience.
Aim
This evaluative study sought to evaluate the student experience by using a triangulation approach to evaluation:
Methodology
All students from the February 2015 nursing intake, were eligible to take part (80 students) of which 71 participated (n=71). The poster group presentations took place at the end of their first phase of year one teaching and the evaluation took place at the end of their first year as undergraduate. Evaluation involved;
1. Quantitative data by questionnaires
2. Qualitative data from focus group discussions
Results
A number of key themes emerged from analysis of the data which captured the “added value” of learning from the process of poster assessment including:
 Professionalism: developing time keeping skills, presenting skills.
 Academic skills: developing literature search, critic and reporting
 Team building and collaboration
Overall 88% agreed that the process furnished them with additional skills and benefits above the actual production of the poster, with 97% agreeing that these additional skills are important skills for a nurse.
Conclusion
These results would suggest that the process of poster development and presentation furnish student nurses with many additional skills that they may not acquire through other types of assessment and are therefore beneficial. The structure of the assessment encourages a self-directed approach so students take control of the goals and purposes of learning. The sequential organization of the assessment guides students in the transition from dependent to self-directed learners.

Transformational Leadership or Effective Managerial Practices?

A study was conducted to analyze B.M. Bass and B.J. Avolio's concept of transformational leadership by comparing their Multifactor Leadership Questionnaire (MLQ) with the Managerial Practices Survey (MPS) of G.A. Yukl. The MPS advocated scales related to idealized influence, inspirational motivation, personal considerations and intellectual stimulation. On the other hand, the MPS supported four scales on managerial practices, namely clarifying, supporting, inspiring and team building. Results indicated differences between the constructs determined by the scales. Findings also showed that a composite determinant of transformational leadership supported a variance in leadership effectiveness ratings.

Percusión corporal, estimulación cognitiva y socioemocional a través del método BAPNE

El método Bapne es un método de estimulación cognitiva que integra música y movimiento a través de la Percusión corporal. El trabajo socioemocional en el método BAPNE viene trabajado en una de sus líneas en la gestión de grupos, liderazgo y mediación a través del Team Building, con la finalidad de explorar todo su potencial como herramienta en la construcción de equipos. El team building es una filosofía del diseño del trabajo, que desde hace más de dos décadas, plantea que para conseguir un mayor rendimiento y eficacia organizacional es más útil percibir a los empleados como miembros interdependientes de equipos, que como trabajadores individuales. A través de la dimensión social, corporal y afectiva el método Bapne es capaz de desarrollar una visión compartida y un propósito único, estimular una identidad de equipo y una atmósfera de confianza y finalmente mejorar los niveles de comunicación y satisfacción individuales en las tareas grupales. Nuestro lema en BAPNE es: tu actitud, no tu aptitud, es la que determinará tu altitud.

La integración curricular: Una experiencia en el primer nivel de diplomado de la carrera de Licenciatura en Pedagogía con énfasis en Educación Preescolar

Recibido 28 de setiembre de 2011 • Aceptado 24 de octubre de 2011 • Corregido 06 de noviembre de 2011     Se plantea una reflexión acerca de la experiencia de integración curricular realizada por académicos y académicas universitarias, del primer nivel de diplomado de la carrera de Licenciatura en Pedagogía con énfasis en Educación Preescolar, de la División de Educación Básica de la Universidad Nacional, durante el primer semestre del año 2011. La integración ha sido concebida por el equipo del nivel como un proceso de crecimiento personal y profesional, para generar oportunidades que permitan el fortalecimiento de equipos docentes y de los cursos del nivel, en procura de brindar mayores oportunidades para el desarrollo estudiantil.

Building a software architecture for a human-robot team using the ORCA framework

This paper considers the problem of building a software architecture for a human-robot team. The objective of the team is to build a multi-attribute map of the world by performing information fusion. A decentralized approach to information fusion is adopted to achieve the system properties of scalability and survivability. Decentralization imposes constraints on the design of the architecture and its implementation. We show how a Component-Based Software Engineering approach can address these constraints. The architecture is implemented using Orca – a component-based software framework for robotic systems. Experimental results from a deployed system comprised of an unmanned air vehicle, a ground vehicle, and two human operators are presented. A section on the lessons learned is included which may be applicable to other distributed systems with complex algorithms. We also compare Orca to the Player software framework in the context of distributed systems.

Building a "brain attack" team to administer thrombolytic therapy for acute ischemic stroke

Before tissue plasminogen activator (tPA) was licensed for use in Canada, in February 1999, the Calgary Regional Stroke Program spearheaded the development and organization of local resources to use thrombolytic therapy in patients who had experienced acute ischemic stroke. In 1996 special permission was obtained from the Calgary Regional Health Authority to use intravenously administered tPA for acute ischemic stroke, and ethical and scientific review boards approved the protocols. After 3 years our efforts have resulted in improved patient outcomes, shorter times from symptom onset to treatment and acceptable adverse event rates. Areas for continued improvement include the door-to-needle time and broader education of the public about the symptoms of acute ischemic stroke.

Building digital capability: Leading and managing an effective digital organisation (team, service, department)

This is a version of the Jisc ‘Six Elements of Digital Capabilities’ model, specifically to support Jisc’s members in the area of Digital Leadership. It is one example of the base model being used in a particular context and is not meant to be definitive.

UM Football Team (?) posed on steps of building (postcard)

(Original loaned to library for scanning)

UM Football Team (?) posed on steps of building (postcard)

(Original loaned to library for scanning)

Building team-based working:a practical guide to organizational transformation

Building Team-based Working is designed for use by managers and consultants who are introducing team-based working into organizations. The book synthesizes knowledge about how to build team-based organizations, focusing particularly on the psychological and social processes that can facilitate or obstruct successful teamwork. Rather than advise managers on how to build effective teams, as most books in this area tend to do, this book instead focuses on how to build organizations structured around teams. The text is divided into six sections describing the six main stages of developing team-based working in an organization. The chapters follow a common structure. Each one opens with a summary of the aims and activities relevant to that stage and concludes with a selection of appropriate support materials and tools. These materials can also be downloaded from the CD accompanying the text. The advice given is based on evidence gathered by the authors over 20 years of practical management experience, research work in organizations, and consultancy across the public, manufacturing and service sectors.