Characterization of the fisheries of the major and minor lakes of Uganda and the socio-economic factors influencing fishery exploitation

There is growing recognition that the performance of the fisheries sector depends on the communities responsible for activities within it. These communities include fishers, processors, fish mongers, traders, local leaders, fishery administrators etc. On the basis of this, characterisation and diagnostic studies were conducted in 1995 focussing on mainly the fishers and opinion leaders on the major and some minor water bodies in Uganda. The study revealed that the desire to earn income is the driving force behind the malfishing practices experienced on Uganda fisheries. The destructive fishing gears and fishing methods as responses advanced by the fishers and opinion leaders were seines and cast nets on lakes Victoria, Kyoga and Albert and to a less extent traps

The Nile perch fishery: traditional and emerging fisheries, overfishing and the use of illegal gears on Lake Albert

The fisheries of Lake Albert have come under increasing focus due to several driving forces that have synergistically evolved resulting into concerns from diverse stakeholders. The driving forces include: the commercialization of the fisheries with entry into the value chain of industrial fish processing, a decline in fish stocks especially of the large-size fishes and the emergency of the light - fishing targeting small pelagic fishes. In addition, the assumption by some opinion leaders that light-fishing (use of light) has destroyed the Nile perch fishery of Lake Albert, other factors such as cross-border fishing conflicts, the emergence of oil, an influx of traders in fish-related activities, and the limited regulatory and enforcement regimes for the diverse commercially exploited fish fauna of Lake Albert all require continuous information and action.

Final report of the baseline data reconstruction for the Quality Assurance for Fish Marketing Project

A baseline survey for the project which had been conducted in 2009 had gaps that could not allow assessment of project performance in the outcome and impact indicators to be made. This study was, therefore, commissioned to reconstruct the baseline data, aligned to the impact and outcome indicators on the project logframe and results framework, against which project achievements could be assessed. The purpose and scope of the study was to reconstruct the baseline data and analysis describing the situation prior to QAFM Project inception, taking 2008 as the baseline year, which was aligned to the project logframe outcome and impact indicators; to collect data on current status to compare project outcome (and where possible impact) in improved fish handling sites in comparison with the baseline as well as with comparable non-improved fish landing sites as control group. The study was conducted through secondary data search from sources at NaFIRRI, DFR and ICEIDA. Field data collection was carried out using a sample survey covering 312 respondents including boat and gear owners, crew members, processors and traders at eight project and two control landing sites. Key Informant Interviews were conducted with DFOs and BMU leaders in the study districts and landing sites respectively.

The Place of Philosophy in Management

Our purpose is to not to define a particular philosophy of management, but rather to demonstrate some of the ways in which philosophy – ethics, metaphysics, epistemology, logic and æsthetics – contributes to the practice of management. We identify a number of contemporary management questions, procedures or issues where the application of philosophical approaches are relevant, and show how philosophical skills, an understanding of philosophical principles or exposure to philosophical discussion can contribute to improved management practice. In some ways the paper is a report on progress in the quest begun by Nigel Laurie and Christopher Cherry in the first issue of Philosophy of Management, formerly Reason in Practice (2001) when they asked why philosophers have interested themselves so little in the entire field of management. We include some examples where philosophers have written about management, some where managers have shown the direct impact of philosophy on management effectiveness and some where potential remains. In much we see links to process philosophy, and to the need for conversation and reflection by and between managers and philosophers. This does not of itself show how philosophy can contribute to management education. A brief final section discusses the way in which moral creativity skills can be developed through reflection, and describes how this has been done in the Manufacturing Leaders’ Programme at the Institute for Manufacturing at Cambridge and in the International Management Ethics & Values course taught to undergraduate management students in Adelaide, Singapore and Hong Kong. This will be taken up in a subsequent paper.

Ageing, Adaption and Accessibility: Time for the Inclusive Revolution!

Information and Communication Technology (ICT) is becoming increasingly central to many people’s lives, making it possible to be connected in any place at any time, be unceasingly and instantly informed, and benefit from greater economic and educational opportunities. With all the benefits afforded by these new-found capabilities, however, come potential drawbacks. A plethora of new PCs, laptops, tablets, smartphones, Bluetooth, the internet, Wi-Fi (the list goes on) expect us to know or be able to guess, what, where and when to connect, click, double-click, tap, flick, scroll, in order to realise these benefits, and to have the physical and cognitive capability to do all these things. One of the groups most affected by this increase in high-demand technology is older people. They do not understand and use technology in the same way that younger generations do, because they grew up in the simpler electro-mechanical era and embedded that particular model of the world in their minds. Any consequential difficulty in familiarising themselves with modern ICT and effectively applying it to their needs can also be exacerbated by age-related changes in vision, motor control and cognitive functioning. Such challenges lead to digital exclusion. Much has been written about this topic over the years, usually by academics from the area of inclusive product design. The issue is complex and it is fair to say that no one researcher has the whole picture. It is difficult to understand and adequately address the issue of digital exclusion among the older generation without looking across disciplines and at industry’s and government’s understanding, motivation and efforts toward resolving this important problem. To do otherwise is to risk misunderstanding the true impact that ICT has and could have on people’s lives across all generations. In this European year of Active Ageing and Solidarity between Generations and as the British government is moving forward with its Digital by Default initiative as part of a wider objective to make ICT accessible to as many people as possible by 2015, the Engineering Design Centre (EDC) at the University of Cambridge collaborated with BT to produce a book of thought pieces to address, and where appropriate redress, these important and long-standing issues. “Ageing, Adaption and Accessibility: Time for the Inclusive Revolution!” brings together opinions and insights from twenty one prominent thought leaders from government, industry and academia regarding the problems, opportunities and strategies for combating digital exclusion among senior citizens. The contributing experts were selected as individuals, rather than representatives of organisations, to provide the broadest possible range of perspectives. They are renowned in their respective fields and their opinions are formed not only from their own work, but also from the contributions of others in their area. Their views were elicited through conversations conducted by the editors of this book who then drafted the thought pieces to be edited and approved by the experts. We hope that this unique collection of thought pieces will give you a broader perspective on ageing, people’s adaption to the ever changing world of technology and insights into better ways of designing digital devices and services for the older population.

Leadership of healthcare commissioning networks in England: a mixed-methods study on clinical commissioning groups.

To explore the relational challenges for general practitioner (GP) leaders setting up new network-centric commissioning organisations in the recent health policy reform in England, we use innovation network theory to identify key network leadership practices that facilitate healthcare innovation.

多对一供应链收入共享契约中的采购优化

为研究多对一供应链结构中基于契约协商的采购优化策略问题及其对改善供应链绩效的影响,针对该供应链结构中零售商具有内生保留利润的特点,建立了以制造商为主方、零售商为从方的Stackelberg主从对策模型;给出了在制造商提供契约条款的对称博弈中,零售商采购策略存在唯一最优解、制造商间的博弈存在唯一对称纳什均衡最优解的证明;讨论了收入共享契约下分散供应链决策同集中供应链决策的关系,限定了该结构中供应链协调的条件。最后,通过仿真实验分析验证了契约参数及产品的可替代性对供应链绩效的影响。

交易型领导的结构和作用机制研究

The Multifactor Leadership theory developed by Bass (1985) has become the new paradigm of leadership research. The empirical results of the effectiveness of transformational and transactional leadership in the literature, however, are not consentient. Researchers in China found the different structure of transformational leadership, but have not developed the transactional leadership. This study attempts to investigate three key questions in the unique Chinese socio-economic context: 1) what is the structure of transactional leadership in China? 2) What are the differences between western countries and China? And 3) what is the relationship between the transformational and transactional leadership mechanism? This study examines data collected from 3,500 participants, using Explored Factor Analysis (EFA), Confirmed Factor Analysis (CFA), Hierarchical Regression Analyses, partial correlations and other statistics methods. The major finings are listed as follows： Firstly, inductive methods was used to explore the structure of transactional leadership and the result show that transactional leadership is a four dimensions structure which includes contingent reward, contingent punishment , process control and anticipated investment. Reliability analysis, item analysis, EFA and CFA show the reliability and validity of the transactional leadership questionnaire we designed is good enough, the design of the item is effectively and properly. Contrast to other researches, anticipated investment emphasis on the leader’s recessive investment for subordinate, and this kind of transaction is quite special under the Chinese culture. While the content of the contingent reward with the contingent punishment is wider than the contingent reward in the western country, and the process control is wider than the management by exception and including goal setting and the management during the process. Secondly, hierarchical regression analyses showed that transformational and transactional leadership were significant positively related with in-role performance, extra-role performance, satisfaction and leadership effectiveness while negatively related to intention to leave. The effects of transactional and transformational leadership are different. Transactional leadership could significantly predict intention to leave controlling for transformational leadership, while transformational leadership could significantly predict in-role performance, extra-role performance, satisfaction and leadership effectiveness controlling for transactional leadership. Thirdly, the income level and the rank of subordinates are the moderators between the transformational, transactional leadership and leadership effectiveness. The leadership effectiveness of transactional leadership would decrease as the rank of subordinates increased, while the leadership effectiveness of transformational leadership would increase as the rank of subordinates increased. Transactional leadership is positively related to the effectiveness when the level of the subordinate income is low, but negatively related to the effectiveness when the level of the subordinate income is high. However the income level of the subordinate could not influence the leadership effectiveness of transformational leadership.

工作幸福感的结构、测量及作用机制

With the emergence and development of positive psychology, happiness has been the focus of academia and business. However, there is no uniform measure of happiness, because of many different theories of happiness, which are not compatible with others. It bounds the further development of happiness theory. It is also the same with the research of work well-being, which refers to the emotional experience and quality of psychological functioning of employee in the workplace. Subjective well-being (SWB) and psychological well-being (PWB) are two major theories of happiness. Prior research has demonstrated the integration of these two theories theoretically, but still needs more empirical support. Besides, in line with the development of positive psychology, a body of knowledge about positive leadership is advocated. Transformational leadership is treated as one kind of positive leadership, since it emphasizes the leader’s motivational and elevating effect on followers. But the extent to which the transformational leadership can enhance work well-being, and what the mechanism is, these are the questions need to be explored. Based on the integration of SWB and PWB, this research tried to investigate the structure, measurement and mechanism of work well-being, and combining with the theory of transformational leadership, this study also tried to investigate the relationship between transformational leadership and work well-being. The structure and measurement of work well-being, the relationships between work well-being and job characteristics (including job resources and job demands), the relationships among transformational leadership, job resources, work well-being and corresponding outcomes, the relationships among transformational leadership, job demands, work well-being and corresponding outcomes, and the relationships among transformational leadership, group job characteristics, group work well-being and corresponding group outcomes were explored by using content analysis, Subject Matter Experts (SMEs) discussion, and structural questionnaire surveys. More than 7000 subjects were surveyed, and Explore Factor Analysis (EFA), Confirm Factor Analysis (CFA), Structural Equation Modeling (SEM), Hierarchical Linear Modeling (HLM) and other statistics methods were used. The following is the major conclusions. Firstly, work well-being is a two high-order factors structure, which includes affective well-being (AWB) and cognitive well-being (CWB). AWB is similar to SWB, and CWB is similar to PWB. Besides, the construct of AWB includes sub-dimensions of positive emotional experience and negative emotional experience. And the construct of CWB consists of work autonomy, personal growth, work competent, and work significance. Secondly, the relationships between job characteristics and AWB and CWB are different. On one hand job demands are directly related to AWB, and are indirectly related to CWB through the full mediation of AWB, on the other job resources are directly related to CWB, and are indirectly related to AWB through the full mediation of CWB, which means AWB and CWB reciprocally influences each other in the model of job demands-resources. These results were concluded as the process model of work well-being. Thirdly, AWB and CWB are positively related to many workplace outcomes, including job satisfaction, group satisfaction, organizational commitment, turnover intention, job performance, organizational citizenship behavior (OCB), and general psychological health and general physiological health. Fourthly, transformational leadership is indirectly related to CWB through the full mediation of job resources, and is related to AWB through the partial mediation of job demands. Meanwhile, transformational leadership is related to many workplace outcomes through the mediation of job characteristics and work well-being. These results implied that transformational leadership is indeed one kind of positive leadership. Fifthly, in the group level, transformational leadership is indirectly related to group CWB through the full mediation of group job resources, and is related to group AWB through the full mediation of group job demands. Group AWB has positive influence on group CWB, but not vice versa. Group job characteristics and group work well-being fully mediate the relationships between transformational leadership and intragroup cooperation and group performance.

工作群体有效性评价及群体工作设计

This thesis study the problem of work group effectiveness and group job design according to extensive literature investigation and the analysis of realistic background. The whole research consists of four parts: (1) The evaluation of work group effectiveness, the aim is to search to criteria that can describe and analysis work group, and explore the cognitive dimensions of effectiveness of Chinese subjects; (2) The study on the relationship between group job characteristic and effectiveness, the aim is to find the general correlation between work group characteristic and effectiveness, and try to search the most important core variable; (3) The study on the preference for the way of group work; (4) The study of the relationship between group composition and group effectiveness, try to examine how different approaches of personnel selection influence work results. The results indicate: (1) The evaluation of group effectiveness mainly consists of two dimensions: performance and the employee's attitude and feelings toward the group, so we can use these two dimensions and corresponding criteria as the standard of effectiveness evaluation. (2) According to the analysis of related literature, we can determine work group characteristic from five aspects: job design, the interdependence among members, group composition, organizational background, group process. (3) Experimental study find that different group job characteristics have different relationship models with effectiveness criteria. Job design, the interdependence among group members, group composition have significant correlation relationships with two kinds of effectiveness criteria; organizational background mainly has relationships with satisfaction criteria; group process mainly has relationships with performance criteria. (4) The choice for people to select the way of group work has the consistency, that is people prefer to "Self--managed work groups"; but different groups have the difference, the main group dimension is the difference between group members and group leaders. (5) Work groups which were composed accordingly to interpersonal attraction have higher levels of communication, coordination, group cohesion and job satisfaction than ability--based groups based. But the performance evaluation under these two conditions has no difference. The thesis analysis and discuss the research results, also point out several questions that needed to be explored further and the possible research directions in the future. This study has some reference value in group--level performance appraisal and reward design, the content and method of group--level job design, and personnel selection of group, etc.

培训迁移效果影响因素的初步研究

The influence of climate of transfer and trainees' personality on transfer behavior is studied systematically by using interview, questionnaire survey and on-the-spot experiment. The results are: 1, The climate of transfer of training influences directly the frequency of transfer behavior. Time and leaders' positive feedback can discriminate between different levels of transfer behavior. 2, Trainees' idea of the applicability of training programs can influence directly the frequency of transfer behavior. In the meantime, trainees' idea of the applicability of training programs is influenced directly by zero feedback, his flexibility and self-efficacy. 3, Zero feedback, time support and colleagues' support can discriminate between different type of climate of transfer of training. In different type of climate, the percent of trainees showing different level of transfer behavior is significant different.

Hamas in Politics: Democracy, Religion, Violence

Gunning, Jeroen, Hamas in Politics: Democracy, Religion, Violence (London: Hurst Publishers Ltd, 2007), pp.xiv+310 RAE2008

Dying for 'Enduring Freedom': Accepting Responsibility for Civilian Casualties in the War against Terrorism

Wheeler, Nicholas, 'Dying for `Enduring Freedom': Accepting Responsibility for Civilian Casualties in the War against Terrorism', International Relations (2002) 16(2) pp.205-225 RAE2008

A Concise History of France

Price, Roger, A Concise History of France (Cambridge: Cambridge University Press, 2005), pp.xiii+491 RAE2008

Rola Francji i Niemiec w procesie integracji europejskiej w latach 1992-2007

Francja i Niemcy przez stulecia walczyły o zdobycie władzy i przejęcie wpływów na kontynencie europejskim i traktowały siebie nawzajem jako największe zagrożenie. Jednak tragiczna pierwsza połowa XX wieku przyniosła z jednej strony pragnienie zapewnienia, iż okropności wojny już nigdy się nie powtórzą, a z drugiej strony poczucie, że nieodzowna jest zmiana dwustronnych stosunków panujących między Berlinem a Paryżem. Konieczność stworzenia przestrzeni wolności i współpracy doprowadziła niegdysiejszych wrogów do stworzenia idei integracji najważniejszych części gospodarki. Pomysł zjednoczenia krajów Europy Zachodniej przekształcił się w kolejnych latach w symbol zaangażowania francusko-niemieckiego. Dwie republiki stały się rdzeniem europejskiej współpracy i spiritus movens zmian politycznych, ekonomicznych i instytucjonalnych w powojennej Europie. Po upadku komunizmu w 1989 roku ich rola zyskała nowy wymiar w odmiennych warunkach geopolitycznych - od momentu podpisania Traktatu z Maastricht w 1992 roku francusko-niemiecki duet powiększył swe znaczenie i wpływ na politykę nowej Unii Europejskiej. Realizacja zapisów Traktatu z Maastricht i kolejnych dokumentów, w tym Traktatu z Lizbony, koncentracja na kwestiach reform instytucjonalnych, jak również przygotowania do wschodniego rozszerzenia UE mogą być rozpatrywane jedynie w odniesieniu do wspólnych działań prowadzonych przez nadreński tandem. Realizacja trzech filarów integracji: współpracy w wymiarze ekonomicznym i społecznym, wspólnej polityki zagranicznej i bezpieczeństwa, jak również współpracy policyjnej i sądowej w sprawach karnych, podkreślają znaczenie couple franco-allemand i zwracają uwagę na rolę lidera, jaką Paryż i Berlin odgrywają w dziedzinie integracji.