Communicable Disease Center, Atlanta, Ga. ... for the Nation's Health. Orientation and training manual.

Mode of access: Internet.

For the nation's health; orientation & training manual.

Mode of access: Internet.

Sexual orientation : an issue of workplace diversity : a report by the Ad-Hoc Committee of the Regional Civil Rights Committee /

"United States Department of Agriculture, Forest Service, Pacific Southwest Region"--Cover.

Enhancing performance through the introduction of customer orientation into the building components industry

Purpose: This paper aims to describe an investigation into how company performance can be improved by integrating internal and external customers and technology. The approach was developed, implemented and evaluated in the operations of the building components industry. The research was carried out in the precast concrete division of a Singapore company. Design/methodology/ approach: For the purpose of undertaking the investigation an exploratory case study approach was used. This was divided into conceptual and action research stages. The action research was also used to implement the changes in the company. Questionnaire surveys were carried out among company employees and external customers to assess the effect of these changes. Results of the investigation were derived using content and statistical analysis. Triangulation between three sources was used for validating the data. Findings: The exploratory case study strategy resulted in rich research data, which provided evidence of the changes taking place and integration happening, leading to improved performance. The action research approach proved a powerful tool where the uncertainty of outcomes makes it near impossible to make accurate forecasts. Another output of the research was the development of an "integrated customer orientation" (ICO) model. Research limitations/implications: The research in this paper used a single site action research investigation so should be interpreted within the specific company and industry context. There are implications for theory and practice in a number of areas of production and marketing as well as contributions to understanding about productivity improvement and organisational development. The investigation also fulfils the dual objectives of action research by contributing to both knowledge and practice. Originality/value: The paper describes a unique approach towards improving productivity, quality and service through the use of action research to implement changes, as well as providing the research evidence to evaluate both the process of implementation and results achieved. © Emerald Group Publishing Limited.

Measuring internal market orientation

Internal marketing has been discussed in the management and academic literature for more than three decades, yet it remains ill defined and poorly operationalized. This article responds to calls to develop a single, clear understanding of the construct, to develop an instrument to measure it, and for empirical evidence of its impact. Existing conceptualization of internal marketing are explored, and a new, multidimensional construct, internal market orientation (IMO), is developed. IMO represents the adaptation of market orientation to the context of employer-employee exchanges in the internal market. The article describes the development of a measure of IMO in a retail services context. Five dimensions of IMO are identified and confirmed. These describe different managerial behaviors associated with internal marketing. The impact of IMO on important organizational factors is also explored. Results indicate positive consequences for customer satisfaction, relative competitive position, staff attitudes, staff retention and staff compliance. © 2005 Sage Publications.

The impact of regulation and ownership structure on market orientation in the tourism industry in China

The nature of market orientation and its impact on business performance and other related outcomes have been extensively researched in a range of service contexts including tourism. In contrast, our understanding of the factors that influence market orientation is still limited. This paper reports on a study that contributes to our understanding of the determinants of market orientation within the tourism sector by focusing specifically on the role played by two strategically important variables, namely government regulation and ownership structure. The study analyses two national samples of hotels and travel services in the rapidly growing tourism industry in China. The hotel sector has been open to foreign investment for two decades and has a diversified ownership structure, whereas the travel services sector has been dominated by government owned firms and relatively closed to foreign investment. The results of the survey suggest that of the two new antecedents, only government regulation has a significant role to play in driving market orientation. Internally, access to appropriate managerial and marketing capabilities was identified as a significant predictor of the development of market orientation.

Customer orientation and innovativeness:differing roles in new and old Europe

Burgess and Steenkamp [Burgess, S. M., & Steenkamp, J. (2006). Marketing renaissance: How research in emerging markets advances marketing science and practice. International Journal of Research in Marketing, 23(4), 337-356.] have pointed out that marketing knowledge derives almost exclusively from research conducted in high income, industrialized countries. However, the generalizability of marketing knowledge should also be tested in emerging markets. We demonstrate that returns on customer orientation and organizational innovativeness play out differently in New versus Old Europe. Contrary to previous research, we find that customer focus is at least as important in New Europe as in our Old European country, while organizational innovativeness appears more important in New Europe to drive both customer service and financial performance.

Effective forms of market orientation across the business cycle:a longitudinal analysis of business-to-business firms

Macroeconomic developments, such as the business cycle, have a remarkable influence on firms and their performance. In business-to-business (B-to-B) markets characterized by a strong emphasis on long-term customer relationships, market orientation (MO) provides a particularly important safeguard for firms against fluctuating market forces. Using panel data from an economic upturn and downturn, we examine the effectiveness of different forms of MO (i.e., customer orientation, competitor orientation, interfunctional coordination, and their combinations) on firm performance in B-to-B firms. Our findings suggest that the impact of MO increases especially during a downturn, with interfunctional coordination clearly boosting firm performance and, conversely, competitor orientation becoming even detrimental. The findings further indicate that both the role of MO and its most effective forms vary across industry sectors, MO having a particularly strong impact on performance among B-to-B service firms. The findings of our study provide guidelines for executives to better manage performance across the business cycle and tailor their investments in MO more effectively, according to the firm's specific industry sector.

The influence of culture and market orientation on services brands:insights from Irish banking and retail firms

Purpose: This paper aims to examine the influence of the culture of the service firm on its interpretation of the role of the brand and on the development and implementation of its brand values. Design/methodology/approach: A grounded theory approach was used. Interviews were conducted with 20 managers within two leading banking firms in Ireland and two leading grocery retailers in Ireland. Findings: The development of the brand, and its role within the firm, is closely related to the firm's culture. The research shows obstacles and opportunities created by the cultural context of firms wishing to disseminate and embed a set of brand values. The paper presents an "involvement model" of brand values implementation and outlines changes required to implement brand values. Research limitations/implications: The study was bound by access to firms, and managers' availability. The authors sought an insight into the relationship between each firm's culture and its brands. They advocate quantitative research to further investigate the findings within these service sectors and to test proposed antecedents (transformational leadership, employee involvement) and outcomes (employee-based brand equity and consumer-based brand equity) of values adoption. Practical implications: The paper identifies aspects of retail and banking cultures which support or detract from brand development. In particular, it presents the learnings from successful brand values implementation in a clan culture, aspects of which are applicable across other cultures. Originality/value: The paper provides valuable insights into the role of the brand within the service firm and the positive and negative influence of context on brand values and their development and implementation. © Emerald Group Publishing Limited.

La pratique de l'orientation dans les organisations: un champ d'intervention à développer pour les conseillères et les conseillers d'orientation

Nous voilà rendus à l'aube du troisième millénaire. Que de changements se sont produits depuis la révolution industrielle. Selon plusieurs auteurs cités par Defrenne et Delvaux (1990), nous sommes maintenant arrivés à la société postindustrielle que certains appellent la société super-industrielle, la post-civilisation, la société technétronique, la société technicisée et, pour Defrenne et Delvaux (1990), il s'agit de la société de l'incertitude. Pour eux, elle est une réplique du chaos planétaire où l'organisation se fait, se défait et se refait, jamais tout à fait semblable. Il nous apparaît important de définir ce que nous entendons par "organisation". Il s'agit d'un «groupement, association en général d'une certaine ampleur, qui se propose des buts déterminés» (Dictionnaire Petit Larousse, 1993) comme les organisations privées, publiques et para-publiques. Dans les organisations, ce véritable chaos se traduit par des processus de restructuration où l'on accorde souvent davantage d'importance à l'organisation et ses structures, et ce au détriment des individus qui y travaillent. Il en résulte une perte du potentiel des travailleurs, ce qui occasionne un déficit au plan des ressources humaines dont on ne soupçonne pas les conséquences pour l'organisation et les individus. Les propos qu'entretiennent les deux auteurs sont assez éloquents à ce sujet: «Les points de repères disparaissent sans être remplacés par d'autres, imprévus et imprévisibles, ils s'avèrent impuissants à faire face au changement, dont les composantes non gérées deviennent synonymes de facteurs de désordre. C'est pourquoi l'univers professionnel et la vulnérabilité des travailleurs reproduisent la fragilité de l'organisation. Ce désordre se traduit à l'intérieur des entreprises par des vécus désadaptatifs et des conduites dysfonctionnelles, de tous genres au travail. Ils entraînent des coûts psychologiques, sociaux, financiers et économiques importants. Ils peuvent aller jusqu'à ruiner les politiques, les stratégies et détruire l'image de l'organisation. À l'extérieur, les faits divers rapportent des incidents qui témoignent de fautes de gestion ou de spéculations douteuses, dévoilent les carences en matière d'intervention efficace, placent l'ensemble des entreprises dans un environnement mouvant et mutant par rapport auquel elles sont sommées de se réajuster perpétuellement.» (Defrenne et Delvaux 1990, p. 23) Cette société de l'incertitude, que nous décrivent ces deux auteurs, n'est pas sans conséquences pour les différents acteurs des organisations face à de futurs scénarios multiples, irréversibles et imprévisibles, engendrant des coûts dont on ne peut soupçonner l'ampleur. Devant de tels changements, la plupart des travailleurs vivront des transitions au cours de leur vie personnelle et professionnelle. Le conseiller d'orientation, un travailleur faisant partie de ce monde en mutation, est lui aussi touché. Il voit sa pratique se modifier, ses champs d'intervention traditionnelle se transforment peu à peu et d'autres commencent à s'ouvrir. À la différence de bien des travailleurs, le conseiller d'orientation possède des compétences et des connaissances qui lui seront très utiles dans un tel contexte de changement. En outre, il pourra les mettre au service des organisations aux prises avec de nouveaux besoins organisationnels engendrés par la société postindustrielle. Comme il devient impératif de tenir compte de plus en plus des besoins de l'individu dans une nouvelle gestion des ressources humaines, on ne doit pas seulement gérer les effectifs mais l'on doit également les développer et les mobiliser autour d'objectifs communs que sont ceux de l'organisation et des individus. Pour en arriver à mobiliser les travailleurs et les gestionnaires autour d'une même vision de l'organisation, certaines pratiques dans la gestion des ressources humaines doivent être renouvelées et appuyées par des programmes de développement de carrière, de formation de la main-d'oeuvre, d'aide aux transitions personnelles et professionnelles et par le développement des politiques de gestion des ressources humaines. Un grand défi demeure pour les organisations: comment faire face à de tels changements qui affectent à la fois la culture de l'organisation, les politiques, les méthodes de travail, les relations entre les travailleurs et le personnel cadre. Tout se bouscule pour eux à une vitesse qui est hors de contrôle, d'où l'importance pour les dirigeants de s'ouvrir à de nouvelles formes de gestion et de s'entourer de professionnels spécialisés dans les problématiques de l'individu au travail. La présente étude vise à tracer le portrait de la situation actuelle au Québec concernant la pratique des conseillers d'orientation dans les organisations. Ce document se divise en trois parties. Dans un premier temps, vous prendrez connaissance au chapitre 1 de la problématique dans laquelle vous retrouverez des informations concernant l'historique et l'évolution de la profession de conseiller d'orientation au coeur des transformations du marché du travail. Au chapitre 2, nous abordons la méthodologie utilisée pour la réalisation de cette enquête. Au chapitre 3, nous terminons enfin par l'analyse des résultats et l'interprétation. Cette consultation menée auprès des conseillers pratiquant dans les organisations, à titre soit d'employé, soit de consultant, nous a permis de recueillir plusieurs données concernant leurs caractéristiques, leurs pratiques et leurs besoins. Pour terminer, nous vous faisons part de nos conclusions.

Analyse descriptive de deux filiales de service social : Roberval et Dolbeau

Il s'agit de la présentation de la description de deux filiales de service social dont l'une héritait d'orientations traditionnelles et l'autre débutait selon l'esprit de la loi des Services de Santé et des Services Sociaux. Ce travail se situe au niveau d'une action précise dans le domaine du service social. La première partie sera consacrée à une critique sommaire des objectifs et du fonctionnement de l'agence de Service Social du Diocèse de Chicoutimi des années 1970-72. Je retiendrai trois principes, soit l'accessibilité des services, la participation de la population et la flexibilité des interventions qui nous guideront dans l'orientation d'une filiale à Dolbeau. La deuxième partie consistera en une description comparative des objectifs et du fonctionnement entre deux filiales, soit celle de Roberval, modèle de la filiale traditionnelle en évolution et la nouvelle filiale, celle de Dolbeau, ouverte au début de l'année 1972, et orientée selon l'esprit de la nouvelle loi des Services de Santé et des Services Sociaux. Cette étude comparative nous permettra d'élaborer des hypothèses d'évaluation d'objectifs, de personnel et de rendement pour les deux filiales concernées, et c'est ce qui complétera le présent travail dans la troisième partie. [...]

Internal market orientation and market/oriented behaviours

Purpose – The purpose of this empirical paper is to investigate internal marketing from a behavioural perspective. The impact of internal marketing behaviours, operationalised as an internal market orientation (IMO), on employees' marketing and other in/role behaviours (IRB) were examined. Design/methodology/approach – Survey data measuring IMO, market orientation and a range of constructs relevant to the nomological network in which they are embedded were collected from the UK retail managers. These were tested to establish their psychometric properties and the conceptual model was analysed using structural equations modelling, employing a partial least squares methodology. Findings – IMO has positive consequences for employees' market/oriented and other IRB. These, in turn, influence marketing success. Research limitations/implications – The paper provides empirical support for the long/held assumption that internal and external marketing are related and that organisations should balance their external focus with some attention to employees. Future research could measure the attitudes and behaviours of managers, employees and customers directly and explore the relationships between them. Practical implications – Firm must ensure that they do not put the needs of their employees second to those of managers and shareholders; managers must develop their listening skills and organisations must become more responsive to the needs of their employees. Originality/value – The paper contributes to the scarce body of empirical support for the role of internal marketing in services organisations. For researchers, this paper legitimises the study of internal marketing as a route to external market success; for managers, the study provides quantifiable evidence that focusing on employees' wants and needs impacts their behaviours towards the market. © 2010, Emerald Group Publishing Limited

Toward Self-Organising Service Communities

This paper discusses a framework in which catalog service communities are built, linked for interaction, and constantly monitored and adapted over time. A catalog service community (represented as a peer node in a peer-to-peer network) in our system can be viewed as domain specific data integration mediators representing the domain knowledge and the registry information. The query routing among communities is performed to identify a set of data sources that are relevant to answering a given query. The system monitors the interactions between the communities to discover patterns that may lead to restructuring of the network (e.g., irrelevant peers removed, new relationships created, etc.).