Autonomia, integração regional e política externa brasileira: Mercosul e Unasul

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

La Politique linguistique éducative du Cameroun: attitudes et représentations relatives à l'intégration des langues nationales dans les écoles primaires de l'Adamaoua

At the moment actions are undertaken in order to introduce National Languages in Primary Schools, it is interesting to study The Cameroon linguistic and educational policy: Attitudes and Representations relating to the Integration of national languages in the Adamawa Primary Schools. This study on images is a survey carried out with the collaboration of 115 teachers, 120 parents and some of the Adamawa educational Responsibles. The fundamental question which guides this survey is: are Attitudes and Representations of the Adamawa educational actors favourable to the Introduction of National Languages in the Primary Schools of that Region ? Our research’s hypothesis is that these perceptions impede the implementation of this policy. In the end of the data processing and the analysing of the field’s information, we are led to the following results. The basic education actors of the Adamawa Region don’t have information about legal and constitutional texts that support promotion and teaching of local languages. Nevertheless, they are disposed to support this policy. They propose fulani as the first language to be taught and the other languages after. But also, the selection of these languages is smeared by demeaning stereotypes. That’s why we recommend the organisation of wide Sensitization Campaigns destined for all the educational actors, the implication of ENIEG in the formation of teachers in local languages, and finally, the introduction of specific Contents for the teaching of National Languages in Cameroonian Primary Schools.

Politique étrangère suisse

Le conseiller fédéral Didier Burkhalter a pris la direction du Département fédéral des affaires étrangères (DFAE). – Le parlement a octroyé un crédit de 11.35 milliards de francs pour la coopération internationale 2013-2016. – Le Conseil fédéral a activé la clause de sauvegarde envers les Etats de l’UE-8. – Les questions institutionnelles ont continué à bloquer les relations bilatérales avec l’UE. – L’Allemagne et les Etats-Unis ont maintenu la pression sur la place financière suisse lors des négociations d’accords de double-imposition. – Le peuple a refusé l’initiative de l’ASIN « La parole au peuple ! ». – La Suisse a pris position sur le conflit syrien en instaurant des sanctions contre le régime. – La Suisse a fêté ses 10 ans d’adhésion à l’ONU et a reçu son secrétaire général Ban Ki-Moon. – La Suisse a accueilli à Berne le Prix Nobel de la Paix Aung San Suu Kyi et a ouvert une ambassade au Myanmar.

Innovation, Coordination, and Positioning: Locational Policies of Secondary Capital City Regions

Capital cities that are not the economic centers of their nations - so-called secondary capital cities - tend to be overlooked in the field of political science. Consequentially, there is a lack of research and resulting theory describing their political economy and their formulated policies. This paper analyzes how secondary capital cities try to develop and position themselves through the formulation of locational policies. By linking three different theoretical strands - the Regional Innovation System approach, the concept of locational policies, and the regime perspective - this paper proposes a framework to study the the economic and political dynamics in secondary capital cites.