Development of Multisector Alliances (MSAs): Organization and Leadership. ACES Working Papers, 2012

The research team reviewed numerous several multi- sectoral entities and identified nine GGNs that became the subject of our case studies. The research team conducted semi-structured interviews with executives and staff from each of these GNNs and prepared a profile, including a description of the unique evolution of the organization, goals and objectives, organizational structure and governance arrangements for each GGN. The following list provides an overview of the nine GGNs profiled: 1. Every Woman Every Child is an unprecedented global effort that mobilizes and amplifies action by governments, multilaterals, the private sector, research centers, academia and civil society to address life-threatening health challenges facing women and children globally. 2. HERproject catalyzes global partnerships and local Networks to improve female workers’ general and reproductive health in eight emerging economies. 3. R4 Rural Resilience Initiative is a cutting-edge, strategic, large-scale partnership between the public and private sectors to innovate and develop better tools to help the world’s most vulnerable people build resilient livelihoods. 4. Extractive Industry Transparency Initiative is a coalition of governments, companies, civil society groups, investors and international organizations that aims to improve transparency and accountability in the extractives sector. 5. Global Network for Neglected Tropical Diseases works with international partners at the highest level of government, business and society to break down the logistical and financial barriers to delivering existing treatments for the seven most common neglected tropical diseases. 6. Global Alliance for Improved Nutrition is an alliance that supports public-private partnerships to increase access to the missing nutrients in diets necessary for people, communities and economies to be stronger and healthier. 7. Inter-Agency Network For Education in Emergencies is a global Network of individuals and representatives from NGOs, United Nations and donor agencies, governments, academic institutions, schools and affected populations working to ensure all persons have the right to a quality and safe education in emergencies and post- crisis recovery. 8. mHealth Alliance works with diverse partners to advance mobile-based or mobile-enhanced solutions that deliver health through research, advocacy, support for the development of interoperable solutions and sustainable deployment models. 9. The Rainforest Alliance is a global non-profit that focuses on environmental conservation and sustainable development and works through collaborative partnerships with various stakeholders.

Organization of collection development : a spec kit /

Mode of access: Internet.

Organization and functional statements for the Agency for International Development /

Mode of access: Internet.

The agricultural development of Peru ; report of a mission organized by the Food and Agriculture Organization of the United Nations and the International Bank for Reconstruction and Development at the request of the Government of Peru.

pt. 1. General report -- pt. 2. Detailed report.

History of the Typographical union, its beginnings, progress and development, its beneficial and educational features together with a chapter on the early organization of printers.

Plate "Philadelphia typographical society," facing pl 56, accompanied by leaf with descriptive letterpress.

The history of the Colored Methodist Episcopal church in America: comprising its organization, subsequent development, and present status.

"Biography of the author. By J. W. Smith ...": p. 7-13-

Eredményes projektszervezet kialakítása funkcionális, hierarchikus szervezetek esetén: egy példa az államigazgatásból (Development of effective project organization in functional, hierarchical organizations: an example from public administration)

Az államigazgatásban – itthon és külföldön is – a projektek jelentős százaléka időben csúszik, nem azt eredményezi, amit eredetileg elvártak, a szakmai résztvevők szerint túladminisztrált, a munkatársak tevékenysége nem áttekinthető. Ezeknek a problémáknak a nagy része a projektszervezet és a hierarchikusfunkcionális- hivatali szervezet egymás mellett éléséből és a nehezen szinkronizálható együttműködésből fakad. A cikkben egy, a gyakorlatban bevált módszertant mutat be a szerző, amely adott feltételrendszer mellett nagymértékben kiküszöböli a fent említett hiányosságokat és a szervezet napi működésébe illeszkedő tevékenységek sorozatára vezeti vissza a projekttevékenységeket. A módszer egy gyakorlati problémából – a volt APEH-es és VP-s rendszerek integrálása a NAV-ba – indult ki, azonban a szerző véleménye szerint alkalmazható más, funkcionális alapokon felépülő szervezetnél is. _____ The high percentage of public sector projects slips in time, the result is not that what was expected initially, those are overadministrated by according to the professional participants’ opinion, and the activity of staff does not clear. In this article the author describes a best practice methodology, which led the project activities to series of activities which fit to the organization’s daily operations. The method started from a practical problem, but according to the author’s opinion it can be applied to other structured functional basis organizations.

Development and implementation of a tool to assess the micro/macro elements in an organization

This study examines the congruency of planning between organizational structure and process, through an evaluation and planning model known as the Micro/Macro Dynamic Planning Grid. The model compares day-to-day planning within an organization to planning imposed by organizational administration and accrediting agencies. A survey instrument was developed to assess the micro and macro sociological analysis elements utilized by an organization.^ The Micro/Macro Dynamic Planning Grid consists of four quadrants. Each quadrant contains characteristics that reflect the interaction between the micro and macro elements of planning, objectives and goals within an organization. The Over Macro/Over Micro, Quadrant 1, contains attributes that reflect a tremendous amount of action and ongoing adjustments, typical of an organization undergoing significant changes in either leadership, program and/or structure. Over Macro/Under Micro, Quadrant 2, reflects planning characteristics found in large, bureaucratic systems with little regard given to the workings of their component parts. Under Macro/Under Micro, Quadrant 3, reflects the uncooperative, uncoordinated organization, one that contains a multiplicity of viewpoints, language, objectives and goals. Under Macro/Under Micro, Quadrant 4 represents the worst case scenario for any organization. The attributes of this quadrant are very reactive, chaotic, non-productive and redundant.^ There were three phases to the study: development of the initial instrument, pilot testing the initial instrument and item revision, and administration and assessment of the refined instrument. The survey instrument was found to be valid and reliable for the purposes and audiences herein described.^ In order to expand the applicability of the instrument to other organizational settings, the survey was administered to three professional colleges within a university.^ The first three specific research questions collectively answered, in the affirmative, the basic research question: Can the Micro/Macro Dynamic Planning Grid be applied to an organization through an organizational development tool? The first specific question: Can an instrument be constructed that applies the Micro/Macro Dynamic Planning Grid? The second specific research question: Is the constructed instrument valid and reliable? The third specific research question: Does an instrument that applies the Micro/Macro Dynamic Planning Grid assess congruency of micro and macro planning, goals and objectives within an organization? The fourth specific research question: What are the differences in the responses based on roles and responsibilities within an organization? involved statistical analysis of the response data and comparisons obtained with the demographic data. (Abstract shortened by UMI.) ^

Prenatal augmented auditory stimulation and visual system development: Effects of timing on intersensory organization

This study investigated the effects of augmented prenatal auditory stimulation on postnatal visual responsivity and neural organization in bobwhite quail (Colinus virginianus). I delivered conspecific embryonic vocalizations before, during, or after the development of a multisensory, midbrain audiovisual area, the optic tectum. Postnatal simultaneous choice tests revealed that hatchlings receiving augmented auditory stimulation during optic tectum development as embryos failed to show species-typical visual preferences for a conspecific maternal hen 72 hours after hatching. Auditory simultaneous choice tests showed no hatchlings had deficits in auditory function in any of the groups, indicating deficits were specific to visual function. ZENK protein expression confirmed differences in the amount of neural plasticity in multiple neuroanatomical regions of birds receiving stimulation during optic tecturn development, compared to unmanipulated birds. The results of these experiments support the notion that the timing of augmented prenatal auditory stimulation relative to optic tectum development can impact postnatal perceptual organization in an enduring way.^