Suchergebnisse

Dear readers,We offer you a new English issue of Envigogika which thematically focuses on case studies of regional sustainable development where social actors play specific roles in communication processes – it documents both the promotion of positive changes at regional level and/or also provide evidence to illuminate seemingly unresolvable conflicts. The concept of social learning from an educational point of view frames this thematic edition – as with any other learning process, stakeholder dialogue has a transformative aspect, the opportunity to confront and possibly change opinions and act on the basis of agreed emergent standpoints. In particular, this collection of case studies specifically tries to illuminate role of science and education in regional development, and attempts to introduce methods of analysis of diverse social relationships as well as practical ways of facilitation of communication processes.In this issue of Envigogika two types of case studies are presented – regional development and regional conflicts. Progress in both is highly dependent on the involvement of actors who shape discussions and consequently frame the issue. Analysis of social aspects is hence highly desirable and first steps undertaken here show some interesting results.The first area of interest (development issues) is a traditional focus of Actor Analysis (AA) and this method is widely used abroad in the envisioning stage and helps to facilitate negotiation processes. In the Czech context however, deliberation processes take place rather spontaneously and without a proper analytical stage, and reflections on negotiations in specific cases illustrates exactly this. A hypothesis about the need for continuous cultivation of democratic conditions in the Czech Republic, (with help of sound scientific analytical methods) specifically concerning deliberation processes, was posed as a result of a collaborative research process. This hypothesis was explored in different ways by our invited authors.To provide a brief overview of the issue:Simon Burandt, Fabienne Gralla and Beatrice John in their article Actor Analysis in Case Studies for (regional) Sustainable Development introduce the Actor Analysis analytical tool used to reflect regional (sustainable) development challenges throughout several articles in this issue. This method can be used with the aim not only of studying social capital, but also to have an impact on decision making and community choices. Its role in describing social players and their interactions, to assist in understanding regional development processes and potential conflicts, and to provide information for strategy development is demonstrated through a specific case (the Ore Mountains). The steps of an actor analysis described in the article can be read as guideline for implementing this analysis and an analytical perspective on this process is provided by this article.An outstanding Czech sustainability oriented local economy project is presented in an article by Jan Labohý, Yvonna Gaillyová and Radim Machů: A sustainability assessment of the Hostětín cider house project. The authors assess the sustainability of the project in relation to different kinds of capital using complex indicators that uncover different aspects of the production process and its local cultural characteristics; moreover, effects to the local economy are measured using the local multiplier effect indicator. From this assessment it is clear that the cider house project meets the primary goals of regional sustainable development in a long term perspective.Another – opposite, negative – case is described by Jan Skalík in the analyses the Debate about the Šumava National Park in the Czech Chamber of Deputies. The article demonstrates persisting conflict and its roots with help of the text analysis method applied to the transcripts of parliamentary debates about National Park Šumava (ŠNP) in the Chamber of Deputies between 1990 and 2013. The relationship between politicians and local people within decision-making process, which is depicted as a consequence of this conflict, is then discussed. Interesting conclusions concern the plurality of dialogue and roles of the actors within it; the influence of scientists on the solutions; and the inflammatory and emotional characteristics of recent debate.As a contrast, which serves as a counterargument to show the power of civic society, Vendula Zahumenská refers to a case in Hradec Králové where environmentalists and local developers have been in conflict concerning the development and commercial use of the Na Plachtě natural monument. This case study shows the role of public participation in environmental protection and describes the specific opportunities for influencing environmental decision-making.But there are cases in CR where declared economic interests are so strong that they eliminate dialogue with civic society – for example, as a result of brown coal mining and its associated industrial development, 106 towns and villages were obliterated in North Bohemia and its population was resettled to newly built prefabricated housing estates. A Case study analysing biographic interviews with the displaced people of Tuchomyšl is presented by Ivana Hermová. The author shows that the former Tuchomyšlers continue to identify strongly with the social space of the obliterated village, and discovers how they reflect on their forced eviction 35 years after the physical destruction of the village.That these conclusions concerning the involvement of social actors might be reflected (and used) in the practice of school education, is described by Alois Hynek, Břetislav Svozil, Jakub Trojan and Jan Trávníček. In a reflection on the Deblínsko landscape project these authors refer to the roles of stakeholders including a university, primary school and kindergarten, and also owners, users, decision-makers, shareholders and stakeholders within public administration. The project is driven by Masaryk University which applies sustainability/security concepts in practice while closely relating these activities with research and teaching. This experience shows that social learning processes can start early among children/pupils/students.A brief analytical overview of cases in this special issue, as well as an overview of information and experiences from a database of case studies from different regions of the Czech Republic and from abroad (compiled by authors beyond the scope of this issue), is provided in an article Potential for social learning in sustainable regional development: analysis of stakeholder interaction … by Jana Dlouhá and Martin Zahradník. The conditions for the success or failure of environmental or sustainable development strategies from a social point of view have been analysed here with a focus on the roles of actors in a dialogue about regional sustainability issues within cooperative or conflict situations and concern for the communication processes among actors, scientists included. As a result of this analysis, interesting hypotheses were formulated, related to the role of future visioning as a ground for discussion, communication frameworks which involve all concerned actors, and the (non)existence of facilitation practices. These findings highlight the importance of reflecting on development issues' social aspects to help understand and promote democratic decision making processes at regional level.The case studies which follow the research section of the issue take the opportunity to provide a colourful depiction of local sustainable development conditions. The Description of old industrial regions in Europe and potential for their transformation is described by Joern Harfst and David Osebik who stress social learning as an important transformative factor. In particular the involvement of research partners may support joint learning effects and knowledge transfer between all actors. Establishment of trusting working relationships may be crucial to overcome certain reservations on all sides before innovative approaches can be pursued successfully.The Vulkanland case study case written by Michael Ober traces the first glimpses of a sustainable development vision for a border region with little hope for economic prosperity to the successful development of a new identity which has reinforced local peoples' self-confidence. The initiators of the project first imagined a future built on different standards than the past and consequently managed to substantially transform this region within a period of 15 years. The 'Steirisches Vulkanland' region now includes 79 municipalities which together promote local, green, self-sustaining businesses and continue to be ambitious about their future visions including achieving energy independence.As part of the theme illustrated in this Special issue and mentioned also within the analysis of the cases is a text Discovery of a supposed extinct settlement species made at Königsmühle in the Ore Mountains (published previously in Envigogika 9/1 last year but worth republishing in English in the context of this thematic issue). Author Petr Mikšíček pays attention to footprints left in the landscape by bygone generations of inhabitants (and also to present-day footprints left by our generation) and struggles to retain this memory for future generations. Clashes with the interests of some of the actors (land owners in this case) are necessary to preserve the footprints that are on the brink of being wiped out.A brief introduction to the new publication Analysis and support for participatory decision-making processes aimed at regional sustainable development strategies through the use of actor analysis methodology which is available fully online here is presented in the Information section of the Issue.From this overview, some general conclusions can be derived:Conflict situations described in this issue emerged when traditional concepts were enforced by strong actors (without joint envisioning and planning with the others); these circumstances usually do not allow for balanced discussions about the future. However the important role of minor actors such as scientists was also revealed. Experiences with their involvement provided a chance to highlight the role of scientists in policy-making.Based on the findings of this and other related research, the role of scientists can be framed not only as providers of the (rather technical) expertise to reach the goals that were set within the environment or SD oriented decision-making, but also as entering policy negotiations providing an insight into the processes they undergo. If invited at an early stage of decision-making, they can have a considerable impact on its results (then their involvement can be described as an action research). This finding might be used in planning of similar practical and scientific projects.As we can see, several interesting ideas resulted from a comparative meta-analysis of the case studies and were outlined in this issue of Envigogika. In general, it is a social point of view that provides an insight into the nature of the examples presented from the Czech Republic and the good practices from abroad. A scientific method of description is used here to reflect policy mechanisms as well as to indicate a way forward for integrating decision making practice into very sensitive, local or regional sustainability contexts. We sincerely hope that this will precipitate a broad process of public dialogue among experts as well as other actors – beyond the realm of academic discussions only, but nevertheless with substantial academic input.We wish you an enjoyable read and a pleasant and relaxing summer!On behalf of the Envigogika editorial teamJana and Jiří DlouhýAcknowledgementResearch in several articles of this issue was supported by the following projects: Interdisciplinary network of cooperation for policy development in the field of sustainable development (Mezioborová síť spolupráce pro policy development v oblasti udržitelného rozvoje – MOSUR, 2011‑2014) CZ.1.07_2.4.00_17.0130 from the OPVK program of Ministry of Education, Youth and Sports; and TD020120 (TAČR), and 14/36005S (GAČR).

Es claro que el crecimiento de la población, la extracción de materiales, la producción alimentaria y el incremento de energía para todas las actividades humanas nos conducen a un estado de colisión con las capacidades de la biosfera y los ecosistemas en el proceso de asegurar la provisión de bienes y servicios indispensables para la vida (1). La producción de energía convencional y contaminante es hoy una de las más graves en este escenario, tanto que la comunidad internacional y las potencias ya han empezado a dar muestras de preocupación por la seguridad energética y, con ello por la amenaza del cambio climático.En el actual cambio climático por primera vez se viene demostrando que la humanidad ha cambiado decisivamente un ciclo liberando CO2 a la atmósfera a través de la quema de combustibles fósiles y cambios en el uso del suelo por más de 500 000 años. El origen del cambio climático se remonta a dos grandes transformaciones en el uso de la energía. En primer lugar, la energía hidráulica fue reemplazada por el carbón, una fuente de energía condensada por la naturaleza a lo largo de millones de años. Fue el aprovechamiento del carbón para nuevas tecnologías lo que propulsó la revolución industrial y desató aumentos sin precedentes en la productividad. La segunda gran transformación ocurrió 150 años más tarde. El petróleo había sido una fuente de energía humana durante milenios. En China, por ejemplo, se registran pozos petroleros ya en el siglo IV. No obstante, la utilización del petróleo para los motores de combustión interna a comienzos del siglo XX marcó el inicio de una revolución en el transporte. La quema de carbón y petróleo, junto con el gas natural, ha transformado a las sociedades humanas al proveerle la energía impulsora de grandes aumentos en la riqueza y la productividad, pero también ha impulsado el cambio climático (2).La economía humana ha crecido vertiginosamente, se multiplicó más de 60 veces desde la revolución industrial a la fecha, y entre 2010 y 2050 se multiplicará por cuatro. ¿Cómo proveer la suficiente cantidad de energía para tal crecimiento económico sin continuar acrecentando las emisiones de gases de efecto invernadero y por tanto el cambio climático?Las respuestas tecnológicas y las propuestas globales están a la vista, pero no hay suficiente voluntad política de los grandes tomadores de decisiones para aportar en su solución. Una propuesta importante es abandonar los combustibles fósiles (carbón, petróleo) como fuente principal de producción energética, y migrar lo más rápido posible hacia fuentes de energías renovables como la hidráulica, eólica, mareomotriz, geotérmica y sobre todo la energía solar (1). De esta forma, la reducción de las emisiones de gases de efecto invernadero se prevé que estaría adecuadamente encaminada. Complementariamente, hay necesidad de incrementar la eficiencia de las plantas generadoras, el aumento del uso de tecnologías de energía renovable, reforzado con un uso más eficiente de la energía en el transporte, los edificios y los distintos sectores industriales (3).Al fin y al cabo, debemos tener en cuenta que prácticamente toda la energía que tenemos disponible en el planeta proviene del Sol. Los combustibles fósiles son tales porque alguna vez fueron seres vivos que, en grandes cantidades, quedaron sepultados y por procesos geológicos de millones de años se transformaron en petróleo y carbón. Es decir, son productos de la fotosíntesis del pasado. Asimismo, las energías eólica e hidráulica son producto de energía solar más gravedad. Salvo la geotérmica y la atómica, todas las fuentes de energía en la Tierra tienen que ver con el Sol de alguna manera (1).El Programa de las Naciones Unidas para el Desarrollo (PNUD) promueve diversas estrategias de bajo consumo de carbono, que van desde el apoyo en la transformación del mercado de electrodomésticos eficientes en materia de energía hasta la ayuda a los países para que eliminen las barreras de acceso al uso de energías renovables. También promueve una transición a largo plazo hacia formas de transporte con bajas emisiones de carbono y sostenibles.El potencial acumulado de calentamiento del planeta que se ha evitado como resultado de la labor del PNUD en materia de sustancias que agotan el ozono en todo el mundo, asciende a 24,5 millones de toneladas métricas de CO2 (4). La clave, entonces, es influir sobre la conducta de las instituciones y las personas y alentar las inversiones en empresas y actividades inocuas para el medio ambiente.La Unión Europea, asumiendo el liderazgo mundial en la lucha contra el cambio climático y a la vez en su afán de protegerse de energía ante eventuales crisis internacionales, ha emprendido como reto una gran reforma energética común, considerada histórica, con énfasis en la protección del medioambiente a través de la energía renovable. Sus líderes, en marzo de 2007, se comprometieron a alcanzar la estrategia energética, conocida como 20-20-20, hasta el año 2020. Esta estrategia implica el cumplimiento de tres grandes objetivos: 1) reducir 20% el consumo energético mediante una mayor eficiencia energética; 2) incrementar el uso de energías renovables hasta alcanzar 20% el consumo energético total, y 3) reducir en 20% las emisiones de gases de efecto invernadero en relación con las emisiones de 1990.De acuerdo con las tendencias de consumo energético, todo parece indicar que el cambio climático es y será inevitable, y la Tierra continuará calentándose. Solo basta imaginar que de llegar el incremento del consumo energético al 83,7% hasta el año 2025, tal como está previsto desde 1990, el planeta recibirá el 76,4% más de CO2 en este lapso (5).Mientras más tardemos en asumir las decisiones y en modificar nuestros patrones dominantes de generación y uso de energía, más altos serán los costos por adaptación a un futuro que, previsiblemente, se nos anuncia lleno de impactos adversos. ; It is clear that the population growth, the extraction of materials, food production and increased energy needed for all human activities lead us to a state of collision with the capabilities of the biosphere and ecosystems in the process of ensuring the provision of goods and services essential for life (1). Production of conventional and clean energy is now one of the most serious issues in this scenario; both the international community and the world powers have begun to show signs of concern about energy security and the threat of climate change.The current climate change has demonstrated for the first time that humanity has decisively changed the atmosphere by releasing CO2 through the burning of fossil fuels and changes in land use over 500 000 years . The origin of climate change can be traced back to two great transformations in energy use. First, water power was replaced by coal, a source of energy condensed by nature over millions of years. The use of coal for new technologies propelled the industrial revolution and triggered unprecedented increases in productivity. The second great transformation happened 150 years later. Oil had been a source of human energy for millennia. In China, for example, oil wells are recorded as early as the fourth century. However, the use of oil for internal combustion engines in the early twentieth century marked the beginning of a revolution in transport. The burning of coal and oil, along with natural gas, is a transformation providing the driving energy for great increases in wealth and productivity. The downside is that it is a prime contributor to climate change (2).The human economy has grown rapidly, multiplied 60 times since the industrial revolution to date, and between 2010 and 2050 will be multiplied again by four. How to provide enough energy for such growth to continue without adding to emissions of greenhouse gases and therefore exacerbating climate change?Technological responses and global proposals are obvious, but there is not enough political impetus of the great decision makers to contribute to its solution. One important proposal is to leave behind the fossil fuels (coal, oil) as the main source of energy production, and migrate as quickly as possible to renewable energy sources such as hydro, wind, tidal, geothermal and especially solar energy (1). By doing this, the reduction of emissions of greenhouse gases is expected to be properly directed. In addition, there is need to increase the efficiency of power plants, increase use of renewable energy technologies, reinforce with a more efficient use of energy in transportation, building and the different industrial sectors (3).At the end of the day, we must bear in mind that virtually all the energy we have available on the planet is from the sun. Fossil fuels are such because they were once living beings that, in large quantities, were buried by geological processes millions of years ago and were transformed gradually into oil and coal. Also, wind and hydro energy are solar energy and gravity products. Except for geothermal and nuclear energy, most sources of energy on Earth have to do with the sun in some way (1).The United Nations Development Program (UNDP) promotes various strategies for low-carbon, ranging from supporting the market transformation of efficient appliances energy to helping the countries to remove barriers to the access of renewable energy. It also promotes a long-term transition towards forms of sustainable and low-carbon transportation.The cumulative global warming potential has been avoided as a result of UNDP work on substances that deplete the ozone worldwide, amounting to 24,5 million metric tons of CO2 (4). The key, then, is to influence the behavior of institutions and people and encourage investment in businesses and activities which are innocuous on the environment.The European Union, taking global leadership in combating climate change and yet making an effort to provide energy to any international crisis, has undertaken the challenge of a common energy reform, historically considered, with emphasis on environmental protection through renewable energy. Its leaders, in March 2007, undertook to achieve an energy strategy, known as 20-20-20, 2020. This strategy involves the fulfillment of three major objectives: 1) to reduce energy consumption by 20 % through increased energy efficiency; 2) to increase the use of renewable energy up to 20 % of total energy consumption, and 3) to reduce emissions of greenhouse gases in relation to 1990 emissions by 20 %.According to energy consumption trends, it appears that climate change is and will be inevitable, and the Earth will continue to warm. Just imagine that, to increase the energy consumption to 83,7 % until 2025, as planned since 1990, the planet will receive 76,4 % more CO2 during this period (5).The more we delay in making decisions and changing our dominant patterns of energy generation and use, the higher the costs of adaptation to a future that is expected to announce adverse impacts.

La presente tesi verte sul ruolo del teatro sociale come strumento di mediazione e trasformazione dei conflitti nei contesti di post-guerra. A tal fine il primo passo (Capitolo 1) è stato costruire un quadro interpretativo interdisciplinare, con cui analizzare le caratteristiche ricorrenti e le differenze nelle esperienze già esistenti in questo ambito, e da cui poter trarre indicazioni circa il disegno progettuale. Per il raggiungimento di questi obiettivi, sono stati esaminati criticamente i lavori sul campo e le osservazioni teoriche di Hannah Reich, Guglielmo Schininà e John Paul Lederach, unitamente alle teorie di Johan Galtung e Pat Patfoort. Il secondo passo (Capitolo 2) è stato individuare alcuni casi di studio che consentissero di validare il modello interpretativo elaborato. Ho dunque innanzitutto censito le esperienze già realizzate recentemente o in corso d'opera, per poi applicare ad esse dei criteri di selezione desunti dall'analisi teorica, specie dal lavoro di Hannah Reich. Tali criteri si sono rivelati molto restrittivi al punto che ho potuto selezionare solo due dei molti casi di studio individuati, il progetto Let's see… Let's choose… Let's change… della armena ONG Peace Dialogue e il progetto di teatro partecipativo promosso dalla americana ONG Search for Common Ground. I due casi di studio (Capitolo 3) sono stati analizzati criticamente al fine di verificare e di proporre un'ipotesi di concezione, pianificazione e implementazione sul medio/lungo periodo di progetti di teatro sociale con sessioni di formazione in mediazione e trasformazione dei conflitti in processi di peacebuilding. Il quadro teorico (Capitolo 1) comprende un ampio panorama che esamina non solo il peacebuilding e il teatro sociale, ma anche i cosiddetti approcci di peacebuilding basati sull'arte (art-based peacebuilding). Il concetto di peacebuilding viene presentato nella elaborazione data da Galtung negli anni '70 e nelle più recenti definizioni a cura delle Nazioni Unite. In particolare viene dato risalto al contributo del UN Secretary-General's Policy Committee del 2007 in comparazione con le Strategie Europee riguardo la 'Gestione del Ciclo del Progetto in Cooperazione e Sviluppo'. Infatti in entrambi i documenti, emerge il ruolo cruciale svolto - nel peacebuilding come nella cooperazione allo sviluppo – dalla partecipazione, intesa come appropriazione da parte delle comunità locali del processo di cambiamento, e dall'equità, intesa come parità di accesso ai diritti e imparzialità nella trasformazione dei conflitti. A seguire vengono esposte la teoria di trasformazione dei conflitti di Johan Galtung (2004) e quella sulla comunicazione nonviolenta di Pat Patfoort (2011). Successivamente si chiariscono la definizione e la genesi del teatro sociale. La terminologia anglosassone che si utilizza nella tesi, diversamente da quella italiana, lo definisce applied theatre. Grazie alle rivoluzioni teatrali del Novecento e al contributo della pedagogia contemporanea, si sviluppa una nuova forma di teatro, collocata fuori dal mainstream teatrale e dallo show business. Tra i pionieri e fondatori del teatro sociale, Augusto Boal è considerato uno dei maggiori esponenti. Il metodo inventato da Boal, Il Teatro dell'Oppresso, è un'organizzazione sistematica di tecniche e strumenti teatrali per comprendere e contrastare le oppressioni sociali ed economiche dell'individuo e della società. Infine, nell'ultima parte del capitolo, vengono riassunte le posizioni di John Paul Lederach, ideatore della Moral Imagination, di Hannah Reich e la sua teoria the Art of Seeing, e di Guglielmo Schininà con la sua proposta del Complex Circle. Il capitolo successivo (Capitolo 2) verte sull'approccio metodologico, basato sulla combinazione del contributo di Hannah Reich e del modello empirico di Guglielmo Schininà. Partendo dalla distinzione che Hannah Reich fa tra la struttura del 'Classic' Forum Theatre e del Forum Theatre for Conflict Transformation, e in particolare nelle diverse fasi – workshop phase, performance phase e follow-up phase - vengono utilizzati gli elementi che per la ricercatrice tedesca sono a fondamento del Forum Theatre for Conflict Transformation: prima e durante la workshop phase - la scelta consapevole e accurata dei partecipanti e dei luoghi in cui si svolgerà il training; - l'inserimento di moduli di gestione dei conflitti e spazi condivisi di tempo libero; - lo sviluppo di una attenta scrittura collettiva del copione - chiamata art of telling; per la performance phase - la scelta consapevole e accurata dei luoghi per le presentazioni pubbliche; - la competenza del joker nella trasformazione dei conflitti; per la follow-up phase - l'inserimento di altre attività che rendano sostenibili le relazioni tra i membri del gruppo. Sono questi elementi i principali fattori attraverso i quali è stata analizzata la struttura dei due casi di studio. Dal modello del Complex Circle di Schininà sono stati desunti i parametri per leggere criticamente l'implementazione dei progetti: interdisciplinarietà, gestione delle differenze nel rispetto delle stesse, prospettive multiple, sistema di comunicazione multilayer. Grazie al censimento dei progetti realizzati o in corso di teatro sociale con sessioni di gestione e trasformazione dei conflitti in contesti di post-guerra che coinvolgessero giovani/adulti su un periodo di medio/lungo termine (minimo di due anni), è stato costruito un database. Esso si trova in appendice alla tesi. Le fonti di reperimento dei casi sono state soprattutto i networks In place of war a cura della Manchester University (www.inplaceofwar.com) e Acting Together a cura della Brandeis University (www.actingtogether.org), oltre a vari journals di Applied Theatre e Peace & Conflict Studies, disponibili on line. Attraverso la consultazione puntuale dei siti web dei vari casi presenti in database, è stata verificata la possibilità di accedere a dati aggiornati e/o di contattare direttamente i referenti dei progetti. Attraverso questo lavoro, sono stati selezionati i due casi di studio della Peace Dialogue e Search for Common Ground utilizzando come framework critico il lavoro di Hannah Reich e quello di Guglielmo Schininà. Nel terzo capitolo, vengono presentati ed esaminati i due casi di studio. Essi sono: - il progetto Let's see… Let's choose… Let's change… della armena ONG Peace Dialogue, relativo alla situazione conflittuale del Nagorno-Karabakh, - il progetto di teatro partecipativo promosso dalla americana ONG Search for Common Ground, per affrontare la questione delle terre in Rwanda. Queste due esperienze, molto diverse tra loro, sono accomunate dal fatto che, in un ampio disegno di peacebuilding, il teatro sociale venga esplicitamente rafforzato da sessioni di formazione alla gestione e trasformazione dei conflitti, attraverso il coinvolgimento delle comunità locali. Per ogni caso viene presentato un excursus storico mediante il quale si evidenziano il contesto in cui le esperienze si inseriscono e le caratteristiche specifiche dei conflitti in questione. Il conflitto in Nagorno-Karabakh, incancrenito sin dagli inizi del Novecento, è scoppiato prepotentemente dopo la disgregazione dell'Unione delle Repubbliche Socialiste Sovietiche, in una guerra che ufficialmente si è conclusa il 5 maggio del 1994 con la firma dell'armistizio di pace tra Azerbaijan e Armenia. Ma le questioni etniche e territoriali che colpiscono la regione del Nagorno-Karabakh sono ancora oggi motivo di tensioni tra i due paesi. La regione è fortemente militarizzata, e questo incide soprattutto sulla società civile e la popolazione più giovane che da sempre vive in questa condizione, senza aver conosciuto alternative. Il conflitto in Ruanda, invece, è legato alla riforma agraria (1999), promossa per affrontare la questione dei diritti di eredità delle terre da parte di donne e bambini. Tale riforma infatti, a detta di Sydney Smith e Elise Webb, ha incontrato una crescente resistenza dovuta ad un atteggiamento culturale contrario all'eredità femminile. Inoltre le leggi promulgate in tale direzione sono ignorate da gran parte della popolazione, che per di più è composta – dati World Bank 2011 - per il 43% da giovani sotto i quattordici anni. Il progetto di Search for Common Ground ha l'obiettivo di creare un dibattito costruttivo sulla questione dell'eredità delle terre, implementando anche un confronto diretto tra comunità e autorità locali. Segue poi l'analisi puntuale dei due progetti, con riferimento al framework metodologico ideato, e una analisi comparata degli stessi. La proposta che viene elaborata nella discussione dei risultati è articolata sui vari criteri di analisi suggeriti da Hannah Reich. Per quanto riguarda la scelta dei partecipanti, essa riflette le diversità intrinseche che i due casi presentano nelle caratteristiche stesse di conflitto: nel progetto della Peace Dialogue vengono coinvolti giovani provenienti da diverse regioni caucasiche per il ruolo chiave che essi potranno assumere nella costruzione della pace circa la questione del Nagorno-Karabakh; in Ruanda la Search for Common Ground coinvolge attori professionisti che, attraverso le tecniche di teatro partecipativo, sono in grado di coinvolgere in modo neutro ed imparziale la comunità in scene che rispecchiano conflitti e questioni locali. Inoltre, gli obiettivi specifici dei due casi sono diversi. Nel caso del Ruanda, obiettivo specifico è ridurre l'incidenza di conflitti interpersonali intorno alla questione eredità terra, e aumentare il ricorso imparziale e super partes alle autorità locali, comprese le figure degli abunzi, mediatori tradizionali. Per Peace Dialogue obiettivo è incoraggiare il coinvolgimento dei giovani nella discussione di questioni civili e di formarli nella gestione nonviolenta dei conflitti. A partire dal confronto dei due casi e dalla letteratura disponibile sull'argomento, viene proposta una struttura di Forum Theatre for Conflict Transformation che coinvolga un team interdisciplinare di formatori, in grado di accompagnare il processo di apprendimento/insegnamento con una modalità interattiva e interdisciplinare. In questo modo si propone la costruzione di un framework misto che combini, allo stesso tempo e nella stessa sede formativa, gli strumenti di teatro sociale e di mediazione. Sulla stessa linea di pensiero si situa l'approccio dialogico suggerito da Guglielmo Schininà, e l'implementazione condivisa realizzata dalla Peace Dialogue in Armenia/Nagorno-Karabakh. I partecipanti infatti sono stati coinvolti in un processo partecipativo tra pari, che li ha portati a definire in itinere sia le tematiche da affrontare durante il progetto sia il processo di realizzazione, sotto la supervisione di un gruppo internazionale di facilitatori. Nelle conclusioni riassumo il lavoro svolto e avanzo alcune riflessioni, domande, dilemmi e prospettive per ulteriori ricerche in questo campo. Sinteticamente, i nodi più critici mi sembrano riguardare la valutazione e il ruolo degli esperti esterni. Quanto al primo aspetto occorre rilevare che il ruolo dei finanziatori del progetto ha il suo peso e la sua influenza. Come affrontare tale criticità quando il materiale a disposizione è affetto da uno stile propagandistico teso a sottolineare i punti di forza e i risultati positivi a scapito delle debolezze e delle difficoltà? Quanto al ruolo degli esterni, esso può incidere in maniera significativa sulle comunità locali. Che tipo di processi vengono attivati durante la pratica di apprendimento/insegnamento? Quali sono i punti di forza e di debolezza durante il trasferimento di competenze? Come misurare e valutare tale problematicità? Infine il ruolo degli abunzi (mediatori tradizionali locali del Ruanda) nella società ruandese dà lo spunto per riflettere sulle dinamiche di giustizia locale. Come conciliare, nel rispetto dei ruoli e delle culture, la mediazione "formale" con quella tradizionale senza cercare di imporre un approccio unidirezionale?

In this dissertation, we focus on the planning and control of supply chains where part of the supply chain is outsourced to a contract manufacturer(s). Supply Chain Management deals with the integration of business processes from end-customers through original suppliers that provide products, services and information that add value for customers (Cooper et al., 1997). In a narrow sense, a supply chain can be 'owned' by one large company with several sites, often located in different countries. Planning and coordinating the materials and information flows within such a worldwide operating company can be a challenging task. However, the decision making is easier than in case more companies are involved in a supply chain, since the sites are part of one organization with one board and it is likely that the decision makers have full access to information needed for the supply chain planning. Outsourcing is an 'act of moving some of a firm's internal activities and decision responsibilities to outside providers' (Chase et al., 2004) and it has been studied extensively in the literature.Outsourcing is developing in many industries, but in this dissertation, we focus on outsourcing in the pharmaceutical industry, where outsourced supply chain structures are rapidly developing. Recent studies show that the global pharmaceutical outsourcing market has doubled from 2001 to 2007 and it is expected to further increase in the upcoming years. In the pharmaceutical industry, the outsourcing relationship is typically long-term and customers often require high service levels. Due to high setup costs, production is conducted in fixed large batch sizes and campaign sizes. The cumulative lead time within the supply chain is more than one year, whereas the customer lead time is about two months. In this industry, production activities are outsourced for three main reasons. First, intellectual property legislation requires outsourcing the production activities to a contract manufacturer that owns the patent for specific technologies that are needed to perform the production activities. Second, expensive technologies or tight (internal) capacity restrictions also result in outsourcing. Third, to limit the supply uncertainty, companies outsource to have an external source producing the same product next to an internal source. This dissertation deals with the planning and control of outsourced supply chains, which are supply chains where part of the supply chain is outsourced to a contract manufacturer. Most supply chain operations planning models from the literature assume that the supply chain is planned at some level of aggregation and that further coordination is conducted at a more detailed level by lower planning levels. These concepts implicitly assume that the lower planning level and the operations are conducted within the same company with full information availability and full control over the operations, which is not case when part of the supply chain is outsourced. Hence, the objective of this dissertation is to obtain insights into the implications of outsourcing on the supply chain planning models. First, we review the literature on outsourcing research and we find that little is known on the operational planning decisions in an outsourced supply chain and on the implications of outsourcing on the operations planning. The literature on outsourcing at the operational level uses outsourcing purely as a secondary source to control performances such as the delivery reliability. Consequently, we discuss two case studies that we conducted into outsourced supply chains to understand the implications of outsourcing on the supply chain operations planning function, where the contract manufacturer is the only source of supply. The main implications of the planning and control of outsourced supply chains can be summarized in three categories: limited information transparency, limited control over the detailed planning and priorities at the contract manufacturer, and contractual obligations. Below, we discuss these in more detail. In order to decide on the release of materials and resources in a supply chain, it is required that the decision maker is able to frequently monitor the status of the supply chain. In an outsourced supply chain, the outsourcer does not have access to all relevant information of the entire supply chain, especially not to the available capacity in each period, also because the contract manufacturer serves a number of different (and sometimes even competing) outsourcers on the same production line. Moreover, the contract manufacturer plans and controls its part of the supply chain based on rules and priorities that are unknown to the outsourcer. This results in facing an uncertain capacity allocation by the outsourcer. Another implication is that the contract manufacturer requires by contract to reserve capacity slots prior to ordering. These reservations are subject to an acceptation decision, which means that part of the reservation quantity can be rejected. The accepted reservation quantity bounds the order quantity that follows later on. Therefore, another main insight from the case study is that in an outsourcing relationship, the order process consists of different (hierarchically connected) decisions in time. In the ordering process, the uncertain capacity allocation of the contract manufacturer should be incorporated. Hence, the order release mechanism requires a richer and more developed communication and ordering pattern than commonly assumed in practice. In a subsequent study, we build on this insight and we design three different order release mechanisms to investigate to what extent a more complicated order release function improves (or deteriorates) the performance of the supply chain operations planning models. The order release mechanisms differ in the number of decision levels and they incorporate the probabilistic behaviour of the contract manufacturer. Based on a simulation study, we show that a more advanced order release strategy that captures the characteristics of outsourcing performs significantly better than a simple order release strategy that is commonly used in practice. We also discuss the conditions for a successful implementation of the more advanced order release strategy. In another study, we study the case where the contract manufacturer is a second source next to an internal manufacturing source for the same product and where the outsourcer faces inaccurate demand forecasts. The two sources are constraining the supply quantities in different ways. Its own manufacturing source is more rigid, cheaper and tightly capacitated, whereas the contract manufacturer is more flexible but more expensive. In that study, we compare the performance of two different allocation strategies by a simulation study in which we solve the model in a rolling horizon setting. The results show that the rigid allocation strategy (the cheaper source supplies each period a constant quantity) performs substantially better than the dynamic allocation strategy (each period the allocation quantities are dynamic) if the parameters are chosen properly. In another study, we study the outsourcer's problem of deciding on the optimal reservation quantity under capacity uncertainty, i.e., without knowing what part of the reservation will be accepted. In that study, we develop a stochastic dynamic programming model for the problem and we characterize the optimal reservation and order policies. We conduct a numerical study where we also consider the case where the capacity allocation is dependent on the demand distribution. For that case, we show the structure of the optimal policies based on the numerical study. Further, the numerical results reveal several interesting managerial insights, such as that the optimal reservation policy is little sensitive to the uncertainty of the capacity allocation from the contract manufacturer. In that case, the optimal reservation quantities hardly increase, but the optimal policy suggests increasing the utilization of the allocated capacity. We also study the outsourced supply chain from the contract manufacturer's perspective. In that study, we consider the case where the contract manufacturer serves a number of outsourcers with different levels of uncertainty. The contract manufacturer faces the question of how to allocate the contractual capacity flexibility in an optimal way. More precisely, we focus on the contract manufacturer's decision to make the acceptation decision under uncertainty. The more the contract manufacturer accepts from an outsourcer, the more risk is taken by the contract manufacturer, as the outsourcer might not fully utilize the accepted reservation quantity. However, we assume that the outsourcer is willing to pay an additional amount to compensate the contract manufacturer for that risk. We develop a mixed-integer programming model, which optimizes the allocation of capacity flexibility by maximizing the expected profit. Offering more flexibility to the more risky outsourcer generates higher revenue, but also increases the penalty costs. The allocated capacity flexibilities are input (parameters) to the lower decision level, where the operational planning decisions are made and demands are observed. The simulation results reveal interesting managerial insights, such that the more uncertain outsourcer gets at least the same capacity flexibility allocated as the less uncertain outsourcer. Moreover, we have seen that when the acceptation decision is made, priority is given to the less uncertain outsourcer, because that information is the most valuable. However, we see the opposite effect when orders are placed, namely that priority is given to the more uncertain outsourcer, i.e., the most paying outsourcer, as no uncertainty is involved anymore. These insights are helpful for managers of contract manufacturers when having contract negotiations with the outsourcers. We believe that the results and insights that we obtained in the various research studies of this dissertation can contribute to solving the broader real-life problems related to the planning and control of outsourced supply chains. We also discuss potential managerial implications of our findings explicitly addressing the management decisions that may be affected by using the insights from our studies. Considering the operational implications of outsourcing when taking the strategic outsourcing decision will lead to a different and a better estimate of the transaction costs and probably to a different strategic outsourcing decision. Based on our research, we think that the transaction cost estimate will be higher if the outsourcer and the contract manufacturer do not agree on operational issues, such as the multi-level order release mechanism. From a tactical point of view, the outsourcer may include the options of postponement and cancellation in the contract, even if the contract manufacturer would charge little extra for these options. The results show that the benefits of including these options are substantial. Moreover, we showed that controlling a contract manufacturer operationally in the same way as an internal manufacturing source leads to a nervous ordering behaviour with a lot of changes and a lot of panicky communication between the outsourcer and the contract manufacturer. Combining the insights from different studies, one can also conclude that including little reservation cost is beneficial to both parties; it leads to a win-win situation. The outsourcer with a high level of demand uncertainty secures sufficient capacity allocation from the contract manufacturer and avoids more expensive penalty costs. For the outsourcer with less demand uncertainty, it is wise to set the contract such that the reservation costs are subtracted from the total paid amount. Moreover, this outsourcer may gain competitive advantage if his competitors operate in the same market by securing sufficient capacity allocation (by paying little reservation costs). For the contract manufacturer, including reservation cost is also beneficial, as it leads to a better match between the outsourcer's reservation and ordering behaviour.

Contract and labour law: towards a more flexile concept of employer? The contract within the sphere of the labour law seems to rediscover a "second youth" , lend itself to act as from "pole of attraction" regarding most important and debated profiles of surveying of the labour law doctrine. If the contract, from the point of view of its "pathological" use, captured the attentions of theoretical and practical operators of labour law, above all regarding the issue of the entrepreneurial removal from the so called "garantismo individuale e collettivo" through the phenomenon of the illegal hiring, on the physiological side the institute in question is led back, in a generally residual dimension, the within of the widest phenomenon of the outsourcing. The intervention of the legislator in matter, always increasing and more detailed regarding the past, reproposes, however in partially new terms, the problematic, particularly "felt" in years seventy of the past century, of the protection, legislative and contractual, of the labour in "small" enterprise. The relative criticalities to the anchorage of the protection to a dimensional requirement, any it is, united to those relative ones to the uncertainty and to the caducity of the "borders" of the enterprise of XXI the century, placed in a perspective, by now, not more exclusively national, make to meet towards the labour law discipline of the contract an interesting series of interpretative and reconstructive issues, a lot on the level of qualifying and protective profile, than on that, to "regulatory" one. These are, as mentioned, profiles that are interlaced and "crossed" among them, which are not compartmentalized, within a dimension that is also European and international. The qualifying profile, in fact, proposes, next and beyond the distinction between public and private contract, the most traditional e controversial profile of the distinction between contract, temporary work and illegal hiring, on one side, and transfer of undertaking and/or a its business unit and contract (above all contract of services), from the other. The protective profile in strict sense finds a progressive development and "updating" of not unknown institutes and instruments to the labour law discipline, like the so called social clause of fair treatment, or in the public contracts or in those private ones. At European level, the crucial theme of labour protection concerning the posting of workers in the framework of the provision of services is regulated, mostly, by the Directive CE 96/71, which tries to link social and economic-competitive considerations in a context of mobility of labour and services within the European market. The attempt of linking the foretold aspects seems to be the central fulcrum of the ulterior characterizing profile of the labour law discipline of the contract and that I have characterized like regulative profile. With regard to, and for a first example, it is analyzed, on one side, technique of the jointly legal responsibility, which redistributes the employer "responsibilities" with reference to the economic and normative treatments to guarantee to the interested workers within the relationships of contractual integration arising from the outsourcing processes, and, from the other, trade-union control of the phenomena of outsourcing. The embryonic regulative profile shows, among other things, the emerging of new institutional and socio-economic actors (like authorities, observatories, but also not governmental organizations, consumer and environmental associations), and instruments (like global framework agreements, codes of conduct, but also the, so called, indici di congruità), that prelude to incipient and additional, regarding those "traditional ones", forms of labour regulation within outsourcing processes, also in a global perspective. Finally, as regards to the contract in particular, an interconnected analysis of the three above qualified profiles offers to us an interesting reconstructive framework in order to inquire a possible and embryonic tendency towards a "flexibilisation" of the "employer concept", at least in terms of Co-employment, that links competitive regulation, labour protection and socio-economic development in a systematic and coherent framework. BIBLIOGRAPHY • AA.VV., Diritto del lavoro e nuove forme di decentramento produttivo, Atti del Convegno di Trento, 4-5 giugno 1999. • Barca-Magnani, L'industria fra capitale e lavoro: piccole e grandi imprese dall'autunno caldo alla ristrutturazione, il Mulino, Bologna, 1989. • Bonardi O., L'utilizzazione indiretta dei lavoratori, Franco Angeli, Milano, 2001 • Bordogna L., Csr e relazioni industriali: integrazione o competizione?, in Guida critica alla responsabilità sociale e al governo d'impresa , p. 523 ss., 2005 • Butera F., Il castello e la rete, Franco Angeli, Milano, 1991 • Carinci M. Teresa, La fornitura di lavoro altrui. Interposizione, comando, lavoro temporaneo, lavoro negli appalti. Art. 2127,Giuffrè, 2000 • Chieco P., Lavoro e responsabilità solidale negli appalti:dalla legge Bersani alla Finanziaria 2007, WP C.S.D.L.E. "Massimo D'Antona".IT – 52/2007 • Coase R. H., The Nature of the Firm, 4 Economica (n.s.) 386 (1937), trad. it. La natura dell'impresa, in Coase R. H., Impresa mercato e diritto, Bologna, 1995 • Compa L., Hinchliffe-Darricarrere T., Enforcing International Labor Rights through Corporate Codes of Conduct, Columbia Journal of Transnational Law, 33, 1995, pag. 663. • Corazza L., Contractual integration e rapporti di lavoro. Uno studio sulle tecniche di tutela del lavoratore, CEDAM, 2004 • De Luca Tamajo R., I processi di terziarizzazione intra moenia ovvero la fabbrica multisocietaria, in Dir. Merc. Lav., 1999, pag. 49 ss. • De Luca Tamajo (a cura di), I processi di esternalizzazione. Opportunità e vincoli giuridici, ESI, Napoli, 2002. • De Simone Gisella, Titolarità dei rapporti di lavoro e regole di trasparenza. Interposizione, imprese di gruppo, lavoro interinale, Franco Angeli, Milano, 1995. • Del Punta R., Mercato o gerarchia? I disagi del diritto del lavoro nell'era delle esternalizzazioni, in Dir. mer. lav. , 2000, pag. 49 ss. • Del Punta R., La nuova disciplina degli appalti e della somministrazione di lavoro, in AA. VV., Come cambia il mercato del lavoro, Commentario al d. lgs. n. 276/2003, Milano, 2004. pag. 162 ss. • Diller J., A social conscience in the global marketplace? Labour dimension of codes of conduct, social labelling and investor initiatives, in International Labou Review (Ginevra), Vol.138, n. 2, 1999 • Focareta F., Responsabilità in materia di sicurezza sul lavoro negli appalti, in Quad dir. Lav. Rel. Ind., 1993, pag. 139 ss. • Ghera E., Le c.d. clausole sociali: l'evoluzione di un modello di politica legislativa, in DRI, 2001, p. 133. • Greco P., Mercato globale e tutela del lavoro, Quaderni del Dipartimento di diritto dei rapporti civili ed economici nei sistemi giuridici contemporanei, Università di Salerno, 2000 • Ichino P., Il diritto del lavoro e i confini dell'impresa, in Dir. Lav. Rel. Ind., 1999, pag. 210 ss. • Ichino P., La disciplina della segmentazione del processo produttivo e dei suoi effetti sul rapporto di lavoro, relazione al convegno AIDLASS ''Diritto del lavoro e nuove forme di decentramento produttivo'' (Trento 4-5 giugno 1999), Giuffrè, Milano, 2000, pag. 3 ss. • Ichino P., Somministrazione di lavoro, appalto di servizi, distacco, in AA. VV., Il nuovo mercato del lavoro, D. lgs. 10 settembre 2003, n. 276, Commentario coordinato da Pedrazzoli M., Bologna, 2004, pag. 261 ss. • Ichino P., Corazza L., Commento all'art. 6 del d.lgs.251/2004 correttivo dell'art. 29, commi 2, 3 bis e 3 ter, del d.lgs. 276/2003, in AA.VV., Inserto sulla correzione della c.d. riforma Biagi, d.lgs. 6 ottobre 2004, n. 251, Zanichelli, Bologna, 2004, 15 ss. • Lambertucci P., Area contrattuale e autonomia collettiva, relazione al convegno AIDLASS ''Diritto del lavoro e nuove forme di decentramento produttivo'' (Trento 4-5 giugno 1999), Giuffrè, Milano, 2000, pag. 3 ss. • Loriga E., La disciplina giuridica del lavoro in appalto, Giuffrè, Milano, 1965 • Marinelli Massimiliano, Decentramento produttivo e tutela dei lavoratori, Giappichelli Editore, Torino, 2002. • Mariucci L., Il lavoro decentrato, Franco Angeli, Milano, 1979 • Mazzotta Oronzo (a cura di), Nuove tecnologie e rapporti fra imprese : profili giuslavoristici degli appalti di opere e servizi informatici, Giuffrè, Milano, 1990. • Mazzotta Oronzo, Rapporti interpositori e contratto di lavoro, Giuffrè, Milano, 1979. • Montuschi L., Tullini P. ( a cura di), Lavoro e responsabilità sociale dell'impresa, Zanichelli, Bologna, 2006. • Pallini M., Il rapporto problematico tra diritto della concorrenza e autonomia collettiva nell'ordinamento comunitario e nazionale, in RIDL, 2000, n. 2, parte II, 225. • Pallini M., Posted workers: Italian regulation and dilemmas, in Mobility of services and posting of workers in the enlarged Europe, Transfer II, 2006. • Pallini M., Il caso Laval-Vaxholm: il diritto del lavoro comunitario ha già la sua Bolkestein?, Rivista italiana di diritto del lavoro, 2006 II, p. 239-248. • Perulli A., Diritto del lavoro e globalizzazione. La dimensione ''sociale'' del commercio internazionale, Cedam, Padova 1999. • Purcell K.- Purcell P., In-sourcing, out-sourcing e lavoro temporaneo, in Dir. Rel. Ind., 1998, pag. 343. • Quadri Giulio, Processi di esternalizzazione: tutela del lavoratore e interesse dell'impresa, Jovene, Napoli, 2004. • Regini-Sabel (a cura di), Strategie di riaggiustamento industriale, Il Mulino, Bologna, 1989. • Regini (a cura di), La sfida della flessibilità, Franco Angeli, Milano, 1988. • Rullani E., Le teorie dell'impresa nei processi di mondializzazione, Democrazia e diritto, 1988, pag. 36 ss. • Salento, A., Postfordismo e ideologie giuridiche, Franco Angeli, Milano, 2003. • Scarpelli F., Interposizione e appalto nel settore dei nuovi servizi informatici, in Mazzotta O. (a cura di), Nuove tecnologie e rapporti fra imprese, Giuffrè, Milano, 1990, pag. 64. • Scarpelli F., Art. 27, Somministrazione irregolare, in La riforma del mercato del lavoro e i nuovi modelli contrattuali, Commentario al d. lgs. 10 settembre 2003. ,n. 276, a cura di GRAGNOLI E., PERULLI A., Padova, 2004, pag. 409 ss. • Scarpelli F. , Appalto - Commento all'art. 29 d.lgs. 276/2003, in AA. VV., La riforma del mercato del lavoro e i nuovi modelli contrattuali, a cura di E. Gragnoli e A. Perulli, Cedam, Padova, pag. 275 ss. • Scarponi S., Globalizzazione e diritto del lavoro. Il ruolo degli ordinamenti internazionali, Giuffrè, Milano, 2001. • Semenza R., Le Trasformazioni del lavoro. Flessibilità, disuguaglianze, responsabilità d'impresa, Carocci, Roma, 2004. • Speziale V., Appalti e trasferimenti d'azienda, in Garofalo, Ricci (a cura di), Percorsi di diritto del lavoro, Cacucci, Bari, 2006. • Tursi A., La responsabilità sociale delle imprese e Comunità Europea, in Napoli M. (a cura di), La responsabilità sociale delle imprese, Vita e Pensiero, Milano, 3, 2005. • Vallebona A., Successione nell'appalto e tutela dei posti di lavoro, in RIDL, II,1999, pag. 218. • Vardaro G., Tecnica, tecnologia e ideologia della tecnica del diritto del lavoro, in Pol. Dir., 1986, pag. 75 ss. • Vicari S., L'outsourcing come strategia per la competitività, in De Luca Tamajo R. (a cura di), I processi di esternalizzazione. Opportunità e vincoli giuridici, Esi, Napoli, 2002, pag. 71. • Zilio Grandi G., Trasferimento d'azienda, outsourcing e successione di appalti, in PERULLI A. (a cura di), Impiego flessibile e Mercato del lavoro, Giappichelli Editore, Torino, 2004, pag. 45 ss. • Williamson O.E., The mechanisms of governance, 1996, trad. it. I meccanismi del governo. L'economia dei costi di transazione: concetti, strumenti, applicazioni, Milano, 1998. • Zanelli Pietro, Nuove tecnologie. Legge e contrattazione collettiva, Giuffrè editore, 1988

Aus der Einleitung: Die Rekrutierung und Freistellung von Mitarbeitern in traditionell organisierten Unternehmen sind bereits umfassend erforscht und in der allgemeinen Personalmanagement-Literatur beschrieben. Im Vergleich dazu existiert für projektorientierte Unternehmen kaum Forschung, obwohl Personal auch in projektorientierten Unternehmen ein zentraler Erfolgsfaktor ist und die Personalmanagement-Prozesse Rekrutierung und Freistellung somit eine hohe Bedeutung aufweisen. Ziel dieser Untersuchung ist es, die spezifischen Herausforderungen eines projektorientierten Unternehmens an die Prozesse Rekrutierung und Freistellung von Projektmanagern zu beleuchten, Anlassfälle herauszuarbeiten, die Prozesse darzustellen und zu beschreiben und konkrete Methoden aufzuzeigen. Dazu werden in einem ersten Schritt die Literaturgrundlagen zu projektorientierten Unternehmen, zu Geschäftsprozess-Management, Rekrutierung und Freistellung aufgearbeitet und zusammengefasst. Danach werden Interviews mit Human Resources Managern in projektorientierten Unternehmen, Freelance Projektmanagern und PMO-Managern bzw. Expert Pool Managern geführt, um die Praxisperspektive in diese Arbeit zu integrieren. Abschließend werden die Spezifika für Rekrutierung und Freistellung in projektorientierten Unternehmen kurz zusammengefasst und Ansatzpunkte für weiterführende Forschung identifiziert. Die Arbeit beruht auf folgenden Thesen: Rekrutierung und Freistellung sind zentrale Personalmanagement-Prozesse in projektorientierten Unternehmen; Thesen zur Rekrutierung von Projektmanagern in projektorientierten Unternehmen; Es gibt spezifische Anlassfälle für die Rekrutierung von Projektmanagern in projektorientierten Unternehmen. Der Rekrutierungsprozess von Projektmanagern für ein spezifisches Projekt unterscheidet sich vom Rekrutierungsprozess für das projektorientierte Unternehmen; In projektorientierten Unternehmen bestehen spezifische Herausforderungen für die Rekrutierung; Die Rekrutierung von Projektmanagern erfolgt anhand eines Prozesses, der beschrieben werden kann durch: Ziele und Organisation, Prozessschritte, Methoden, Hilfsmittel; Für die Rekrutierung von Projektmanagern in projektorientierten Unternehmen bestehen spezifische Methoden, wie z.B. der Aufbau und das Aufrechterhalten eines Netzwerkes an Freelance Projektmanagern. Bei der Rekrutierung von Projektmanagern werden bestimmte Hilfsmittel wie bspw. Anforderungsprofile verwendet. Thesen zur Freistellung von Projektmanagern in projektorientierten Unternehmen. Es gibt spezifische Anlassfälle für die Freistellung von Projektmanagern in projektorientierten Unternehmen. Der Freistellungsprozess von Projektmanagern für ein spezifisches Projekt unterscheidet sich vom Freistellungsprozess für das projektorientierte Unternehmen. In projektorientierten Unternehmen bestehen spezifische Herausforderungen für die Freistellung. Die Freistellung von Projektmanagern erfolgt anhand eines Prozesses, der beschrieben werden kann durch: Ziele und Organisation, Prozessschritte, Methoden, Hilfsmittel. Für die Freistellung von Projektmanagern in projektorientierten Unternehmen bestehen spezifische Methoden; Bei der Freistellung von Projektmanagern werden bestimmte Hilfsmittel verwendet;Inhaltsverzeichnis:Inhaltsverzeichnis: 1.Einleitung4 1.1Problemstellung der Arbeit4 1.2Ziele der Arbeit und grundlegende Thesen4 1.3Forschungsansatz6 1.3.1Erkenntnistheoretisches Paradigma: Radikaler Konstruktivismus6 1.3.2Organisationstheoretisches Paradigma: Sozialwissenschaftliche Systemtheorie9 1.3.3Forschungsmethodologisches Paradigma: Qualitative Sozialforschung11 1.3.4Methoden qualitativer Sozialforschung13 1.4Umsetzung des Forschungsansatzes in dieser Arbeit14 1.4.1Erstellung der Diplomarbeit in projektähnlicher Form15 1.4.2Beschreibung der Forschungsmethodik der vorliegenden Diplomarbeit16 2.projektorientierte Unternehmen18 2.1Projektbegriff18 2.2Management-by-Projects als Organisationsstrategie19 2.3Rolle des Projektmanagers21 2.4Spezifische Herausforderungen für das Personalmanagement in projektorientierten Unternehmen24 3.Geschäftsprozessmanagement31 3.1Prozess31 3.2Geschäftsprozessmanagement32 3.3Ziele und Aufgaben von Geschäftsprozessmanagement34 3.4Beschreibung und Darstellung von Geschäftsprozessen35 3.5Geschäftsprozesse in projektorientierten Unternehmen40 3.5.1Überblick über Geschäftsprozesse in projektorientierten Unternehmen40 3.5.2Rollen und Organisation zur Umsetzung der Prozessorientierung42 3.5.3Kompetenzen43 4.Rekrutierung45 4.1Ziele und Organisation von Rekrutierung45 4.1.1Ziele von Rekrutierung45 4.1.2Organisation von Rekrutierung48 4.2Beschreibung des Rekrutierungsprozesses51 4.3Herausforderungen bei der Rekrutierung54 4.4Methoden der Rekrutierung56 4.4.1Methoden der Personalbeschaffung56 4.4.2Methoden der Personalauswahl60 5.Freistellung64 5.1Ziele und Organisation der Freistellung64 5.2Beschreibung des Personalfreistellungsprozesses66 5.3Herausforderungen bei der Personalfreistellung72 5.4Methoden der Personalfreistellung75 5.4.1Methoden der Personalfreistellung ohne Reduktion des Personalbestandes75 5.4.2Methoden der Personalfreistellung mit Reduktion des Personalbestandes76 6.Rekrutierungsprozess von Projektmanagern in projektorientierten Unternehmen79 6.1Bedeutung des Prozesses Rekrutierung von Projektmanagern79 6.2Anlassfälle für die Rekrutierung von Projektmanagern83 6.3Spezifische Herausforderungen bei der Rekrutierung von Projektmanagern84 6.4Ziele und Organisation der Rekrutierung von Projektmanagern91 6.5Beschreibung des Prozesses Rekrutierung von Projektmanagern93 6.6Methoden für die Rekrutierung von Projektmanagern98 6.7Hilfsmittel für die Rekrutierung von Projektmanagern103 7.Freistellungsprozess von Projektmanagern in projektorientierten Unternehmen106 7.1Bedeutung des Prozesses Freistellung von Projektmanagern106 7.2Anlassfälle für die Freistellung von Projektmanagern106 7.3Spezifische Herausforderungen bei der Freistellung von Projektmanagern109 7.4Ziele und Organisation der Freistellung von Projektmanagern111 7.5Beschreibung des Prozesses Freistellung von Projektmanagern112 7.6Methoden für die Freistellung von Projektmanagern114 7.7Hilfsmittel für die Freistellung von Projektmanagern115 8.Reflexion in der Praxis117 8.1Ziele117 8.2Interviewpartner117 8.3Interviewdurchführung118 8.4Interviewerkenntnisse: Rekrutierung von Projektmanagern in projektorientierten Unternehmen122 8.4.1Anlassfälle für die Rekrutierung von Projektmanagern122 8.4.2Spezifische Herausforderungen bei der Rekrutierung von Projektmanagern125 8.4.3Ziele und Organisation der Rekrutierung von Projektmanagern128 8.4.4Beschreibung des Prozesses: Rekrutierung von Projektmanagern129 8.4.5Methoden für die Rekrutierung von Projektmanagern131 8.4.6Hilfsmittel für die Rekrutierung von Projektmanagern133 8.5Interviewerkenntnisse: Freistellung von Projektmanagern in projektorientierten Unternehmen135 8.5.1Anlassfälle für die Freistellung von Projektmanagern136 8.5.2Spezifische Herausforderungen bei der Freistellung von Projektmanagern138 8.5.3Ziele und Organisation der Freistellung von Projektmanagern138 8.5.4Beschreibung des Prozesses: Freistellung von Projektmanagern141 8.5.5Methoden für die Freistellung von Projektmanagern142 8.5.6Hilfsmittel für die Freistellung von Projektmanagern143 9.Zusammenfassung und Ausblick144 9.1Spezifische Anlässe und Herausforderungen für die Rekrutierung und Freistellung von Projektmanagern in projektorientierten Unternehmen144 9.2Spezifika des Rekrutierungs- und Freistellungsprozesses von Projektmanagern in projektorientierten Unternehmen145 9.3Ansatzpunkte für weiterführende Forschung146 Anhang 1: Gesprächsleitfaden Rekrutierung von Projektmanagern in projektorientierten Unternehmen147 Anhang 2: Gesprächsleitfaden Freistellung von Projektmanagern in projektorientierten Unternehmen150 Darstellungsverzeichnis153 Literaturverzeichnis155Textprobe:Textprobe: Kapitel 4.1, Herausforderungen bei der Rekrutierung: Im Bereich der Rekrutierung gibt es unzählige Herausforderungen auf verschiedenen strategischen und operativen Ebenen mit geographischen Spezifika, die im Rahmen dieser Arbeit nicht vollständig abgedeckt und behandelt werden können. Aus Platzgründen kann an dieser Stelle nur auf aktuelle Kernherausforderungen der Rekrutierung eingegangen werden. The Boston Consulting Group hat in Zusammenarbeit mit der World Federation of Personnel Management Association die Zukunft von Personalmanagement und die Kernherausforderungen in Europa bis zum Jahr 2015 beleuchtet. Dazu wurde eine Umfrage in 83 Ländern durchgeführt, bei der 4.700 Führungskräfte zu 17 Themen aus dem Bereich Personalmanagement befragt wurden, darunter auch zum Thema Rekrutierung. Die Kernherausforderungen in diesem Bereich stehen in engem Zusammenhang mit dem Engpass an qualifizierten Mitarbeitern und sind demnach: Global recruiting: Um einen Engpass an qualifizierten Mitarbeitern zu verhindern, müssen europäische Unternehmen schon jetzt damit beginnen, in neue geographische Regionen vorzustoßen um dort Zugang zu qualifiziertem Personal zu bekommen. Assessment of quantitative and qualitative needs for talent in light of strategic and business requirements: Die Planung des Personalbedarfs, sowohl quantitativ als auch qualitativ, muss unter dem Aspekt der strategischen und unternehmerischen Anforderungen erfolgen. Wenn ein Unternehmen bspw. in neue geographische Regionen expandiert oder sich in einer Phase starken Wachstums befindet, müssen dafür auch die entsprechenden personellen Ressourcen vorhanden sein. Zur Vorausplanung ist es daher notwendig, die entsprechenden Arbeitsmärkte genau zu kennen. Ist absehbar, dass das benötigte Personal nicht in der erforderlichen Quantität, Qualität, Zeit und sinnvollem Aufwand zu beschaffen ist, muss eine unverzügliche Rückkoppelung mit der Unternehmensplanung erfolgen. Identification of best avenues for reaching required employees: Um die für ein Unternehmen spezifisch benötigte Expertise zu erhalten, müssen Unternehmen die entsprechenden Gruppen von Mitarbeitern identifizieren und Wege finden, diese bestmöglich zu erreichen. Ein Unternehmen, das bspw. Mitarbeiter mit Expertise in Informatik sucht, kann an entsprechenden Universitäten rekrutieren und Verbindungen zu professionellen Netzwerken in diesem Bereich aufbauen. Close alignment of value proposition for employees with their desires and the company's brand: Um für die besten Bewerber am Arbeitsmarkt und bestehende Mitarbeiter attraktiv zu sein, muss das Wertversprechen des Arbeitgebers einerseits mit den Anforderungen potentieller und bestehender Mitarbeiter, und andererseits mit der Marke des Unternehmens gut abgestimmt sein. Meet the needs and goals unique to different ethnic groups and nationalities, women, and older workers: Um das verfügbare Angebot von Arbeitskräften bestmöglich auszunützen und aus einem möglichst breiten Pool an qualifizierten Mitarbeitern schöpfen zu können, müssen Unternehmen verstärkt auf verschiedene Gruppen von Mitarbeitern Acht nehmen, wie bspw. verschiedene ethnische Gruppen und Nationalitäten, weibliche Arbeitskräfte und ältere Arbeitnehmer. Um diese Gruppen von Mitarbeitern anzusprechen, müssen entsprechende zielgruppenspezifische Angebote entwickelt und kommuniziert werden. Kapitel 4.2, Methoden der Rekrutierung: Entsprechend der Unterteilung des Rekrutierungsprozesses in Personalbeschaffung und Personalauswahl werden im Folgenden auch die Methoden nach dieser Differenzierung dargestellt. Kapitel 4.2.1, Methoden der Personalbeschaffung: Die Methoden der Personalbeschaffung lassen sich in interne und externe Methoden unterscheiden. Die Beschaffung von Personal innerhalb des Unternehmens gewinnt insgesamt an Bedeutung, da sich diese Methode einerseits positiv auf Karrierewünsche und Mitbestimmungseinflüsse der Mitarbeiter auswirkt, und andererseits der externe Arbeitsmarkt häufig nicht die entsprechenden Mitarbeiter bereithält. In vielen Fällen ist es jedoch notwendig, auf den externen Arbeitsmarkt zurückzugreifen, wenn z.B. die gesuchten Qualifikationen unternehmensintern nicht vorhanden sind oder nicht die benötigte Anzahl an verfügbaren Mitarbeitern vorhanden ist. Für die Auswahl der einzusetzenden Methode sind noch zwei weitere Kriterien von Bedeutung: Einerseits muss ein Zugang zur Zielgruppe gewährleistet sein, und andererseits ist auch die Effektivität der Maßnahmen zu bewerten. Um diese beiden Kriterien in die Auswahl von Methoden der Personalbeschaffung miteinbeziehen zu können ist eine Analyse des relevanten Arbeitsmarktes notwendig, in der geklärt wird, wo potentielle Mitarbeiter anzutreffen sind und wie diese möglichst gezielt angesprochen werden können. Nachfolgend werden die internen und externen Methoden zur Personalbeschaffung im Überblick dargestellt. Interne Methoden: Bei der internen Personalbeschaffung kann zwischen Methoden ohne Personalbewegung und mit Personalbewegung unterschieden werden. Die Personalbeschaffung ohne Personalbewegung umfasst folgende Methoden: Mehrarbeit, Überstunden, Verlängerung der betriebsüblichen Arbeitszeit und Urlaubsverschiebung: Diese Methoden dienen häufig zur Abdeckung eines kurzfristig erhöhten Arbeitsbedarfes, der grundsätzlich mit den vorhandenen Mitarbeitern abgedeckt werden kann. Wird diese Lösung über einen längeren Zeitraum aufrechterhalten, kann sich dadurch eine Überbeanspruchung von Mitarbeitern mit entsprechenden negativen gesundheitlichen und sozialen Folgen ergeben. Qualifizierung der Mitarbeiter: Die Qualifizierung von Mitarbeitern kann als präventive Maßnahme gesehen werden, um die Effektivität und/oder die Effizienz zu erhöhen. Mitarbeiter können dadurch flexibler eingesetzt werden, und es kann mit quantitativ und qualitativ besseren Arbeitsergebnissen der Mitarbeiter gerechnet werden. Einarbeitung und Umschulung: Die planmäßige Einarbeitung bzw. Umschulung von ungelernten Arbeitskräften stellt eine weitere Möglichkeit der internen Personalbeschaffung dar. Die Personalbeschaffung mit Personalbewegung beinhaltet folgende Methoden: Versetzung durch Weisung oder Änderungskündigung: Bei einer horizontalen Versetzung bleibt der Mitarbeiter auf derselben Hierarchiestufe, während bei einer vertikalen Versetzung ein hierarchischer Auf- oder Abstieg erfolgt. Insbesondere bei vertikalen Versetzungen entsteht wiederum eine personelle Lücke an der ursprünglichen Stelle, die nachbesetzt werden muss und gegebenenfalls durch Kettenversetzungen weiter verschoben wird, letzten Endes aber vom externen Arbeitsmarkt nachbesetzt werden muss. Bei der Versetzung sind neben personellen auch rechtliche Aspekte zu beachten. Eine Weisung kann z.B. nur dann erfolgen, wenn dies im jeweiligen Arbeitsvertrag entsprechend vorgesehen ist. Sowohl bei der Weisung als auch bei der Änderungskündigung ist die Zustimmung des Betriebsrates einzuholen. Ausweitung der Arbeitszeit von Teilzeitbeschäftigten: Gibt es in einem Unternehmen teilzeitbeschäftigte Mitarbeiter, so können diese darauf angesprochen werden, ob sie ihre Arbeitszeit ausdehnen möchten. Stellenclearing: Das Stellenclearing ist ein systematischer Informationsaustausch zwischen Führungskräften im Unternehmen und der Personalabteilung, um die interne Besetzung von Stellen zu diskutieren. Diese Methode hat den Vorteil, dass die Führungskräfte die jeweiligen Mitarbeiter kennen und über ihre Qualifikation Bescheid wissen, jedoch kann das Stellenclearing seitens der Mitarbeiter als intransparent erlebt werden und es können abteilungspolitische Interessen mit einfließen. Innerbetriebliche Stellenausschreibung: Diese Methode dient dazu, bestehende Mitarbeiter über zu besetzende Stellen im Unternehmen zu informieren und die Chancengleichheit auf dem innerbetrieblichen Arbeitsmarkt sicherzustellen. Der Betriebsrat kann zwar eine innerbetriebliche Stellenausschreibung verlangen, der Arbeitgeber ist jedoch nicht dazu verpflichtet, innerbetriebliche Bewerber vorrangig zu behandeln. Personalentwicklung: Die Personalentwicklung kann dazu dienen, Versetzungen zu unterstützen. Kurzfristig kann die Personalentwicklung zur Unterstützung bei der Einarbeitung an einem neuen Arbeitsplatz eingesetzt werden; mittel- und langfristig sichert eine systematische Personalentwicklung zumindest einen Teil des zukünftigen Bedarfs an qualifizierten Mitarbeitern. Externe Methoden: Bei der externen Personalbeschaffung kann wiederum zwischen passiver und aktiver Personalbeschaffung unterschieden werden. Bei der passiven Personalbeschaffung wird das Unternehmen selbst nicht aktiv. Diese Methode wird vor allem dann in Anspruch genommen werden, wenn eine hohe Arbeitslosigkeit und geringer, nicht dringlicher Personalbedarf besteht. Methoden der passiven Personalbeschaffung sind: Arbeitsmarktservice (Österreich), Bundesagentur für Arbeit (Deutschland), Regionales Arbeitsvermittlungszentrum (Schweiz): Diese Einrichtungen erbringen sowohl für Arbeitnehmer als auch Arbeitgeber vielfältige Dienstleistungen am Arbeitsmarkt. Der Fokus ihrer Arbeit liegt dabei auf der Arbeitsvermittlung. Eigenbewerbung (Blind- bzw. Initiativbewerbung): Bei der Eigenbewerbung kontaktiert ein Bewerber ein Unternehmen aus eigener Initiative. Ausgelöst werden Eigenbewerbungen häufig durch Maßnahmen wie Rekrutierungsveranstaltungen an Universitäten oder durch vorangegangene Öffentlichkeitsarbeit. Bewerberkartei: Die Bewerberkartei enthält Informationen über Bewerber, die sich bereits beim Unternehmen beworben haben und die für das Unternehmen zwar interessant waren, zum Zeitpunkt der ursprünglichen Bewerbung jedoch nicht berücksichtigt werden konnten. Auf diese Informationen kann zwar schnell zugegriffen werden, jedoch ist bei Bewerbern an der Position oftmals kein Interesse mehr vorhanden, wenn diese in der Zwischenzeit schon andere berufliche Entscheidungen getroffen haben. Die aktive Personalbeschaffung eignet sich vor allem bei einer angespannten Arbeitsmarktlage und wenn ein dringlicher und/oder größerer Personalbedarf gegeben ist. Methoden der aktiven Personalbeschaffung sind: Stellenanzeige: Die Stellenanzeige stellt nach wie vor die Hauptinformationsquelle bei der Arbeitssuche dar, auch wenn sich deutliche Verschiebung von Printmedien hin zu Stellenanzeigen im Internet abzeichnet. Die Entscheidung in welchem Medium inseriert wird muss unter Bedachtnahme darauf getroffen werden, welche Medien von der anvisierten Zielgruppe konsumiert werden. Nutzung neuer Kommunikationsmittel (Internet, etc.): Neben Stellenanzeigen im Internet hat sich vor allem auch die Website von Unternehmen als Methode zur Personalbeschaffung etabliert. Vorteile bestehen darin, dass diese Methode kostengünstig umzusetzen ist und bereits eine Selbstselektion der Bewerber stattfindet, jedoch sind in der Regel zuvor umfangreiche Maßnahmen der Öffentlichkeitsarbeit notwendig. Persönliche Ansprache von potentiellen Mitarbeitern: Sind dem Unternehmen potentielle Mitarbeiter über diverse Informationskanäle bekannt (Jobmessen, Empfehlungen eigener Mitarbeiter, Empfehlungen über soziale Netzwerke, etc.), so können diese direkt auf kostengünstigem Wege angesprochen werden. Jobmessen bzw. Rekrutierung an Universitäten: Der enge Kontakt von Unternehmen zu Universitäten ist im angloamerikanischen Raum bereits seit vielen Jahrzehnten üblich, und gewinnt nun auch im deutschsprachigen Raum stark an Bedeutung. Bei Jobmessen oder sonstigen Veranstaltungen zur Rekrutierung an Universitäten (Unternehmenspräsentationen, Workshops, Planspiele, etc.) können sehr viele Studenten spezifisch nach Fachrichtung erreicht werden. Diese Methode ermöglicht potentiellen Bewerbern gleichzeitig, in direkten Kontakt mit dem Unternehmen zu treten und schon vorab durch gezielte Fragen zusätzliche Informationen zu erhalten. Scouting: Eine neuartige Methode zur Personalbeschaffung ist das Scouting, das häufig für die Gewinnung von High Potentials eingesetzt wird. Dabei geht es um die frühzeitige Ansprache und Bindung von Berufseinsteigern, indem auf Herausforderung, Aktivierung, Neugier und Spieltrieb im Umgang mit potentiellen Bewerbern gesetzt wird (bspw. im Rahmen von Planspielen mit zusätzlichem Rahmenprogramm). Personalberater: Häufig werden Personalberater für die Gewinnung von Führungskräften höherer Hierarchieebenen eingesetzt. Durch die Spezialisierung der Personalberater wird das Risiko einer kostspieligen Fehleinstellung deutlich reduziert, was die hohen Beraterhonorare rechtfertigen kann. Personalleasing: Das Personalleasing wird insbesondere bei kurzfristigem Personalbedarf genutzt. Eine Besonderheit besteht darin, dass das Unternehmen in einer vertraglichen Beziehung mit der Personalleasingfirma tritt, die einen Mitarbeiter für einen bestimmten oder unbestimmten Zeitraum zur Verfügung stellt. Ein wesentlicher Vorteil dieser Methode liegt in der hohen Flexibilität durch die Möglichkeit einer raschen Beschaffung sowie raschen Freisetzung der Arbeitskräfte über Personalleasing, jedoch sind diese Mitarbeiter häufig schlecht in das Unternehmen integriert und weisen oftmals eine mangelnde Loyalität gegenüber dem Unternehmen auf. Anwerbung durch Betriebsangehörige: In den USA spielt diese Methode eine wichtige Rolle. Offene Stellen werden dabei an die Mitarbeiter im Unternehmen kommuniziert, die diese wiederum in ihrem Bekanntenkreis weiterverbreiten können. In Abhängigkeit von der zu besetzenden Stelle werden häufig auch Prämien dafür bezahlt, wenn vorgeschlagene Mitarbeiter den Rekrutierungsprozess erfolgreich durchlaufen und vom Unternehmen tatsächlich eingestellt werden. Öffentlichkeitsarbeit: Die Öffentlichkeitsarbeit dient in erster Linie der Unterstützung von aktiven und passiven Personalbeschaffungsmaßnahmen und ist eine Kombination von Personal- und Imagewerbung. Mögliche Maßnahmen sind Betriebsbesichtigungen, Tag der offenen Tür, Werbung in diversen Medien etc. Kapitel 4.2.2, Methoden der Personalauswahl: Im Anschluss an die Personalbeschaffung folgt die Personalauswahl. Anhand der festgelegten Anforderungen an die Qualifikation werden typischerweise in einem nächsten Schritt die Bewerbungsunterlagen analysiert und bewertet, wodurch eine (Vor-)Selektierung der Bewerber stattfindet. Erst im Anschluss kommen die Methoden der Personalauswahl zum Einsatz, auf deren Basis die Auswahlentscheidung getroffen wird, bevor ein Mitarbeiter in das Unternehmen eintritt (siehe Darstellung 20). Bei der Auswahl von Methoden der Personalauswahl ist darauf zu achten, ob das Auswahlverfahren auch tatsächlich die Eignung des Bewerbers vorhersagen kann. Das wichtigste Kriterium zur Messung der Qualität von Auswahlverfahren ist die prognostische Validität, die zwischen 0 und 1 liegen kann. Ein Wert von 0 bedeutet, dass die Methode die spätere Eignung am Arbeitsplatz überhaupt nicht vorhersagen kann, ein Wert von 1 hingegen bedeutet, dass das Ergebnis des Auswahlverfahrens mit der späteren Arbeitsleistung vollkommen übereinstimmt. In der Praxis wird ein Wert von 0,3 bereits als ein guter Wert mit hoher Validität gesehen (siehe Darstellung 21). Neben der prognostischen Validität müssen bei der Auswahl einer Methode für die Personalauswahl einerseits auch rechtliche Aspekte, und andererseits die Akzeptanz der Methode aus Sicht der Bewerber miteinbezogen werden. Zur Vorselektion von Bewerbern werden zumeist die Bewerbungsunterlagen analysiert und bewertet. Unter Bewerbungsunterlagen werden folgende Unterlagen zusammengefasst, wobei nicht immer alle Unterlagen angefordert werden: Das Bewerbungsschreiben (Anschreiben), Schulzeugnisse, Arbeitszeugnisse, Lebenslauf, Bewerberfoto, Arbeitsproben, Referenzen, Personalfragebögen, und Graphologisches Gutachten. Nach der Analyse und Bewertung der Bewerbungsunterlagen werden die verbleibenden Bewerber meist zu einem Bewerbungsgespräch eingeladen und ggf. weitere Auswahlmethoden angewandt. Die Methoden der Personalauswahl umfassen: Bewerbungsgespräch: Das Bewerbungsgespräch vermittelt dem Unternehmen persönliche Eindrücke und Informationen, die über die Bewerbungsunterlagen hinausgehen. Gleichzeitig hat der Bewerber die Möglichkeit, sich persönlich ein Bild vom Unternehmen zu machen und Antworten auf seine spezifischen Fragen zu erhalten. Tests: Um bei der Auswahlentscheidung für einen neuen Mitarbeiter die Entscheidungssicherheit zusätzlich zu erhöhen, werden häufig weitere Tests durchgeführt, wie bspw. Intelligenztests, Leistungstests, Konzentrationstests und Persönlichkeitstests. Biographischer Fragebogen: Der biographische Fragebogen wird häufig bei größeren Bewerberzahlen eingesetzt. Der Grundgedanke besteht darin, auf Basis des Verhaltens in der Vergangenheit auf das zukünftige Verhalten des Bewerbers zu schließen. Dazu muss vom Bewerber ein Fragebogen ausgefüllt werden, der spezifisch für eine Position erstellt wird. Die Antworten des Bewerbers werden mit den Antworten eines erfolgreichen Mitarbeiters in der entsprechenden Position verglichen und sollten auf diesem Weg Aufschluss über die Eignung des Bewerbers geben. Assessment Center: Wie in Darstellung 21 ersichtlich, stellt das Assessment Center eines der aussagekräftigsten Auswahlverfahren dar. Charakteristisch für ein Assessment Center ist, dass mehrere Bewerber gleichzeitig von geschulten Beurteilern in verschiedenen Beurteilungssituationen über einen längeren Zeitraum beurteilt werden. Je nach der zu besetzenden Stelle können dabei verschiedene, auch praxisnahe Übungen durchgeführt werden, um Bewerber zu beurteilen.

One year after a national election in which the Democrats won not only the presidency but 18 congressional seats and 9 new senators, the party lost two major gubernatorial races in Virginia and New Jersey, but won an unexpected congressional seat in upstate New York. Clearly, Obama's coattails did not prove strong enough to bring out the two groups that helped him go over the top in last year's election, namely, the youth vote and the African American votes. There are many lessons to be learned by both parties from this past week' s elections, but there is also the risk of over interpreting results as a prequel of next year's mid-term elections. First, in an "off-off" year, most of the electorate was indifferent to the elections, worried as they are about more pressing issues such as higher taxes, the ever-expanding deficit and more than anything else, about unemployment, which has just surpassed the 10% mark in spite of reported GDP growth of 3.5% this quarter. Second, the state gubernatorial races were played out at the local level and had more to do with the candidates themselves than with the voters 'discontent with the President. Indeed, in a Virginia exit poll, 60% of the voters said that they had based their vote on state issues, while only 24% of those polled said they had used their vote to express their dissatisfaction with the President and 20% to express their support for him. On the other hand, Congressional elections reflect more of the national mood, and here the Democrats were winners: due to an inner brawl among Republicans, they unexpectedly won a seat the Republicans had held since the 1870s in the twenty-third district of New York. still, just as it would be a mistake to give national significance to the state races, it would also be silly to miss the obvious: the preponderant mood in the country is anti-incumbency, and this affects both parties. But clearly, independents who voted for Obama are re-directing their votes toward the Republicans and becoming savvier, more issue specific voters. In addition, both parties have base problems: the Democrats need to figure out how to get their base to the polls during off-year elections, and the Republicans must find ways to control their base so that it does not destroy the party. Turnout was the definitive factor in both gubernatorial races: it fell from 3.7 million to under 2 million in Virginia, and from almost 4 million to 2.3 million in New Jersey. The Republicans and Independents were more energized than the Democratic base, so they voted in larger numbers. Young voters between 18 and 29 years of age represented only 10% in Virginia and 9% in New Jersey. In contrast, in the 2008 presidential race they represented 21% and 17% respectively, and are credited for delivering the states to Obama in both cases. In New Jersey, an unpopular Democratic incumbent, albeit an Obama ally, lost to a new Republican face that ran on a fiscally conservative platform. Obama's appeal was apparently weaker than the voters' aversion for Jon Corzine, so U.S district attorney Chris Christie won, becoming the first Republican to win that position in 12 years. In Virginia, Bob McDonnell underplayed his extreme socially conservative views and his connection to Christian Right leader Pat Robertson. Instead, he ran a positive campaign based on job creation, quality of life for Virginians and fiscal responsibility. His opponent, Creigh Deeds, ran a negative TV ad campaign based on his opponent's social conservatism and his ideology as reflected in a misogynist twenty-year old thesis. In a calculation that backfired, Deeds distanced himself from President Obama for most of his campaign, only to turn to him towards the end. It proved to be too late. On that sunny autumnal day, Democratic voters, especially African Americans and young voters, the two groups than gave Obama his victory in Virginia, were absent from the polls. After eight years of two outstanding Democratic governors, the Executive Mansion in Richmond reverted to Republicans. Unlike Governor Warner who in 2005 prepared the way for his successor, Tim Kaine had spent most of 2009 out of the state, in his new national role as chairman the Democratic National Committee, and did very little to help Deeds. Kaine's national ambition seems to have gotten in the way of his local role as Deeds' promoter and cheerleader, and he became, in the words of Professor Larry Sabato, more of a "partisan rather than a unifying figure" at home. However, the apathy of Democratic voters has deeper roots than just civic irresponsibility or lack of engagement. It is also a reflection of disillusion and even rage with the failure of the Obama administration to create jobs and to deal with Wall Street in stricter terms, for example by breaking up the "too-big-to-fail" banks, introducing stricter regulation of derivatives trading and by reducing of CEO's compensation. Again, in spite of all the rhetoric, Obama seems to have bailed out Wall Street at the expense of middle-class tax payers and small businesses. In sum, Obama's young followers and liberals stayed home because Obama is moving too slowly in crucial issues; independents switched parties because of their own fears of losing their jobs and facing higher taxes, as well as to punish the Democrats for too much government spending with little results for higher employment; and McDonnell benefited as much from a weak, erratic opponent who ran a terrible campaign as he did from his own smart strategy and pragmatic style.While the main problem then for Democrats is how to energize the base so that they can fulfill their civic duty and vote, the Republicans have the opposite problem: how to control their base so that it does not get in the way of allowing the party to field moderate candidates that can get the Independent vote. In this sense, what happened in New York 23rd district may be a blessing in disguise for the Republicans, as it will teach them a lesson in time for next year mid-term election. In this previously little known congressional district near the Canadian border, the Republican Party nominated moderate Assemblywoman DeDe Scozzafava in a special election called to fill the seat of Representative JohnMcHugh (R-NY) who had been appointed Secretary of the Army by President Obama. This was regarded as a safe Republican seat given that the party had held it for over 100 years. However, in a twist of events that took both parties by surprise, Conservatives rebelled against the party nominee, whose social values were deemed too liberal, and fielded their own candidate, Doug Hoffman, with the support of talk show celebrities Rush Limbaugh, Glen Beck and Sarah Palin. The Club for Growth, main supporter of Tea Partiers and Birthers, poured a lot of money in support of Hoffman, and consequently Scozzafava, the official Republican Party nominee, started training in the polls. On the weekend before the election, Scozzafava abandoned the race and endorsed the Democratic candidate! The Right was jubilant, confident of a victory in this rural district, which has very few immigrants and is 93% white. Indeed, Fox news insisted on predicting a "tidal wave" in favor of the Conservative candidate all throughout Election Day, only to be forced to concede at past midnight that instead, the Democratic candidate, Bill Owens, had won. The election in the 23rd district, then, served as a warning to Republicans of whatnot to do in 2010. While the two Republicans that won the gubernatorial races did so by moving to center, thus appealing to Independents and moderates, the main losers in New York state were the Tea Partiers and Birthers who have taken advantage of the vacuum of leadership at the top, have hijacked the Republican Party and made the country at times seem ungovernable. Let it be noted here that both conservative candidates then- to- be governors elect, Chris Christie in New Jersey and Bob McDonnell in Virginia, had rejected Palin's offer to campaign for them. Recognizing the relevance of this kind of wisdom, as well as his good looks and ability to persuade, McDonnell is already being touted as a possible candidate for the 2012 national ticket.2009 will be remembered as the year of anti-incumbency, but this anti-incumbent mood is not so much about Obama, who still enjoys close to 60% of popularity, as it is about government in general. Indeed, every special Congressional election since Obama assumed the presidency has been won by Democrats even in seats previously held by Republicans. In politics, one year is an eternity, so it is difficult to extrapolate the November 3rd results to next year's mid-term election. It all depends on whether the economic stimulus starts to work more consistently and is translated into jobs. The passage of health care reform by the House is undoubtedly a victory for Democrats, but it was a narrow one, with 39 Democrats voting against it, in spite of serious compromises by House Speaker Pelosi, including one amendment that prohibits the use of federal money for abortion and that is already under fire by the party's liberals. If the so-called Stupak amendment is not taken out in House-Senate conference, then the Party may see a huge backlash by women and other groups. Still, health care reform will be a reality by year's end, and once it passes it will become sacred: voters will embrace it (as they did with Medicaid and Medicare, as well as Social Security) and, together with job recovery, it may become the basis of a better mid-term election for Democrats than most pundits are predicting now.Finally, while the two gubernatorial races were won by the Republicans, and can be read as a warning to incumbent governors everywhere in next year's elections, it is clear that the largest group that went to the polls were mainly McCain voters, as well as disgruntled independent voters who shifted to the right. And while this trend is good news for the Republicans, the inexorable weight of demographics is against them: these races were won by an overwhelmingly white and older, more male than female, electorate who constitute at the same time an increasingly smaller percentage of the population as a whole. The fastest-rising voting groups do not vote for the Republican Party, which they consider the party "without ideas". To win next year, the GOP needs to regroup fast, get rid of the Palin-Limbaugh baggage and find new leadership. A year has gone by since their huge electoral loss and they have yet to find it. Senior Lecturer, Department of Political Science and Geography Director, ODU Model United Nations Program Old Dominion University, Norfolk, Virginia

Newspaper Article - 'Relief is Large Demand on Women's Institutes'. Calgary Albertan Paper ; AWI Collection ; 8 C A L G A R Y ALBE A Page About All Relief Is Large Demand On Women's Institutes T% ELIEF for distressed families in their communities has been a " major demand on the local branches of the Women's Institute of Alberta. • Reports of all constituencies read at the convention of Dis­trict Four which met in Paget Hall Wednesday showed strenuous effort to raise money and help with food and clothing the unfortunate in the districts. But in this activity the other objects of the Institute have not been neglected. Reports told of the establishment of libraries, of household economics courses arranged in the districts, of medical clinics arranged by the Institute, of school fairs and many other projects successfully undertaken. Mrs. M. L. Thompson of Coaldale, district director, presided and a spe­cial guest was Mrs. J. P. Ferguson of Trochu, president of the Alberta Women's Institute. Following the sessions of the day, the delegates were guests of the Cal­gary branch at a banquet in the Elizabethan room of the Hudson's Bay . Companys' store, when Mrs. C. H. Stout presided, and afterwards at the performance of the British Gull<* Flayers. Recreation ' Wise use of leisure time is one of the challenges of the new age which has been ushered in by labor- saving devices and machinery," said Mrs. J. P. Ferguson of Trochu, president of the Alberta Women's Institutes, In her address Wednesday afternoon. Need for recreation in its widest sense to meet the increase in leisure time, and to fill the gaps— physical, mental and moral— which the changes have brought, is pressing, and in this field the Women's Institutes have a splen­did opportunity for leadership, Mrs. Ferguson believed. Lack of sufficient recreation has been responsible to a large extent for the drift to urban centres, and now to hold the rural population, and encourage others to return, farm life must be made more attractive; Drawing, as it does, its membership from all classes and creeds, the In­stitute is the logical leader in or­ganized recreation for the rural dis­trict, Mrs. Ferguson said. She sug­gested golf, hiking, tennis, badminton, dancing, particularly folk- dancing, as suitable activities to be inaugurated, and for those less interested in sports, libraries, sewing groups where skilled teachers might instruct in embroid­ery and, of great importance, the revival of handicrafts. Tastes, skills and habits formed in adolescence exert their influence strongly through­out life, the speaker continued, and care should be taken to see that there were worthwhile things at hand for young people in the country to em­ploy their free time. Congratulates Members Mrs. * Ferguson congratulated the members on the wide scope of their activities, which embraced relief work, public health clinics and studies, peace work, child welfare, supplying garden seeds to dried- out areas, assisting with libraries, and recreational projects. In speaking of the scheme wherein the Provincial Women's Institute was co- operating with the I. O. D. E. and U. F. W. A. to provide assistance for needy mothers, under the direction of Miss Kate Brighty, Mrs. Ferguson told the mem­bers the council had hesitated to ask for donations to the central fund for this purpose, since so many branches were already doing work of this sort, " out that the W. I. had offered to pre­pare necessary bundles containing layettes and medical supplies, to the number of 50 during the year. Names of the needy mothers would be for­warded by Mrs. Ferguson to various W. I. branches for help in this con­nection. , Spiritual Disarmament In all the millions of people in the world going quietly about their own business there are none who de­sire war, said Dr. George Kerby, speaking at the afternoon session on " A Call to Peace.". The task of cap­italizing the universal sentiment against war is difficult but is the first step in progress toward peace. The minds of the nations must be prepared for peace. For war is born of faults of the spirit;— of the greed and jealousy of nations all striving for commercial supremacy, erecting artificial barriers, creating artificial antipathies and hatreds. Patriotism is a passion and must be controlled and restrained as other passions. " Not that I love my country less, but that I love humanity more" must be the policy of statesmen. Dr. Kerby told of the ever- increas­ing armament race, leading inevit­ably toward war. He quoted Lord Grey, who had declared that there is no security in competing armaments. The soldiers of the last war were con­vinced that they died for peace, but the generation that has followed them is betraying them. Nursing Schools The need of a reorganization of the nursing schools was discussed by Miss Eleanor McPhedran of the Alberta Joint Study Committee on Nursing Education. Other professions are 1 taught in schools supported by the state— teaching, law, medicine, but nurses are expected to pay for their I training in physical labor, she said. J The disadvantages of nursing schools operated by hospitals were clearly outlined. The d* ty of the hospital is to its patients and in maintaining the hospital on a paying basis. Too often the education of the nurses is sac­rificed to these other considerations. The students are exploited for cheap nursing and maid service. Each hospital is a law unto itself and no standard of knowledge and experience is demanded. As a result many half- trained nurses are gradu­ated from the poorer training schools. The training of nurses has not kept pace with the advance in scientific treatment of disease, Miss McPhedran said. What is needed is more study in the classroom and less duty on the wards. The bill passed at this session of the legislature requiring students to have junior matriculation standing was commended as a step in the right direction toward standardizing the qualifications of the members of the profession. Girls' Clubs Suggestions for the work of leaders in the girls' clubs were given by Mrs. R. E. Wood of Stony Plain, supervisor of the girls' clubs. She recommended division according to age in four groups and told of the different needs of each group. The little girls from 6 to 10 years of age are all enthusiasm and eagerly absorb teaching. The next age, to J 4 years, is an egotistical time when they crave recognition of their personalities. Nothing is too strenuous for them to undertake. The girl from 14 to 16 years of age needs inspiration. She is a day- dreamer, is hungry for books, but needs to be guided in her reading as she is strongly influenced by all she reads but has not learned to discriminate. The girl of 16 to 18 years is begin­ning to use her reasoning powers, takes life very seriously and questions everything. It is a poetic age. It is the best time to Interest her in social problems. Acting Mayor J. H. Ross brought greetings to the delegates who were welcomed by Mrs. C. H. Stout, presi­dent of the Calgary branch. Mrs. A. E. Clark of Oluny replied. Greetings were read from the provincial officers. Musical selections were heard dur­ing the day, the program arranged by Mrs. H. E. Kelley. Mrs. Harry Hutchings sang at the morning ses­sion and following the banquet; W. Rothwell sang, accompanied by Mrs. Rothwell; Max Bishop sang, accom­panied by Miss Dulcie Bishop; pupils of Miss Marjorie Hall gave clever dances and Mrs. J. Welsh gave read-lings. Following the banquet Miss Foster played \' iolin selections, Miss Claire Powell gave pianologues, and Mrs. Slater sang, Mrs. Kelley was accompanist. Mrs. Stout presided at the banquet and spoke of the function of he In­stitutes in fostering the well- being of community life. Mrs. F. G. Grev-ett proposed a toast to the guests anc Mrs. Powell of Maple Leaf local re­sponded. A toast to the press was proposed by Mrs. W. Rothwell anc Miss M. McLean replied. Mrs. Fergu­son, Mrs. R. E. Wood and Mrs. W. Harold Riley spoke briefly and Mrs. Moreau MeCallum moved a vote of thanks to the artists. Mrs. Ferguson and Mrs. Wood were speakers at the separate session of the Girls' Club Wednesday morning when Miss Esther Oliver, vice- presi­dent, of Drumheller presided. Reports from constituencies were read and messages from Miss Lily Sahlen of Cardston, provincial president, Miss Vivian, Berg of Clareshotai, district director, and Miss Jane Popham of Barons, publicity convenor. Co- operation With League of Nations Vital Need, Claimed " Canada's prosperity and her des­tiny lie in working in co- operation with the League of Nations. Having solved her own bi- lingual, bi- racial and minority problems, she is in po­sition to give advice on these prob­lems, and her opportunities for serv­ice and molding opinion in the League are broad." This was the opinion voiced by H. S. Patterson, K. C., in addressing the fortnightly Calgary women's peace, meeting held in the Palliser hotel tea room Wednesday afternoon. Mrs. D. A. McKerricher presided. Introduced the speaker and urged those present to broadcast the announcements of these meetings to all women's organizations. " What Does Partnership in the Col­lective System Involve for Canada?" was the topic of Mr. Patterson's talk, and, prefacing his subject, he traced advancements made in the past cen­tury in the field of science, which had resulted in drawing into close contact all the nations of the world. Friendly rivalry of nations in art, music, liter­ature and kiftdred fields had given spice and variety to the resultant products, but, in the struggle to ad­vance materially, nations had come into conflict. Quarrels between na­tions were the same as struggles in primitive society. In olden days war could procure territory, material goods, security and advancement. With the drawing together of countries through science, however, nations were now like school children who had been playing and quarreling among them­selves at recess, but who found that, on going into . school they could not continue so without detriment, to | themselves. Fear resulting from the past war j had induced the nations to become self- sufficient. Canada, in her need,; . had turned to the commonwealth of the British Empire in an attempt to construct within its bounds a situation of markets and supply which had ex­isted in the world before the war. Canada produced more food than she could consume, and markets were es- j sential. Hence, her destiny lay In i close co- operation with countries; which could assure her those markets, the speaker said. Through participation in a collect­ive system of nations, Canada shared the responsibility of contributing " whole- hearted Co- operation, aid for the helpless, strength for the weak, and her share in the creation of or­ganizations for curing the ills of mankind," the speaker quoted from an address by Sir Robert Borden. Mr. Patterson answered a number of questions at the'end of his address, and a general discussion period fol­lowed.

Epic, historic, momentous, transformational. In a word- saturated environment, it is hard to find a term powerful enough to describe the significance of this election for the American psyche. A few vignettes from history may help us grasp this idea better than any hyperbolic epithets. When Frederick Douglass came to the White House, which had been opened to the public to celebrate President Abraham Lincoln's second inauguration in 1865, he was not allowed in. The freed slave, by then a well-known author, abolitionist, activist and orator, sent his card in to the President, who immediately ordered him admitted. In 1901 President Theodore Roosevelt was severely criticized for inviting writer Booker T. Washington to a private dinner at the White House. Thirty years later, his niece, first lady Eleanor Roosevelt received the same vociferous criticism for hosting several African Americans as guests in the White House, including soprano Marion Anderson in 1939. Of course, the practice of receiving black guests in the presidential residence became much more accepted as African Americans were elected to high office in the sixties and seventies. But the journey for the inclusion of the black race has been a long and arduous one for this country, and it will culminate in poetic symbolism this coming January, as Barack and Michelle Obama and their two daughters make the White House their residence. This is a remarkable achievement that all Americans are proud of, and a powerful unifying force for the nation, as mentioned by John McCain in his gracious concession speech on Tuesday night. Barack Obama ran a brilliant, disciplined campaign which will be analyzed for years to come for its innovative use of technology, its break with traditional funding methods and the pervasive influence of the leader 's personality which set a positive tone, an optimistic aura that trickled down to millions of volunteers and contributors. Obama captured the spirit of the times, anticipated the extent to which the country was ready for a change before anyone else did, and proposed a vision that mobilized millions behind him. He was the only one able to take the pulse of the nation and grasp its mood. Eight years of unresponsive and irresponsible leadership, of a lingering war that could not be won, of unimaginable depredation of their cherished values and foundational ideals, had brought Americans to the verge of a nihilistic self-hate. If Obama's intelligence enabled him to perceive this mood, his audacity propelled him forward to seek the higher office in order to change it. Because he believes in the resilience of the country himself, he was able to spark the last bit of fire and illusion left at the bottom of the American heart. He spoke of unity and human dignity; of changing the distorted image the rest of the world has of America, of using diplomacy rather than force, of consulting with allies and talking to enemies. Leaving ideologies aside, he focused on what we all have in common and not on what divides us. And America heard him. His campaign was mainly geared toward the digital generation, and that is where he found his base. Building on Howard Dean's use of the Internet for financing and organizing his own grassroots campaign during the 2003 Democratic primary election, he perfected a technological platform from which he reached millions of citizens. His email list for daily announcements had eight million addresses, eight hundred thousand people registered in mybarackobama.com to get direct information from the campaign and the candidate himself into their mobile phone text messaging systems, and thirteen million people contributed money through the internet. He had one million and a half cyber volunteers who got special training and connected with affinity groups already in existence, such as Democracy for America and the more radical Moveon.org. His field volunteers could choose between training at local headquarters and attending "night school" on the web. By September 1st, the date of the official start of the presidential campaign once both conventions were over, he had amassed four times more money than his opponent. That led him to opt out of public financing, being the first candidate to take this decision since federal funding was established in the 1970s. He took a gamble and won: in September alone, he was able to raise 153 million from small donors on the internet, while McCain, who stopped accepting donations in order to be eligible for public funds, had to content himself with the $84 million received under that program. The contagious optimism and low-key approach that characterize the candidate was also found in every field office, every phone bank volunteer, and every neighborhood canvassing team. The lack of internal disputes and the positive atmosphere earned his campaign the nickname of "No Drama Obama" and the candidates as well as his close team of advisers deserve full credit for it. He started with a small circle of inner political advisors who had worked with him during his Senate run. Talent and serenity, no prima donnas and no big egos, were the main qualifications. In a new version of J.F. Kennedy's The Best and the Brightest, he drew on his friends from Harvard and Columbia, and his colleagues and students from the University of Chicago as the next circle of supporters and advisors. They helped him recruit five hundred paid political operatives among the best in the business, and an army of volunteers. They mounted a huge voter registration operation and a get- out -the vote campaign that would pay off immensely on Election Day. In difficult times during the campaign, David Axelrod, his chief strategist says, Obama and his team would regain their motivation focusing on what he would be able to achieve once in the White House. During the lowest point of his campaign, the Reverend Jeremy White controversy, after brainstorming for a while, Obama decided to make a speech on race as he saw it, based on his own experience and perspective. If he could not persuade Americans of his good faith, he would lose and go back to the Senate, he told his closer advisors with his usual cool detachment that belies a disciplined tenacity and a passion for his call of service to the country. That speech was hailed as exceptional, and was well-received by all races and creeds; it generated a consensus seldom forthcoming on such a divisive topic. The result of these efforts, from the vision that inspired it all to the organizational strengths, was reaped on election night, when he won over 61% of the youth vote, 98% of the African American vote, 67% of the Hispanic vote, 56% of the women's vote, 47% of white men. He also won the Independents vote, as well as the Catholic and even some of the Evangelical vote. This broad based coalition is also reflected in a geographical shift, with the inroads he made into Republican territory by winning Virginia, North Carolina, Indiana, Ohio, Nevada and Colorado as well as Florida. There is no denying that this represents a major political realignment, even if it is too early to evaluate whether these demographic and geographical changes are permanent. But they do reflect changes in the economy, with economic power flowing away from major urban centers and into new states such as Virginia and Colorado. This transfer of economic power brings about demographic change and, ultimately, a shift in political power. Obama put it with subtlety when he said: "There are no red states and blue states; there is the United States of America." Now the major question being posed these days is whether President Obama will be able to govern as flawlessly as he campaigned and whether he will make good on his promise of bipartisanship. He has quite a few good options to do this when choosing his cabinet: moderate Republican Robert Gates could, for example, be asked to stay on as Secretary of Defense, or Chuck Hagel, a Republican Senator that was outspoken on his opposition to the Iraq war could replace him. Colin Powell's name has been suggested for Secretary of Education. Obama has already announced that his first measures will be on the economy, namely, a stimulus package to spur employment, extension on unemployment benefits and more attention to the implementation of legislation already passed on mortgage foreclosures. Given the economic crisis and the huge bailout package that will have to be administered by the incoming administration, the Treasury Secretary will be the most important cabinet member. Here Obama will probably choose a Democrat such as former Clinton Secretary Treasurers Larry Summers or Bob Rubin, or perhaps younger Timothy Geithner, President of the New York Federal Reserve Bank. A larger question is whether Obama will be bold or cautious in his first decisions. President Reagan was of the idea that what a president does not get done during the first year of his tenure, goes into oblivion and does not get done at all. Since the center of the political spectrum decided the election and gave him a strong mandate, he will need to address their concerns first. For example, by giving the middle class the promised tax cuts, and financing those by letting Bush's tax cuts on the wealthy elapse. Health care reform is also a possibility, to demonstrate his commitment to voters, but one that would cost a lot and take time to implement. The main difficulty he faces lies in the conundrum of how to do something bold without enlarging the trillion dollar budget deficit he is inheriting, and all without raising taxes. A neo-Keynesian approach is likely, with, for example, the government ignoring the deficit for a while, and investing in a huge renewable energy program, thereby creating thousands of green jobs and meeting two campaign promises with one bold stroke. He could also opt for highly symbolic actions, such as closing Guantánamo and delivering the prisoners to the US regular court system. Politically, he has a mandate for this, but there may be some legal sticking points that might protract the process and thus not render it so symbolically effective. Whatever he decides to do, the transition period will set the tone for the rest of his administration. He thus needs to do it right, lay out his vision of a national purpose and work towards it in a bipartisan and transparent way, avoiding the temptation of governing with the Democratic legislature only, to the exclusion of the Republican minority. The same mobilized digital-age generation that gave him this victory will be monitoring his every move, assessing the results and sharing their opinions on blogs and chat rooms. Since Obama has his sights set on the long-term, he will try his best not to disappoint. Senior Lecturer, Department of Political Science and Geography Director, ODU Model United Nations Program Old Dominion University, Norfolk, Virginia

La época actual se caracteriza, fundamentalmente, por los cambios dinámicos que se producen en los entornos económicos, políticos, sociales y culturales de las organizaciones creando realidades cada vez más complejas. La organización universitaria, como cualquier institución social, difícilmente puede concebirse al margen de los cambios que se producen en la sociedad. La conexión de la universidad con la sociedad, desde siempre, ha tenido algo de problemático. Por una parte las universidades están al servicio de esta sociedad, generando, transmitiendo y difundiendo el saber; pero, por otro lado, sufren -el pathos clásico- el impacto innegable de los cambios, bruscos o no, que genera la sociedad y a los que la universidad ha contribuido en cierta medida. Frente a estos cambios la investigación académica y la consultoría en el campo del management han desarrollado valiosos aportes para la gestión de las organizaciones formulando planteamientos que explican los nuevos fenómenos, elaborando nuevas teorías que sirven de referente para los nuevos comportamientos de la gestión organizacional y produciendo instrumentos que viabilizan la gestión del cambio. El benchmarking, o evaluación comparativa, es un instrumento de gestión contemporánea que se viene aplicando ampliamente y con resultados más que notables en el mundo de la gestión empresarial. Es un proceso sistemático y continuo para evaluar las mejores prácticas de las organizaciones que son reconocidas como excelentes con el propósito de compararse, encontrar las diferencias en cuanto a la realización y a los resultados alcanzados para, finalmente, adoptar la experiencia, adaptarla y actuar en consecuencia. Esta sistematización de "imitar para superar" es una herramienta potente que permite el aprendizaje de las organizaciones y la mejora de su desempeño sustentándose, por así decirlo, en aquello que es de sentido común y que con frecuencia lo aplican las personas, las organizaciones, los países, los bloques regionales: imitar experiencias exitosas de los demás para aplicarlas a su realidad, adaptándolas y así superar una situación existente. La situación actual le exige a la institución universitaria no sólo que responda a las demandas que puedan surgir del entorno, coyunturales y específicas sino, más aun, que conozca las teorías de gestión contemporánea que explican las nuevas realidades y maneje instrumentos de gestión que le permitan reingienizar la organización y desarrollar comportamientos más eficientes y eficaces, planteándose una gestión orientada al mediano y largo plazo. En esta investigación se abordan tres temas centrales: el de la organización y gestión universitaria, el del benchmarking y, por último, el de la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. Los dos primeros son el soporte necesario para explicitar el sistema que se propone. En lo referente a la organización y gestión universitaria se analizan tres cuestiones fundamentales: la actuación de las fuerzas y las configuraciones en el diseño de la estructura organizativa de la universidad; la posibilidad de realizar una gestión universitaria desde la perspectiva de la dirección estratégica; y, por último, el valor de la cultura organizacional en la gestión y en la vida de la institución universitaria. En el cuanto al tema del benchmarking se presentan cuatro enfoques relacionados con la gestión universitaria relevantes en el tratamiento de la tesis: la creación de valor a través del staff; la innovación adaptativa o aprendizaje organizacional, la gestión estratégica y, por último, la gestión de calidad total. Teniendo en cuenta las peculiares características de la organización universitaria, las fuerzas que intervienen en ellas y los significativos comportamientos de sus profesionales resulta de una pertinencia significativa el aporte realizado por Fitz-enz sobre la gestión de valor aplicada a los procesos de staff como un medio para añadir valor centrándose, fundamentalmente, en las prestaciones que se dan al interior de la organización y de identificar y agregar valor a la calidad, productividad y servicio de la empresa. Así mismo es relevante el tema del aprendizaje organizacional y la evaluación comparativa planteado por Bogan y English. El núcleo central del trabajo es la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. El sistema se estructura en cuatro módulos básicos: planificar, organizar, valorar y actuar, precisándose, dentro de ellos, los objetivos a alcanzar, las actividades a desarrollar y los instrumentos a aplicar. A través de estos módulos se desarrollan dos procesos fundamentales. El primero que busca evaluar el desempeño que se quiere mejorar de la universidad que se va a comparar y, por otro lado, evaluar la práctica excelente de la organización universitaria socia con la que se va a comparar. Este proceso implica la identificación y análisis de los aspectos relevantes de ambos desempeños o prácticas. El segundo proceso tiene como objetivo comparar las prácticas de las dos universidades comprometidas en la evaluación, determinar las diferencias, valorarlas y plantear la eliminación de ellas. La realización de ambos procesos y el diseño de un plan de mejora a seguir para eliminar las diferencias comportan un claro valor agregado que supone la mejora de la competitividad de la universidad que se evalúa y compara. El sistema de evaluación comparativa propuesto se aplica en detalle a dos prácticas relacionadas con el proceso de dirección y planificación estratégica de dos universidades, la Universidad del Pacífico, en Lima-Perú, como organización que requiere implementar mejoras concretas en su gestión y la Universitat Politècnica de Catalunya, Barcelona-España, como organización universitaria que aporta valor. El sistema de evaluación propuesto es un instrumento de aprendizaje institucional que puede aplicarse a la gestión universitaria y que permite la incorporación de mejoras en la gestión de las universidades a partir de las experiencias exitosas de otras instituciones. ; The present times are basically characterized by the dynamic changes produced in the economic, political, social, and cultural environments of organizations, that create increasingly more complex realities. University organizations, as other social institutions, can not be conceived of apart from the changes produced in society. The connection of the university with society has always been somewhat problematic. On the one hand, universities serve society, generating, transmitting and disseminating knowledge; but, on the other hand, they suffer - the classic pathos- the undeniable impact of the changes, rough or not, that society generates, and to which the university, to a certain extent, has contributed. Academic research and consultancies in the management field have developed valuable contributions for the management of organizations, formulating proposals that explain the new phenomena, elaborating new theories that can be used as referents for new behaviors of organizational management and producing instruments that make the management of change viable. Benchmarking, or comparative evaluation, is a current management instrument that is being widely applied with remarkable results in the world of business management. It is a systematic and continuous process that evaluates the best practices in organizations that are considered excellent for the purpose of comparing institutions, finding the differences regarding the realization and the results that have been obtained; finally, adopting the excellence, adapting it, and performing accordingly. The systematization of "imitating to surpass" is a powerful tool that enables organizations to learn and to improve their performance by using some common sense that is frequently applied by persons, organizations, nations, regions: imitating successful experiences to apply them to their reality, adapting them and, thus, overcoming and surpassing an existing situation. The current situation requires university institutions not only to respond to the demands that can appear in the environment, which are time-specific, but, to know the theories of modern management that explain new realities and to handle the management tools that will allow them to reengineer the organization and develop efficient behaviors, considering a management that addresses the medium and long terms. Three main issues are dealt with in this research: university organization and management, benchmarking, and, finally, the proposal of a system for the comparative evaluation of essential competences applied to university management. The first two are necessary to make the proposed system explicit. Regarding the organization and management of universities, three things are analyzed: the performance of forces and configurations in the design of the organizational structure of universities; the possibility of managing universities from the perspective of strategic management; and, finally, the value of organizational culture in the management and life of universities. With respect to benchmarking, four approaches related to university management that are relevant to the treatment of the thesis are presented: creation of value by means of the staff, adaptive innovation or organizational learning, strategic management, and total quality management. Considering the particular characteristics of university organizations, the forces that take part in them and the significant behaviors of their professionals, a relevant contribution is Fitz-enz' view on value management applied to staff processes as a way of adding value, centered, basically, on the provision of services within the organization and of identifying and adding value to the quality, productivity and service of the enterprise. Bogan and English' proposal on organizational learning and comparative evaluation is also useful. The core issue of this thesis is the proposal of a comparative evaluation system of essential competences applied to university management. The system consists of four basic modules: planning, organizing, assessing and acting out; specifying within them the objectives to be reached, the activities to be carried out and the instruments to be applied. Two main processes are developed through these modules. The first one aims to evaluate the performance that needs improvement in the university to be compared, as well as to evaluate the excellent practice of the partner university with which it will be compared. This process implies identifying and analyzing the relevant aspects of both performances or practices. The objective of the second process is to compare the practices of the two universities that are involved in the evaluation, determining the differences, assessing them and proposing their elimination. The realization of both processes and the design of an improvement plan to be followed for eliminating the differences have the added value of improving the competitiveness of the university that is being evaluated and compared. The comparative evaluation system proposed is applied in detail to two practices related to the process of strategic management and planning of two universities: the Universidad del Pacífico, in Lima, Perú, as an organization that needs to improve specific areas of its management and the Universitat Politecnica de Catalunya, in Barcelona, Spain, as a university organization that contributes value. The evaluation system proposed is an instrument of institutional learning that can be applied to university management and that allows for the incorporation of improvements in the management of universities by considering other institutions' successful experiences. ; Postprint (published version)

La época actual se caracteriza, fundamentalmente, por los cambios dinámicos que se producen en los entornos económicos, políticos, sociales y culturales de las organizaciones creando realidades cada vez más complejas. La organización universitaria, como cualquier institución social, difícilmente puede concebirse al margen de los cambios que se producen en la sociedad. La conexión de la universidad con la sociedad, desde siempre, ha tenido algo de problemático. Por una parte las universidades están al servicio de esta sociedad, generando, transmitiendo y difundiendo el saber; pero, por otro lado, sufren -el pathos clásico- el impacto innegable de los cambios, bruscos o no, que genera la sociedad y a los que la universidad ha contribuido en cierta medida. Frente a estos cambios la investigación académica y la consultoría en el campo del management han desarrollado valiosos aportes para la gestión de las organizaciones formulando planteamientos que explican los nuevos fenómenos, elaborando nuevas teorías que sirven de referente para los nuevos comportamientos de la gestión organizacional y produciendo instrumentos que viabilizan la gestión del cambio. El benchmarking, o evaluación comparativa, es un instrumento de gestión contemporánea que se viene aplicando ampliamente y con resultados más que notables en el mundo de la gestión empresarial. Es un proceso sistemático y continuo para evaluar las mejores prácticas de las organizaciones que son reconocidas como excelentes con el propósito de compararse, encontrar las diferencias en cuanto a la realización y a los resultados alcanzados para, finalmente, adoptar la experiencia, adaptarla y actuar en consecuencia. Esta sistematización de "imitar para superar" es una herramienta potente que permite el aprendizaje de las organizaciones y la mejora de su desempeño sustentándose, por así decirlo, en aquello que es de sentido común y que con frecuencia lo aplican las personas, las organizaciones, los países, los bloques regionales: imitar experiencias exitosas de los demás para aplicarlas a su realidad, adaptándolas y así superar una situación existente. La situación actual le exige a la institución universitaria no sólo que responda a las demandas que puedan surgir del entorno, coyunturales y específicas sino, más aun, que conozca las teorías de gestión contemporánea que explican las nuevas realidades y maneje instrumentos de gestión que le permitan reingienizar la organización y desarrollar comportamientos más eficientes y eficaces, planteándose una gestión orientada al mediano y largo plazo. En esta investigación se abordan tres temas centrales: el de la organización y gestión universitaria, el del benchmarking y, por último, el de la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. Los dos primeros son el soporte necesario para explicitar el sistema que se propone. En lo referente a la organización y gestión universitaria se analizan tres cuestiones fundamentales: la actuación de las fuerzas y las configuraciones en el diseño de la estructura organizativa de la universidad; la posibilidad de realizar una gestión universitaria desde la perspectiva de la dirección estratégica; y, por último, el valor de la cultura organizacional en la gestión y en la vida de la institución universitaria. En el cuanto al tema del benchmarking se presentan cuatro enfoques relacionados con la gestión universitaria relevantes en el tratamiento de la tesis: la creación de valor a través del staff; la innovación adaptativa o aprendizaje organizacional, la gestión estratégica y, por último, la gestión de calidad total. Teniendo en cuenta las peculiares características de la organización universitaria, las fuerzas que intervienen en ellas y los significativos comportamientos de sus profesionales resulta de una pertinencia significativa el aporte realizado por Fitz-enz sobre la gestión de valor aplicada a los procesos de staff como un medio para añadir valor centrándose, fundamentalmente, en las prestaciones que se dan al interior de la organización y de identificar y agregar valor a la calidad, productividad y servicio de la empresa. Así mismo es relevante el tema del aprendizaje organizacional y la evaluación comparativa planteado por Bogan y English. El núcleo central del trabajo es la propuesta de un sistema de evaluación comparativa de competencias esenciales aplicado a la gestión universitaria. El sistema se estructura en cuatro módulos básicos: planificar, organizar, valorar y actuar, precisándose, dentro de ellos, los objetivos a alcanzar, las actividades a desarrollar y los instrumentos a aplicar. A través de estos módulos se desarrollan dos procesos fundamentales. El primero que busca evaluar el desempeño que se quiere mejorar de la universidad que se va a comparar y, por otro lado, evaluar la práctica excelente de la organización universitaria socia con la que se va a comparar. Este proceso implica la identificación y análisis de los aspectos relevantes de ambos desempeños o prácticas. El segundo proceso tiene como objetivo comparar las prácticas de las dos universidades comprometidas en la evaluación, determinar las diferencias, valorarlas y plantear la eliminación de ellas. La realización de ambos procesos y el diseño de un plan de mejora a seguir para eliminar las diferencias comportan un claro valor agregado que supone la mejora de la competitividad de la universidad que se evalúa y compara. El sistema de evaluación comparativa propuesto se aplica en detalle a dos prácticas relacionadas con el proceso de dirección y planificación estratégica de dos universidades, la Universidad del Pacífico, en Lima-Perú, como organización que requiere implementar mejoras concretas en su gestión y la Universitat Politècnica de Catalunya, Barcelona-España, como organización universitaria que aporta valor. El sistema de evaluación propuesto es un instrumento de aprendizaje institucional que puede aplicarse a la gestión universitaria y que permite la incorporación de mejoras en la gestión de las universidades a partir de las experiencias exitosas de otras instituciones. ; The present times are basically characterized by the dynamic changes produced in the economic, political, social, and cultural environments of organizations, that create increasingly more complex realities. University organizations, as other social institutions, can not be conceived of apart from the changes produced in society. The connection of the university with society has always been somewhat problematic. On the one hand, universities serve society, generating, transmitting and disseminating knowledge; but, on the other hand, they suffer - the classic pathos- the undeniable impact of the changes, rough or not, that society generates, and to which the university, to a certain extent, has contributed. Academic research and consultancies in the management field have developed valuable contributions for the management of organizations, formulating proposals that explain the new phenomena, elaborating new theories that can be used as referents for new behaviors of organizational management and producing instruments that make the management of change viable. Benchmarking, or comparative evaluation, is a current management instrument that is being widely applied with remarkable results in the world of business management. It is a systematic and continuous process that evaluates the best practices in organizations that are considered excellent for the purpose of comparing institutions, finding the differences regarding the realization and the results that have been obtained; finally, adopting the excellence, adapting it, and performing accordingly. The systematization of "imitating to surpass" is a powerful tool that enables organizations to learn and to improve their performance by using some common sense that is frequently applied by persons, organizations, nations, regions: imitating successful experiences to apply them to their reality, adapting them and, thus, overcoming and surpassing an existing situation. The current situation requires university institutions not only to respond to the demands that can appear in the environment, which are time-specific, but, to know the theories of modern management that explain new realities and to handle the management tools that will allow them to reengineer the organization and develop efficient behaviors, considering a management that addresses the medium and long terms. Three main issues are dealt with in this research: university organization and management, benchmarking, and, finally, the proposal of a system for the comparative evaluation of essential competences applied to university management. The first two are necessary to make the proposed system explicit. Regarding the organization and management of universities, three things are analyzed: the performance of forces and configurations in the design of the organizational structure of universities; the possibility of managing universities from the perspective of strategic management; and, finally, the value of organizational culture in the management and life of universities. With respect to benchmarking, four approaches related to university management that are relevant to the treatment of the thesis are presented: creation of value by means of the staff, adaptive innovation or organizational learning, strategic management, and total quality management. Considering the particular characteristics of university organizations, the forces that take part in them and the significant behaviors of their professionals, a relevant contribution is Fitz-enz' view on value management applied to staff processes as a way of adding value, centered, basically, on the provision of services within the organization and of identifying and adding value to the quality, productivity and service of the enterprise. Bogan and English' proposal on organizational learning and comparative evaluation is also useful. The core issue of this thesis is the proposal of a comparative evaluation system of essential competences applied to university management. The system consists of four basic modules: planning, organizing, assessing and acting out; specifying within them the objectives to be reached, the activities to be carried out and the instruments to be applied. Two main processes are developed through these modules. The first one aims to evaluate the performance that needs improvement in the university to be compared, as well as to evaluate the excellent practice of the partner university with which it will be compared. This process implies identifying and analyzing the relevant aspects of both performances or practices. The objective of the second process is to compare the practices of the two universities that are involved in the evaluation, determining the differences, assessing them and proposing their elimination. The realization of both processes and the design of an improvement plan to be followed for eliminating the differences have the added value of improving the competitiveness of the university that is being evaluated and compared. The comparative evaluation system proposed is applied in detail to two practices related to the process of strategic management and planning of two universities: the Universidad del Pacífico, in Lima, Perú, as an organization that needs to improve specific areas of its management and the Universitat Politecnica de Catalunya, in Barcelona, Spain, as a university organization that contributes value. The evaluation system proposed is an instrument of institutional learning that can be applied to university management and that allows for the incorporation of improvements in the management of universities by considering other institutions' successful experiences. ; Postprint (published version)

Balanced Scorecaid (BSC), sebagaimana dituturkan oleh penciptanya yaitu Robert S. Kaplan dan David P. Norton (Kaplan dan Norton, 19% A), bermula dari suatu penelitian satu tahun pada selusin perusahaan-Advanced Micro Devices, American Standard, Apple Computer, Bell South, CIENA, Conner Peripherals, Coy Research, Du Pont, Electronic Data Systems, General Electric, HewlettPachard, dan Shell Canada pada tahun 1990 disponsori oleh Nolan Norton Institute, lembaga penelitian milik KPMG. Penelitian itu berjudul "Measuring Performance in the Organization of the Future," dan David Norton, CEO dari Nolan Norton, bertindak sebagai ketua tim peneliti sementara Bob Kaplan menjadi konsultan akademisnya. Studi itu dimotivasi oleh keyakinan bahwa model pengukuran kinerja perusahaan melalui akuntansi keuangan tidak lagimemadai dan bahkan bisa menghambat kemampuan perusahaan menciptakan nilai ekonomis di masa yang akan datang. Motivasi ini tentu mengingatkan kita pada buku Johnson dan Kaplan berjudul "Relevance Lost' (1987) yang menceritakan perkembangan akuntansi manajemen yang cenderung lebih memenuhi selera sofistikasi akademik daripada menjawab permasalahan rifl dalam bisnis. Temuantemuan dari studi itu diringkas dalam suatu attikel, Measures That Drive Performance!' di Harvard Business Review (HBR) edisi Januari-Februari 1992 (Kaplan dan Norton, 1992). Pengamatan lebih lanjut terhadap penerapan BSC di beberapa perusahaan menyadarkan Kaplan dan Norton bahwa BSC bisa dipakai lebih dari sekedar sebagai sistem pengukuran, melainkan juga untuk mengkomunikasikan strategi baru dan mengalign organisasi terhadap strategi baru itu. Observasi ini mereka tulis dalam artikel HBR lain dengan judul "Putting the Balanced Scorecard to Work," (Kaplan dan Norton, 1993). Pengamatan lebih lanjut terhadap penggunaan banyak ukuran dalam BSC yang satu sama lain dirangkai bersama oleh suatu serihubungan sebab-akibat mengantarkan mereka pada kesimpulan baru, yaitu bahwa BSC bisa dipakai untuk mengelok strategi. Tegasnya BSC adalah suatu sistem manajemen yang bisa dipakai sebagai kerangka sentral dalam berbagai proses managerial penting: penentuan gol individual dan tim, pemberian konpensasi, alokasi sumberdaya, perencanaan dan peranggaran, pemberian umpan balik strategis, dan pemberdayaan karyawan serta penumbuhan iklim belajar dalam organisasi. Perkembangan baru ini mereka laporkan dalam artikel HBR yang ketiga, "Using the Balanced Scorecard as a Strategic Management System' (Kaplan dan Norton, 1996). Dan akhirnya, laporan yang paling komprehensif tentang BSC ini mereka tulis dalam buku monograf berjudul "The Balanced Scorecard' (Kaplan dan Norton, 199 A), acuan utama penulis dalam penulisan makalah ini. Mereka berharap BSC masih akan berkembang lebih lanjut, terbukti dari pengakuan mereka bahwa monograf itu masih merapakan suatu progress report. Pada hemat penulis ada dua faktor penting saling berhubungan yang melatar-belakangi lahirnya BSC, yaitu 1) semakin tidak memadainya pengukuran akuntansi untuk merefleksikan realitas bisnis yang mulai terasa sejak dekade 1970an, dan 2) terjadinya pergeseran-pergeseran fundamental dalam lingkungan bisnis sejak dekade 1970 an yang menyebabkan pergeseran-pergeseran yang fundamental pula dalam paradigma dan pendekatan manajemen bisnis pada dekade 1980an dan 1990an. Akuntansi keuangan sudah dirundung kontroversi sejak dekade 1960an. Misalnya kontroversi dalam metode penilaian aset dan pengukuran zmomeantara kubu entry-value (Edwards dan Bell 1961) dan exitvalue (Sterling, 1970; Chambers, 1965), kontroversi tentang akuntansi inflasi, kontroversi tentang obyek pengukuran akuntansi (Sorter, 1969), dan kontroversi tentang tujuan akuntansi keuangan. Financial Accounting Standard Board (FASB), yang didirikan di Amerika Serikat pada akrtir dekade 1970an untuk mengatasi berbagai kontroversi ini dan sebagai tanggapan profesi akuntansiterhadap kritikan dan tekanan Konggres serta Senat alas berbagai kekurangan dalam pengukuran dan pelaporan akuntansi, menghasilkan Conseptual Framework (FASE 1978; 198Q 1984; dan 1985), yang lebih merupakan produk politik yang sangat kenyal untuk mengelabuhi Konggres dan Senat daripada suatu penyelesaian rasional yang komprehensif dan konsisten. Perkembangai akuntansi manajemen juga tidak lebih baik daripada akuntansi keuangan. Seperti telah dikemukakan di muka, Johnson dan Kaplan (1987) mensinyalir bahwa perkembangan teknik-teknik akuntansi manajemen cenderung mengarah ke sofistikasi akademis terlepas dari komitmennya untuk mengatasi masalah dantantangan riil dalam penyediaan informasi untuk bisnis. Pada hemat penulis, permasalahan dan tantangan yang dihadapi oleh akuntan keuangan dan akuntansi manajemen ini sebagian bersifat teknologis, sebagian lagi bersumber pada lingkungan penerapan akuntansi yang mengalami perubahan-perubahan yang mendasar. Mengenai yang terakhir, karena lingkungan penerapan yang berubah secara fundamental maka akuntansi menjadi semakin tidak memadai dalam merefleksikan realitas bisnis. Perubahan lingkungan penerapan ini terkait erat dengan faktor penting kedua yan melatarbelakangi munculnya BSC, yaitu terjadinya pergeseran fundamental dalam lingkungan bisnis yang menyebabkan pergeseran fundamental pula dalam paradigma dan pendekatan manajemen bisnis. Dua dekade terakhir di penghujung abad ini manusia menyaksikan perubahan dan pergeseran yang mendasar sekali dalam pola hubungan dan interaksi antar sesama manusia padaskala mikro maupun makro, bahkan mondial. Penyebab utama dari perubahan dan pergeseran itu, pada hemat penulis, adalah dua hal, yaitu meredarnya semua ketegangan yang bersumber pada perang dingin dan kemajuan yang fenominal pada teknologi komputer dan komunikasi. Dampak dari dua faktor tersebut secara populer dinamai "globalisasi," yang cenderung untuk bias pada pengamatan eksoterik perubahan dan pergeseran pada skala makro mondial dan karenanya kurang peduli pada pengamatan serta analisis isoterik dan detail akan perubahan dan pergeseran pada tingkat mikro. Kegagalan sistem komunis di Eropa Timur, yang segera diikuti dengan peredaan ketegangan perang dingin antara blok Barat dan Timur, menyebabkan timbulnya persepsi pada tingkat mondial akan supremasi sistem ekonomi pasar di atas sistem ekonomi komando. Dua kekuatan raksasa komunis pun, yaitu UniSoviet dan RRC, serta-merta mempercayai dan mengadopsi sistem ekonomi pasar. Langkah Uni-Soviet dan RRC itu segera diikuti oleh negara-negara komunis lainnya. Pada negara-negara non komunis terjadi pendalaman sistem pasar dalam bentuk deregulasi, yang dilakukan tidak hanya oleh negara-negara berkembang yang masih malu-malu terhadap sistem pasar, tetapi bahkan juga oleh negaranegara yang sudah lama dikenal sebagai strong advocate sistem pasar seperti Amerika Serikat, Canada, dan Inggris. Bersamaan dengan itu kemajuan pada teknologi elektronika dan material telah melahirkan teknologi komputer, yang secara drastis merubah teknologi desain dan produksi informasi. Munculnya teknologi komputer yang segara tumbuh dan berkembang secara cepat itu terjadi kontemporer dengan kemajuan yang luar biasa pada teknologi komunikasi, terutama telekomunikasi satelit. Perkembangan dan interaksi antara teknologi komputer dan teknologi komunikasi itu melahirkan serta menyuburkan pertumbuhan teknologi informasi. Adalah perluasan serta pendalaman sistem ekonomi pasar dan perkembangan yang luar biasa pada teknologi informasi itulah yang menyebabkan perubahan pola hubungan antar manusia, baik pada skala mikro kelembagaanmaupun pada skala makro mondial. Secara bersama-sama kedua faktor tersebut telah berdampak menambah keberdayaan manusia sebagai individu relatif terhadap semua bentuk kelembagaan seperti perusahaan, partai politik, organisasi masa, negara, dan lain sebagainya. Proses pemberdayaan manusia sebagai individu itu terjadi baik dalam arti meningkatnya kekuatan, kekuasaan, dan pengaruh manusia individual, maupun dalam arti melonggarnya berbagai ikatan struktural dan kultural yang membelenggu kebebasannya sebagai pribadi. Perluasan dan pendalaman pasar, atau liberalisasi pasar, berdampak pada semakin kuatnya posisi tawar-menawar konsumen relatif terhadap posisi produsendan/atau penjual. Pasar, bila terbebas dari berbagai bentuk intervensi dari luar sistem, adalah lembaga ekonomi yang sangat demokratis. Keputusan terpenting di pasar, yaitu keputusan tentang harga, terjadi melalui proses tawar-menawar yang demokratis tanpa paksaan dan pengaruh siapapun. Kedaulatan konsumen dalam lingkungan seperti itu ditentukan oleh perimbangan antara jumlah konsumen dan produsen/penjual Semakin besar jumlah produsen/penjual relatif terhadap konsumen, artinya semakin pasar efisien, semakin kuat posisi konsumen dalam tawar-menawar. Liberalisasi pasar menghilangkan berbagai bentuk intervensipasar dan menghilangkan entry baniers bagi produsen/penjual baru untuk masuk ke pasar, dan berakibat pada semakin kuatnya kedaulatan atau keberdayaan konsumen. Sebelum merebaknya teknologi informasi seperti sekarang ini, manusia individual hanya bisa dengan mudah mengakses informasi pasar dan informasi tak resmi dalam pergaulan sosial, tetapi sangat tidak mudah untuk mengakses informasi resmi kelembagaan. Informasi kelembagaan terproteksi baik secara horisontal maupun vertikal Secara horisontal, ada filter kelembagaan yangmembatasi lalulintas informasi keluar dan masuk lembaga. Bahkan di dalam lembaga itu sendiri infortnasi tidak bebas mengalir horisontal keluar-masuk unitunit di dalam organisasi secara vertikal informasi mengalir melalui jalur di dalam struktur politik yang hierarkis. Setiap hierarki berfungsi sebagai filter aliran informasi baik ke atas maupun ke bawah. Birokrat yang berpengalaman, baik dari lembaga pemerintah maupun swasta, bisa dengan piawai memainkan filter-filterinformasi vertikal dan horisontal itu untuk membangun kekuasaan dan pengaruh efektif, dan pada saat yang sama mengurangi atau membatasi keberdayaan stakeholders yang mereka layani. Kemajuan yang pesat dalam teknologi informasi secara drastis mengurangi keefektifan filter-filter informasi vertikal dan horisontal itu. Terhadap mereka yang di luar lembaga, organisasi menjadi lebih transparan. Di dalam lembaga, organisasi juga menjadi lebih transparan baik vertikal maupun horisontal. Informasi di puncak piramid organisasi menjadi lebih mudah untukdiakses oleh para pelaksana yang berada di dasar piramid, dan demikian pula sebaliknya, sehingga relevansi lapis tengah piramid yang berfungsi sebagai perantara antara puncak dan dasar piramid menjadi berkurang sekali. Teknologi informasi juga memperluas span of control seorang fungsionaris, sehingga jumlah sekat yang membagi organisasi secara horisontal juga menurun secara drastis. Dengan demikian, organisasi yang sesuai dengan kebutuhan zaman adalah yang lebih melebar (Bat) dan transparan. Perkembangan yang seperti itu berdampak pada semakin berdayanya mereka yang berada di luar lembaga dan mereka yang berada di lapis lebih bawah dalam organisasi. Apa yang terjadi pada era revolusi informasi sekarang ini adalah kebalikan daripada era revolusi industri. Pada era revolusi industri masuknya teknologi ke dalam fungsi produksi menyebabkan tumbuhnya organisasi-organisasi birokratis,yang berfungsi sebagai teknostruktur yang cocok untuk mengelola kegiatan produksi dan distribusi yang agar ekonomis ham bersekala besar (Galbraith, 1973). Munculnya lembaga-lembaga birokratis dan tertutup itu mengurangi keberdayaan individu melalui dua cara. Pertama, penerapan teknologi memerlukan skala ekonomi besar, yang mendorong pada semakin terkonsentrasinya pasar dari sisi penawaran (Galbraith,1973). Semakin terkonsentrasinya sisi penawaran itu memperlemah keberdayaan sisi permintaan, yaitu sisinya konsumen. Kedua, lembaga besar yang birokratis dan tertutup itu mempunyai tabiat alami suka memonopoli informasi yang berdampak pada semakin tak berdayanya individu di hadapan lembaga. Era revolusi informasi sekarang ini mengembalikan kedaulatan konsumen di pasar, dan kedaulatan individu di hadapan lembaga. Faktor inilah yang menjadi pemicu utama munculnya berbagai metoda atau pendekatan baru dalam pengelokan organisasi.Organisasi-organisasi bisnis adalah lembaga yang paling responsif danadaptif terhadap perubahan lingkungan yang terutama ditandai oleh menguatnya keberdayaan konsumen di pasar dan keberdayaan individu di hadapan lembaga tersebut.flat-nonbureaucratic-intelligent-enterpreneurial organization, partisipative workteams, cross training, downsizing, push-ing decision making down the pyramid,customer orientation, outsourcing, just-in-time inventory, activity basedmanagement, dan overhead reduction- pada hakekatnya merapakan upaya-upayaflat-nonbureaucratic-intelligent-enterpreneurial organization, partisipative workteams, cross training, downsizing, push-ing decision making down the pyramid,customer orientation, outsourcing, just-in-time inventory, activity basedmanagement, dan overhead reduction- pada hakekatnya merapakan upaya-upayaflat-nonbureaucratic-intelligent-enterpreneurial organization, partisipative workteams, cross training, downsizing, push-ing decision making down the pyramid,customer orientation, outsourcing, just-in-time inventory, activity basedmanagement, dan overhead reduction- pada hakekatnya merapakan upaya-upaya

Sinclair writes about his upcoming book "Jimmie Higgins" and details about it being published, along with prices and other information. He includes reviews of "Jimmie Higgins" and "The Profits of Religion". ; UPTON SINCLAIR PASADENA CALIFORNIA Dear Friend : I wish to inform the readers of "Upton Sinclair's" concerning "Jimmie Higgins". Last spring it appeared that the war was going to last a long time, 'and that "Jimmie Higgins" would have to stand by the job and be killed in France. But now the face of the world is changed; the Kaiser is down and out, and they have taken "Jimmie Higgins" and sent him to Russia to fight against his Russian comrades, even though war was never declared against them. So our friend Jimmie Higgins has been made into a Bolshevik. Thinking that Jimmie's point of view ought to be known as quickly as possible, I have arranged to have the book published early in April. I have found it impossible to reach the regular book-trade myself, and I think that "Jimmie Higgins" ought to reach this trade, so that non-Socialists may hear his story. Accordingly I have arranged with a firm of publishers in New York to handle the book for the trade. I am to have an edition of my own, which I may sell to my readers, giving them the advantage of wholesale rates, if they are willing to help in distributing the book to their friends. I enclose some circulars with opinions, which you will find useful if you wish to get up a club of purchasers. Orders should be sent promptly, so that we may know how many to print, and so that delay may be avoided. It is requested that you use the enclosed blank. Prices of "Jimmie Higgins": Single copy, $1.70 postpaid; 5 copies, $5.33, express collect; 25 copies, $25.33, and 100 copies, $96.00, express or freight collect. I am able to make the following special combination offer : One copy each of "Jimmie Higgins", "The Profits of Religion", and "King Coal", all in cloth. for $3.35, postpaid. Cash must accompany all orders. Sincerely, UPTON SINCLAIR. P. S.-I have received an offer from the publishers of "King Coal" to sell me the plates and copyright, which would make it possible for me to offer this book in cloth and paper at the same price as "The Profits of Religion." Please state how many copies you would take, so that I may decide if I can risk the venture. A book which has been absolutely boycotted by the literary reviews of America. THE PROFITS OF RELIGION By UPTON SINCLAIR A Study of Supernaturalism as a Source of Income and a Shield to Privilege; the first examination in any language of institutionalized religion from the economic point of view. "Has the labour as well as the merit of breaking virgin soil," writes Joseph McCabe. This book has had practically no advertising and only two or three reviews in radical publications; yet, three months after publication, we are printing the twenty-sixth thousand, and are selling three hundred copies per day. The pastor of the People's Church of Louisville, Kentucky, writes: "I had occasion to make a speech about your "Profits of Religion" to our People's Church, and am reporting herewith the sale of two hundred and forty volumes, our protest and appreciation of your masterly pen in the service of real religion." From the Rev. John Haynes Holmes: "I must confess that it has fairly made me writhe to read these pages, not because they are untrue or unfair, but on the contrary, because I know them to be the real facts. I love the church as I love my home, and therefore it is no pleasant experience to be made to face such a story at this which you have told. It had to be done, however, and I am glad you have done it, for my interest in the church after all, is more or less incidental, whereas my interest in religion is a fundamental thing…Let me repeat again that I feel that you have done us all a service in writing of this book. Our churches today, like those of ancient Palestine, are the abode of Pharisees and scribes. It is as spiritual and helpful a thing now as it was in Jesus' day for that fact to be revealed." From Luther Burbank: "No one has ever told 'the truth, the whole truth, and nothing but the truth' more faithfully than Upton Sinclair in 'The Profits of Religion.'" From Louis Untermeyer: "Let me add my quavering alto to the chorus of applause of 'The Profits of Religion'. It is something more than a book—it is a Work!" From W.L. George, the English novelist: "I have just finished 'The Profits of Religion'. I think it a work of the highest sincerity and regret only that 140 years after the death of Voltaire it should still be necessary that your brave pen be enlisted against venal mysticism. I entirely agree with you that while the religious impulse is human and lovely, the dogmatic faiths that have made a corner in it are hypocritical in intention and that they purposefully apply anaesthetics to the human intellect, that they conspire to keep it in ignorance, therefore in subjection to the masters, noble or wealthy, of a world made wretched." From Gertrude Atherton: "'The Profits of Religion' is both erudite and courageous—aside from its compelling interest." From Sinclair Lewis: "I've been reading 'Profits of Religion' again. It isn't merely that the book is so everlasting sound—its so delicious as well—literally delicious! You can taste the fine flavor of humor which alone can dispose of the pompous asses who pretend to be the only authorized traveling salesmen of All-Unknowable. I don't know any book like it." A great many persons not in the book business have found it possible to sell this work at a profit. A great many friends of social justice have found it easy to form a club. As we are preparing this circular, there comes a letter from R. C. Kroll, associate editor of the "Trades Council Union News", of St. Louis: "Got my thirty-five books yesterday and have disposed of most of them already." 315 pages. Single Copy, paper, 50c postpaid; three copies $1.25; ten copies $3.00. By freight prepaid, 25 copies or more at 25 cents per copy. Single copy, cloth $1.00 postpaid; three copies, $2.25; ten copies $6.00. By freight prepaid, 25 copies or more at 50 cents per copy. JIMMIE HIGGINS A STORY. By Upton Sinclair. (To Be Published March 30th) Jimmie Higgins is the fellow who does the hard work in the job of waking up the workers. Jimmie hates war-all war, and fights against it with heart and soul. But war comes, and Jimmie is drawn into it, whether he will or no. He has many adventures-strikes, jails, munitions explosions, draft-boards, army-camps, submarines and battles. "Jimmie Higgins Goes to War" at last, and when he does he holds back the German army and wins the Battle of "Chatty Terry". But then they send him into Russia to fight the Bolsheviki, and there "Jimmie Higgins Votes for Democracy". A picture of the American working-class movement during the four years of world-war; all wings of the movement, all the various tendencies and clashing impulses are portrayed. From "the Candidate". I have just finished reading the first installment of "Jimmie Higgins" and I am delighted with it. It is the beginning of a great story a story that will be translated into many languages and be read by eager and interested millions all over the world. I feel that your art will lend itself readily to "Jimmie Higgins", and that you will be at your best in placing this dear little comrade where he belongs in the Socialist movement. The opening chapter of your story proves that you know him intimately. So do I and I love him with all my heart, even as you do. He has done far more for me than I shall ever be able to do for him. Almost anyone can be "The Candidate", and almost anyone will do for a speaker, but it takes the rarest of qualities to produce a "Jimmie Higgins". These qualities are developed in the "lower class" only. They are denied those who know not the trials and privations, the bitter struggle, the heart-ache and despair of the victims of man's inhumanity to his less fortunate fellow-man. You are painting a superb portrait of our "Jimmie" and I congratulate you. EUGENE V. DEBS. From a Teacher Have just finished reading "Jimmie Higgins". The tears are still in my eyes, tho the laugh got mixed up with them when I got to Eleeza Betooser! (I give "lessons to foreigners" during the winter, whose experience has given point to that mix-up.) I became so absorbed in Jimmie that the newly kindled fire in my little air-tight went out for lack of attention to the draft, and when I got to the end of Debs' speech, I discovered that I was hugging a tepid stove. BLANCHE WATSON. From Mrs. Jack London Jimmie Higgins is immense. He is real, and so are the other characters. I'm sure you rather fancy Comrade Dr. Service! The beginning of the narrative is delicious with an irresistible loving• humor; and as a change comes over it and the Big Medicine begins to work, one realizes by the light of 1918, what you have undertaken to accomplish. The sure touch of your genius is here, Upton Sinclair, and I wish Jack London might read and enjoy. CHARMIAN LONDON, From a Socialist Artist Jimmie Higgins' start is a master portrayal of that character. I have been out so long on these lecture tours that I can appreciate the picture. I am waiting to see how the story develops. It starts better than "King Coal". RYAN WALKER. From a "Jimmie" Well, the October Magazine is O. K. and Jimmie Higgins 100 per cent. To a fellow that carried a Red Card 14 consecutive years it seems like reincarnation. J. W. POWELL, Alameda, California. From a Novelist I have been intensely interested in "Jimmie Higgins", as it gives me a progressive point of view that I could not get elsewhere, and I get the whole picture owing to your skill, with no effort on my own part. GERTRUDE ATHERTON. Prices of "Jimmie Higgins": Single copy, $1.70, postpaid; 5 copies, $5.33; express collect; 25 copies, $25.33, and 100 copies, $96 express or freight collect. All books will be shipped from Ncw York or vicinity. Address: UPTON SINCLAIR, Pasadena, California.

Transcript of interview with Adolph Babineau about his experience in the United States Navy during World War I. He discusses his jobs as a ship carpenter, his attitude towards the service, reflections on his experiences, and his membership at the American Legion. Transcription by John Pino, Spring 2018. ; WWI Transcriptions Adolph Babineau Transcriber: John Pino Date Started: 1/31/18 (Interview Begins) Fred Holder (interviewer): Interview is taking place in the home of Mr. Adolph Babineau on Causeway St. in Fitchburg. Holder: Mr. Adolph, when were you born? Adolph Babineau (interviewee): Born 1897. Holder: Where were you born? Fitchburg? Babineau: That's right. Holder: Lived here all your live sir? Babineau: Yep. Holder: When were you- where did you live when you entered the service? Babineau: Well I was living… uh- (unintelligible) up on Chester St. Holder: How old were you then sir? Babineau: 21. Holder: Were you a volunteer? Babineau: Yup, in the Navy. Holder: How come sir? Babineau: Well, everybody was going in and I was working down in the car shop repairing cars, I was across the main railroad. I was building cars and repairing cars, and the First World War was broken out and… I knew my time was coming so I had to enlist! So I went in. Holder: What was your family's attitude or your parents' attitude? How did your parents feel about you joining? Babineau: Well there was 8 of us to home so one didn't matter. Holder: Were you married then? Babineau: Oh no. Holder: So, what was your attitude when you entered the war? Babineau: You know when you're young you don't feel nothing. You feel you were obliged to your country and so I went in to the service. Holder: Where'd you go for basic training? Babineau: I was in the Block Island1, and was there for a year. And I went in, uh, as a second class seaman, and three months after I qualified for carpenter second class. Then I went into Newport and stayed there. Holder: What type of training did you do sir? Babineau: Well, my line of business was mostly repairing, it was carpenter works. Painting, carpenting2, building, uhh- helping to repair ships and paint ships, waterlines3 you know? And 1 Needs clarification, unable to identify "Block Island." 2 Archaic term? 3 Line where the ship meets the surface of the water, indicated by numbers painted on the hull. uh, we built a lot of ammunition, covered boxes4 they're called, for ammunition at that time, and we went to build four, five hundred of them! Holder: Uh, you said you worked in a car shop before you entered the service? Babineau: Yep. Holder: Uh what'd you do when you came out? Babineau: Well when I came out I went into uh, Camden New Jersey and worked in the shipyards riveting. I was riveting on the car shop too ya know. Holder: Uh, how much were you being paid when you were in the service? Babineau: Uhhh… a dollar a day. Holder: A dollar a day. Babineau: Yeah, I was kinda fortunate. We wasn't living in barracks, all the carpenters were living out on subsistence5 you know? We were rooming out, of course they [soldiers] didn't have the rooms they didn't have the quarters like we did in Newport. But we were rooming out and the government was giving us a dollar and a half a day to pay for that stuff and all we would pay is a dollar. So we were making 50 cents a day on the government! Holder: (laughing) Babineau: At that time, you know, that didn't last too long. (Both men laughing) 4 Ammunition containers? Term unclear. 5 Needs definition. Holder: Did you ever make it overseas sir? Babineau: Nah, just inland service. Holder: Now you were single at this time? Babineau: Oh yeah. Holder: Did you get a chance to come back and forth up to Fitchburg to see your family? Babineau: Once. Holder: Just once? I see, how long were you in the service sir? Babineau: Well I was in from uhh… (papers rustling) May 3rd 1918 to September 30th 1921. Holder: You were in for the tail end of the war sir? Babineau: Oh yep. Holder: How did you feel towards the Germans? Babineau: Well listen, you don't feel that way towards people. Nobody felt that way towards people, you just had an obligation to go in the service, and to you people is people ya know? What do you think of em', huh? Holder: Well I-Babineau: It's the same way you think when there's a war! Hell they're people… If your government goes wrong you go wrong with em'. Understand? Holder: Yes sir. Babineau: That's how I feel about em'. Holder: when'd you join the American Legion sir? Babineau: Oh it was a short while after I got back, I don't remember when exactly. Holder: Did you ever, you know, after the war was over, while admittedly you came in toward the end of it, did you have a feeling of accomplishment? You felt like you helped in some way? Babineau: No that never came in my mind. Holder: Were you disappointed because you never went overseas? Babineau: No that never came in my mind either. Holder: You were happy not to? Babineau: Yeah that's right. Holder: Um, how were you treated by the people in the United States in the year of your service? Babineau: Number 1… the officers were good, the men were good, had good food, good beds, heck you never got the chance to bitch at nobody. Know what I mean? Holder: Yes sir. Babineau: The chance to bitch at ! You know what I mean? Holder: When you returned home, what was the attitude of people in the area? Babineau: Well, some are glad to see ya, some are… you have enemies you know? Holder: Yes sir. Babineau: And uhh, you go along with your friends. That's the way to do it. Holder: Did you receive any benefits from the service? Babineau: Well at that time we don't have benefits, what we had was a little bonus, they gave us a bonus at that time. In fact I built up a camp6 with that bonus money. Holder: Now, you didn't get that bonus when you were supposed to get it, it was delayed right? Babineau: Well there was delays, it was delayed 2 to 3 years before we got it. Holder: It didn't anger you though did it? Babineau: Well what the heck, uhhh… the [American Legion] was fighting for it and after a while, some of us blamed the Legion and thought they didn't go strong enough for it and that's just sort of how it goes you know? You're a part of a union and something doesn't go your way so you blame the officials for not going far enough and stuff like that. Holder: Now in World War II did you see any service in that sir? Babineau: No. Holder: Now you belong to the Legion, do you belong to any other veterans' organizations? Babineau: No. Holder: No, just the legion. What other experiences do you have in relation to the war? While you were stationed down there did you get into contact with people that were coming back from overseas? Babineau: No, no we was in no position to meet them people because our base was just the people coming in as new recruits and stuff. That probably would have been in some other station 6 Saving? Fund? Needs Clarificiation where people were goin' home. Our base wasn't a place where people were coming back from overseas. Holder: Did you lose some friends in the war sir? Babineau: No not a one. Holder: You were very fortunate. Babineau: Yeah. Holder: What is the role of your organization now, the veterans' organization, the Legion? What does it actually do? Babineau: Well to tell ya I'm not too active in the American Legion, I go once in a while, once in a great while. I go to a meeting once every 5 or 6 months. Let the young fellas do it, I have 77 years, what the hell do I want down there with all the young fellas? All new men, new faces I don't know any of em' you know? Holder: Right sir. Babineau: World War II veterans are all in there now. Francis Dubois is the only one that I know, he's about the only one that I know in there. So once in a great while I may go, they have a drawing sometime for $100 and I'll go down to the meeting then I'll drive home. Holder: Anything else that you can add, regarding World War II- I mean World War I rather, maybe the propaganda campaign with the government? Babineau: Not at that time, no, we didn't have anything like that where I was. While I was out on the island, Block Island that was away from the mainland and the only people that came there was the new men. Rookies, ya know? They were the only ones that came there, plus the mailmen, they gave the mail to the people that lived there. Holder: You were kept pretty much on that island the whole time? Babineau: Practically, practically, a whole year I stayed there. That was a nice place, that was God's country! Holder: (laughing) Babineau: For me at least (laughs). Holder: You didn't mind it at all! Babineau: Oh that was God's country, you had your place there. There was a place there with this old fisherman, he had a shack there about 18 feet long and 12 feet wide and he would fish. He had clams, he had (unintelligible), he had oysters, he had clam chowder, fish chowder, you give the old man 25 cents and you'd go in there and see big barrels of crackers and big buckets of drawn butter, sit down, and eat all you want. The officers used to send down yeomans7 with big baskets and say "fill up them baskets!" They'd do it for like a dollar and bring em' up to the officers. Holder: A way of feeding everybody relatively cheap. Babineau: Oh yeah, but we've had troubles there too there was this one young fella who wrote a nasty letter to one of the girls' home. And the folks [parents] wrote back to the commander, it was a letter you know? So some of the boys got together and tarred and feathered the kid! 7 Unknown term It was an awful thing, we tried to stop it but we couldn't stop it. But that's the only mishap I happened to see in the navy. Holder: But pretty much everyone got along real well? Babineau: Oh yeah, outside of that there was no other episode. (interview ends)

Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. informing that his health is improving and that he received the shipment of oranges. He thanks for the transfer of the lot that he made to the children Plutarco José and Leonardo Elías Calles. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. asking a photograph and a donation for teacher Cenobio Flores; Principal of the School with his name. He gives family news and asks him to solve the matter with the lands. Letters from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles informing that he is ill and that he received the shipment of oranges and grapefruits. He asks him to send "Pato" to the National School of Agriculture and to tell "Licha" to write him. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. saying he hopes there will be a good harvest. He sends the money for the tractor and comments on the political situation. Letters from Mr. Plutarco Elías Calles Jr. to Gen. Plutarco Elías Calles informing he is sending boxes with fruit from the hacienda Soledad La Mota. He also informs that he has not been able to begin the projects he had and that the new tractor is already working. Letter from Mr. Jorge Castellanos; personal secretary of Gen. Plutarco Elías Calles requesting Lucky Strike cigarettes for Gen. Plutarco Elías Calles. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. asking him to visit Gen. Maximino Ávila Camacho Secretary of Communications and Public Works during his trips in the state of Nuevo León. Letter from Engr. F. Belden to Mr. Plutarco Elías Calles Jr. giving information about the hydroelectric plant in Montemorelos, which is property of Mrs. Edelmira V. Berlanga. Letter from Mr. Plutarco Elías Calles Jr. sending a newspaper clipping with an article of the inauguration of a school with his name and informing about the work in the hacienda. Letters from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. telling him that he received information about a farm in Veracruz called "Orduña" and the he would ask him if it is convenient to buy it and at what price. Mr. Plutarco Elías Calles replies asking not to make any decision regarding the farm until they can meet. He adds a report of the activities in the hacienda. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. telling him that he is in Cuernavaca and asking him to solve the matter with the lots so they can be used. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles apologizing for not being able to write before and explain that since he is again in the army, he will not be able to visit the hacienda Soledad La Mota. New Year's greetings from Mr. Plutarco Elías Calles Jr. to Gen. Plutarco Elías Calles (1942). Telegram from Mr. Plutarco Elías Calles Jr. to Gen. Plutarco Elías Calles informing that "Licha" is fine. New Year's greetings from Gen. Plutarco Elías Calles to his son Mr. Plutarco Elías Calles Jr. (1943). Certificate issued by Gen. Anselmo Macías Valenzuela; Governor of the state of Sonora and Engr. Francisco Q. Salazar; Secretary of Sonora stating the registry of the birth certificate of Mr. Plutarco Elías Calles Chacón in Nogales, Sonora. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. telling him that he just returned from a trip to Sinaloa and that he wants to travel to Valles to buy lots. Promissory note in favor of Gen. Plutarco Elías Calles. Letter from Mr. Plutarco Elías Calles Jr. to Gen. Plutarco Elías Calles mentioning about a business with Americans to buy orange juice and sending an account of the expenses in the hacienda from April 15, 1942 to June 5, 1943. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. recommending Mr. Guillermo González Dávila, who is in Monterrey doing his military service. Letter from Mr. Jorge Rodríguez to Mr. Plutarco Elías Calles Jr. asking to inform if he received the documents he sent. Letter from Mr. Plutarco Elías Calles Jr. to Gen. Plutarco Elías Calles sending an account statement from June 1, 1943 to June 30, 1944. Letter from Gen. Plutarco Elías Calles to Mr. Plutarco Elías Calles Jr. informing that due to health issues he moved to Cuernavaca, Morelos and that he is sending a check. Correspondence between Gen. Plutarco Elías Calles and Mr. Plutarco Elías Calles Jr. related to the health status of the general and the agricultural activities carried out in the hacienda Soledad La Mota: sowing, purchase of agricultural items and sale of lots. They also write about the sale of lots by Mr. Plutarco Elías Calles Jr. to the children Plutarco José and Leonardo Elías Calles Llorente. //Carta que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que ya ese encuentra mejor de salud, que recibieron su envío de naranjas y agradeciéndole por la cesión de terreno que hizo a los niños Plutarco José y Leonardo Elías Calles. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. solicitándole que entregue una foto suya y un donativo al profesor Cenobio Flores, director de la escuela que lleva su nombre, relatándole cosas de familia y pidiéndole que arregle el asunto de las tierras para que pueda ocuparse en algo. Cartas que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que se encuentra un poco mal de salud, que recibió su envío de naranjas y pomelos, que no desista de su intento de enviar al Pato a la Escuela Nacional de Agricultura y solicitándole que le pida a Licha que le escriba. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que espera haya buena cosecha, que le envía el importe del tractor y comentándole que la situación política ha mejorado, con lo que espera termine la anarquía social que dejó la administración pasada. Cartas que envía el señor Plutarco Elías Calles Jr. al general PEC diciéndole que le envía algunas cajas con fruta de la hacienda Soledad La Mota, que no ha podido iniciar los proyectos que habían tratado y que ya puso a funcionar su tractor. Carta que envía el señor Jorge Castellanos, secretario del general PEC, solicitándole que le envíe algunos paquetes de cigarros Lucky Strike, que son los favoritos del general. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. pidiéndole que haga una visita al secretario de Comunicaciones y obras Públicas, general Maximino Ávila Camacho, durante su gira por el estado de Nuevo León. Carta que envía el ingeniero F. Belden al ingeniero Plutarco Elías Calles Jr. proporcionándole algunos datos acerca de la planta Hidroeléctrica de Montemorelos, propiedad de la señora Edelmira V. Vda. de Berlanga. Carta que envía el señor Plutarco Elías Calles Jr. al general PEC diciéndole que le adjunta un recorte de periódico en el que aparece la crónica de la inauguración de una escuela con su nombre e informándole sobre el desarrollo de los trabajos en la hacienda. Cartas que envía el señor Plutarco Elías Calles Jr. al general PEC diciéndole que recibió informes sobre una finca en Veracruz, denominada la "Orduña" y que de ser conveniente a sus intereses le solicitará su consejo para decidir si es favorable que la adquiera y a qué precio contestándole el señor Plutarco Elías Calles Jr. que no tome ninguna decisión respecto a la compra de la finca la "Orduña" hasta que se hayan entrevistado y que le adjunta su estado de cuenta, en donde detalla las actividades desarrolladas en la hacienda. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que se encuentra en Cuernavaca y recordándole que arregle el asunto de los terrenos para que ya pueda trabajar en ellos. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. disculpándose por no haberle escrito y explicándole que la disposición del presidente de la República de llamarlo al servicio activo le ha impedido visitarlos en Soledad La Mota. Felicitación que envía el señor Plutarco Elías Calles Jr. al general PEC con motivo de año nuevo (1942). Telegrama que envía el señor Plutarco Elías Calles Jr. al general PEC informándole que Licha se encuentra bien. Felicitación que envía el general PEC al señor Plutarco Elías Calles Jr. con motivo de año nuevo (1943). Certificado que extienden el general Anselmo Macías Valenzuela, gobernador del estado de Sonora y el ingeniero Francisco Q. Salazar, secretario de gobierno de dicha entidad, en el que manifiestan que en Nogales, Son., existe el acta de nacimiento del señor Plutarco Elías Calles Chacón. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que acaba de regresar de un viaje a Sinaloa y que desea viajar a Valles para comprar unas tierras. Letra de cambio expedida a favor del general PEC. Carta que envía el señor Plutarco Elías Calles Jr. al general PEC mencionándole un posible negocio con estadounidenses para que les compren jugo de naranja y adjuntándole un estado de cuenta de los gastos realizados en la hacienda del 15 de abril de 1942 al 5 de junio de 1943. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. recomendándole al joven Guillermo González Dávila, quien pasó a Monterrey para realizar su servicio militar. Carta que envía el señor Jorge Rodríguez al señor Plutarco Elías Calles Jr. solicitándole que le indique si recibió el documento que le remitió y que cree olvidó el general PEC cuando salió hacia Monterrey. Carta que envía el señor Plutarco Elías Calles Jr. al general PEC diciéndole que no ha habido novedad en la hacienda y adjuntándole un estado de cuenta del 1° de junio de 1943 al 30 de junio de 1944. Carta que envía el general PEC al señor Plutarco Elías Calles Jr. diciéndole que por motivos de salud fijó su residencia en Cuernavaca, Mor. que toma nota de las actividades realizadas en la hacienda y que le adjunta un cheque por la cantidad indicada en el estado de cuenta que le envió. Correspondencia efectuada entre el general PEC y el señor Plutarco Elías Calles Jr. relativa a la salud del general y a las actividades agrícolas llevadas a cabo en la hacienda Soledad La Mota: siembras, compra de insumos para trabajar la tierra y venta de los cultivos obtenidos; también tratan lo relativo a la venta de unos terrenos por parte del señor Plutarco Elías Calles Jr. a los menores Plutarco José y Leonardo Elías Calles Llorente.