Suchergebnisse

When considering the emergence and nature of a 'popular political culture' in early modern London, historians have really been addressing 2 distinct questions. Suggests that, although there is ample evidence of mass political consciousness in Seventeenth century London, there is no sign of the rise of a 'plebeian political culture' in this period. (JLN)

Ambivalent attitudes toward older workers are to be found in society at large, in the organizations where they work, and among older workers themselves. This article explores the nature and scope of this ambivalence on these three levels and concludes that the primary need is for age neutrality in the workplace. It is at this level that interventions designed to enhance age neutrality are most feasible, resulting in improvements in the quality of aging as well as in the lives of workers of all ages. Several types of specific interventions are described and discussed, ranging from performance appraisals to postretirement employment opportunities.

Ambivalent attitudes regarding the status of older workers are to be found in society at large, in the organizations where they work, & among older workers themselves. Here, the nature & scope of this ambivalence is explored on these three levels, & it is concluded that there is need for age neutrality in the workplace. It is at this level that interventions designed to enhance age neutrality are most feasible, resulting in improvements in the quality of aging as well as in the lives of workers of all ages. Several types of specific interventions are described & discussed, ranging from performance appraisals to postretirement employment opportunities. HA

AbstractCo‐operatives in North America, developed to correct or off set real or imagined wrongs in the economic system within which agriculture over time became further involved, have remained largely rural. Where successful, co‐operatives bridged the gap between a fundamentalist agricultural production industry that tended to look inwards to itself and a privately capitalised marketing industry that looked outwards towards metropolitan and overseas markets. In pioneer and pioneering environments where free enterprise agri‐business became significantly involved in on‐farm or on‐ranch operations, co‐operatives did not become im‐portant as the services and attitudes of agri‐business complemented rather than exploited the man on the land.In the more commercialised integrated agriculture of today, corporate agri‐business has found an interest in greater involvement in farm operations: much of this comes from changes in technology that make off‐farm purchases as important a component of the agricultural com‐plex as off‐farm sales of products. Thus, co‐operatives have lost their unique "bridge" role, have problems themselves of identity and of their most desirable patterns of future development. But their competition‐existing corporate agri‐business and new entrants from the conglom‐erate industrial giants‐are not without their problems also. These are outlined as well as the issues co‐operatives‐and co‐operative philosophers and promoters‐must tackle if they are to remain successful market participants and have identifiable characteristics that reflect co‐ operative idealism. The unique member‐client relationship the co‐operative is based on should be exploited to maintain and expand these complementary and essential goals for continued farmers'business participation in the North American and world economies.

"In today's market, businesses -- especially startups -- seek not merely growth, but hypergrowth. To deliver on this, startups must scale up accordingly, necessitating more customers, more products, and most crucially, more employees to oversee it all. Many books have been written on the scaling process, but they lack a guide for a human resources strategy to design and manage the necessary employee growth. This book will be that guide. There are four major challenges the authors aim to provide solutions for: 1 - Indecisive leadership, which leads to misplacement and ineffective deployment of employees and their requisite skills; 2 - The urge to hire people rapidly in anticipation of growth that may not come; 3 - Ambiguity in outlining roles and goals, which dissatisfies employees; 4 - "The anarchist's mirage", an impulse to avoid hierarchy derived from the start-up phase -- but organizations need structure to endure high growth periods. The authors aim to solve these problems in a work for new managers seeking a guide to building an effective talent pool and seasoned HR professionals looking to reorient themselves for new challenges alike, using the fundamentals of management and HR research combined with contemporary examples from the businesses of today"--

The dramatically changing landscape of teams -- 3-D team leadership -- The first dimension : the "I's" in teams -- The second dimension : the team as a whole -- The third dimension: subteams -- Knowing when to focus on what in your team -- 3-D team leadership across cultures -- 3-D team leadership in virtual teams -- What it takes to be a 3-D team leader -- Assessing your 3-D team leadership skills