Enercare Inc. has announced the introduction of its Preferred Customer Program for multifamily buildings. The program provides property managers, landlords, and developers with cost savings and a single point-of-contact for efficient delivery of services for their building’s sub-metering, water heating, and heating and cooling needs.

The OSCE Mission to Skopje organized a workshop on 23 June 2016 for 35 police managers from the Sector of Internal Affairs on identification, prevention and investigation of hate crimes.

The aim of the workshop was to strengthen the capacity of police officers to identify hate crimes and provide responses in line with democratic policing principles and international human rights standards. 

This workshop complemented other previous and ongoing activities of the Mission in this area which are implemented in co-operation with national authorities.

The event was the first in a series of eight workshops which will be held in each sector for internal affairs in the country.

Related Stories

• OSCE Mission to Skopje organizes two-day workshop on multi-ethnic policing
• OSCE Mission to Skopje organizes workshop for national Police Union on countering gender-based discrimination
• OSCE Mission to Skopje supports roundtable discussion on the role of women in creating safer communities

League tables revealing failing NHS trusts and cancelled pay rises or dismissal for managers who don't turn things around are part of plans to improve the health service.

Despite the importance of putting the right people in charge, companies fail to choose the managerial candidate with the right talent for the job 82 percent of the time, according to new research from Gallup. The research revealed that, overall, just 1 in 10 people possess the talent needed to manage others.

complete article

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people do not leave jobs; they leave managers.

complete article

It is pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

complete article

The Supreme Court’s recent decision to strike down the “Chevron decision” heralds what could be the end of the absurd Emotional Support Animal (ESA) scams that have plagued landlords and property managers since HUD administratively stretched Fair Housing laws to include anyone claiming “anxiety” or “whatever”. This administrative rule—not a law—created a loophole that tenants have widely exploited. By purchasing a bogus $50 “doctor’s note” online, tenants can present themselves as “disabled” applicants and scare landlords and Property Managers into granting their “request for reasonable accommodation” for their 100-pound pit bull, under threat of a HUD lawsuit for “discrimination.” We are not talking about legitimate Service Animals, such as seeing-eye dogs for the blind or extensively trained PTSD alert dogs for combat veterans. Those are 100% legitimate disabilities and those specially trained animals should never be declined by any landlord, under actual law. Instead, we’re addressing self-proclaimed “disabled” tenants who ... Read more

Top 100 hedge fund managers oversaw $1.8trn in hedge fund AuM https://ift.tt/3jMhIG3

Aim/Purpose: The purpose of this study is to identify the key determinants hindering Knowledge Transfer (KT) practices for Information Technology Project Managers (ITPMs) Background: The failure rate of IT projects remains unacceptably high worldwide, and KT between project managers and team members has been recognized as a significant issue affecting project success. Therefore, this study tries to identify the determinants of KT within the context of IT projects for ITPMs. Methodology: A systematic review of the literature (SLR) was employed in the investigation. The SLR found 28 primary studies on KT for ITPMs that were published in Scopus and Web of Science databases between 2010 and 2023. Contribution: Social Cognitive Theory (SCT) was used to build a theoretical framework where the determinants were categorized into Personal factors, Environmental (Project organizational) factors, and other factors, such as Technological factors influencing ITPMs (Behavioral factors), to implement in KT practices. Findings: The review identified 11 key determinants categorized into three broad categories: Personal factors (i.e., motivation, absorptive capability, trust, time urgency), Project Organizational factors (i.e., team structure, leadership style, reward system, organizational culture, communication), and Technological factors (i.e., project task collaboration tool and IT infrastructure and support) that influence implementing KT for ITPMs Recommendations for Practitioners: The proposed framework in this paper can be used by project managers as a guide to adopt KT practices within their project organization. Recommendation for Researchers: The review showed that some determinants, such as Technological factors, have not been adequately explored in the existing KT model in the IT projects context and can be integrated with other relevant theories to understand how a project manager’s knowledge can be transferred and retained in the organization using technology in future research. Impact on Society: This study emphasizes the role of individual actions and project organizational and technological matters in shaping the efficacy of KT within project organizations. It offers insight that could steer business owners or executives within project organizations to closely observe the behavior of project managers, thereby securing successful project outcomes. Future Research: The determinant list provided in this paper is acquired from extensive SLR and, therefore, further research should aim to expand and deepen the investigation by validating these determinants from experts in the field of IT and project management. Future studies can also add other external technological determinants to provide a more comprehensive KT implementation framework. Similarly, this research does not include determinants identified directly from the industry, as it relies solely on determinants found in the existing literature. Although a comprehensive attempt has been made to encompass all relevant papers, there remains a potential for overlooking some research in this process.

Since the development of Open Educational Resources (OERs), different models regarding the usage of these resources in education have appeared in the literature. Wiley’s 4-Rs model is considered to be one of the leading models. Research based on Wiley’s model shows that using materials without making changes is the most common use. Compared to the extensive literature regarding OER usage in education, the literature barely deals with OER usage by instructional designers or training managers in corporations. The purpose of this research is to examine the OER usage of these two stakeholders, distinguishing between Little and Big OER repositories, in which Little OER repositories such as YouTube and Wikipedia aren’t necessarily designed to fulfill educational purposes. Findings show that these stakeholders almost use only Little repositories and that their usage level is higher than what is documented in the literature: they mostly Revise–modify the form of the resource, and Remix–combine different resources to create new ones. These differences can be explained by the fact that materials from Little OER repositories are raw materials, requiring further editing and adjustment. Significant differences between instructional designers’ and training managers’ usage of OERs were found regarding the Reuse level of resources from internal repositories and the Google Images repository, and the frequency of this Reuse.

Aim/Purpose: Explores the interrelationships between uncertainty, motivation, and IT readiness when predicting IOS adoption among small businesses. Background: Small business IOS adoption is proportionally low in most countries worldwide. Methodology: Uses a sample of small businesses and PLS structural-equations path modelling approach. Contribution: Uncertainty is an underexplored construct in information systems research, and our research shows that it plays a significant role in IOS adoption among small businesses Findings: The findings support that uncertainty has a negative effect on intent to adopt IOS and that motivation and IT readiness have a positive effect. Recommendation for Researchers: To alleviate uncertainty, an effort to win over small business managers to IOS over the internet must encompass accessible information, security provisions, low-cost product, simple interfaces, and system adaptability to existing provisions in the IOS network. The uncertainty perspective has not been tested extensively empirically, especially not in the context of technology adoption, and needs further investigation. Future Research: Future research could explore the uncertainty construct in the context of IOS among different size businesses

This study investigates Anglo expatriate managers learning, knowledge acquisition, and adjustment to the host culture when working within Anglo multi-national companies operating in China. A structural equation model based on data from 121 expatriate managers reveal that Anglo managers adjust more effectively when their learning styles are congruent with the demands of the host culture. Their levels of accumulated managerial tacit knowledge and adaptive flexibility were also associated with their learning styles which in turn led to more effective adjustment to the host culture. Implications for theory, global manager development, and expatriate management are provided.

A group of more than 40 volunteering organisations is surveying people in London as part of efforts to draw up a volunteering action plan for the capital

Gainesville, FL — Knowing when to log off and unplug from work can make managers better leaders, results of a recent study show.

Three area mayors and several other local officials recently participated in Mayors for Meals in Catawba County. This event was sponsored by Catawba County Social Services� Senior Nutrition Programs, which operates Meals on Wheels, Seniors Morning Out and other senior nutrition programs serving more than 1,000 people.

Product manufacturers need to continuously evaluate portfolio strategies to defend financial goals and positioning for the short- and long-term.

The Visibility Grader reveals, helps address website shortcomings

Jennifer Aaker, a Stanford professor, and Naomi Bagdonas, an executive coach, say that, even in times of stress and crisis, leaders should use and encourage good humor and levity at work as a way of building employee morale and engagement. That doesn't mean you have to tell jokes all the time. Instead, figure out what kind of humor works best for you and learn to pinpoint the opportunities for using it to best effect. They explain what makes things funny (hint: surprise) and the pitfalls managers should avoid. Aaker and Bagdonas are the authors of the book “Humor, Seriously: Why Humor is a Secret Weapon in Business and Life.”

What seemed like science fiction for decades is now a reality: companies are selling wearable tech and monitoring devices that can sense people’s brain activity. Neurotechnology opens incredible opportunities for new products and safer workplaces. It also raises huge red flags for privacy and ethics. And managers and organizational leaders are on the front lines of these dilemmas, says Duke University School of Law professor Nita Farahany. She explains the commercial products based on neurotechnology, the impact on workers and organizations, and the need for regulations and corporate policies. Farahany wrote the book The Battle for Your Brain: Defending the Right to Think Freely in the Age of Neurotechnology.

It’s a reality that more employees are discussing their mental health in the workplace. And proactive leaders can serve their teams better by listening and responding. At the same time, managers can’t play the role of a therapist or the HR department. Counseling psychologist Kiran Bhatti and University of Cambridge leadership professor Thomas Roulet argue that following the basic practice of cognitive behavioral therapy can serve managers well. The researchers explain the mental-health first-aid tool, how managers can help employees address emotional distress and negative behavioral patterns, and how that can strengthen the work culture and ultimately the business. Bhatti and Roulet wrote the HBR article, “Helping an Employee in Distress.”

While most good bosses try to be fair and balanced with their direct reports, it's only human to prefer the company and work styles of some team members over others, and employees are keenly aware of those preferences. They see favorites and non-favorites, ingroups and outgroups -- and when those divisions fester, they can destroy team culture and performance. Ginka Toegel, professor at IMD Business School, explains why even well-intentioned managers succumb to favoritism, how workers on both sides are affected, and what we can do to both avoid and rectify the problem. Toegel is the coauthor of the HBR article "Stop Playing Favorites."

Managing is a tough job, sometimes a seemingly thankless one where you can feel squeezed from all sides. But for team leaders who are feeling burnt out or overwhelmed with their job, Daisy Auger-Domínguez has advice on regaining your joy at work. She recommends various techniques to incorporate optimism and well-being into your management role. They include remembering your purpose, embracing a beginner’s mindset, keeping a folder of positive feedback as inspiration, and celebrating the contributions of team members. Auger-Domínguez is a workplace strategist and the author of the HBR article "Finding Joy as a Manager — Even on Bad Days."

Orange County Convention Centers Executive Director, Kathie Canning is pleased to announce the selection of Rodney Gutierrez and Michelle Neely to management positions at the Convention Center (OCCC).

Steven Warburton will discuss how the notion of community continues to be recognised as a fundamental aspect within descriptions of shared human activity and group bonding. In his socio-cultural analysis of the work place Wenger defined a particular type of communion, which he termed a community of practice (CoP). The concept of a CoP has been somewhat abused in current literature yet it does provide valuable insights into how communities evolve, behave and sustain themselves. By elaborating dimensions of community such as shared practice, dialogue, legitimate peripheral participation and negotiation of boundaries, Wenger has provided a model that can be applied to a number of differing groups of activity. This talk will explore what we can draw from the work on CoPs, in terms of the role and identity of institutional web manager, one that is inseparable from a field of practice that remains dynamic, fluid and under constant negotiation.

Keith Doyle, University of Salford will facilitate this session. A small group of people are working towards setting up a peer group to share good practise and knowledge. In this session, there will be the opportunity for delegates working to develop University Intranets to share their thoughts on developments around intranets and portals. We will also discuss how the peer group could develop.

The process through which corporations seek, track, and interview job candidates and train new employees is called talent acquisition. A talent source looks for and finds suitable candidates. They do this by employing a variety of proactive recruiting tactics. Sources seek applicants who are both active and passive. The human resources (HR) department is normally in charge of this.

In this interview, Inovar’s Bill Kral explains how digital printing has evolved, why some brand managers are still reluctant to switch to digital printing, and why many who have made the leap are reaping rewards.

5 Tips for DMO Managers with More Questions Than Answers jhammond@desti… Tue, 05/07/2024 - 18:30

The OSCE Mission to Skopje organized a workshop on 23 June 2016 for 35 police managers from the Sector of Internal Affairs on identification, prevention and investigation of hate crimes.

The aim of the workshop was to strengthen the capacity of police officers to identify hate crimes and provide responses in line with democratic policing principles and international human rights standards. 

This workshop complemented other previous and ongoing activities of the Mission in this area which are implemented in co-operation with national authorities.

The event was the first in a series of eight workshops which will be held in each sector for internal affairs in the country.

Related Stories

• OSCE Mission to Skopje organizes two-day workshop on multi-ethnic policing
• OSCE Mission to Skopje organizes workshop for national Police Union on countering gender-based discrimination
• OSCE Mission to Skopje supports face recognition on-site training for border police officers

Webfleet, Bridgestone’s fleet management solution, is debuting its new AI Assistant at IAA Transportation 2024. Leveraging GenAI technology, the tool is simplifying fleet management by allowing fleet managers to interact with their fleet data intuitively and easily.

EY�s Natalie Deak on how hedge fund managers are pursuing growth

Low-income Black and Hispanic stroke survivors with uncontrolled hypertension experienced a more than two-fold reduction in systolic medlinkblood pressure/medlink

Given our management curriculum’s focus on Western business processes and practices, managers need to be groomed to work with family-managed firms

It is time managers revisit their stereotypical notions of who is talented and what talent is

COMMON CORE OBJECTIVES FOR SOCIAL MEDIA MANAGERS
Share positive company news
Grow the company’s audience across platforms
Steadily improve engagement
Provide consistent value to followers, through education, entertainment or both

1. Say goodbye to one-man-shows.
2. Be mindful of response times.
3. Hire social-centric experts.
4. Have backup resources.
5. Educate leadership on social media basics.
6. Provide social teams with ample resources.
7. Establish clear escalation and brand guidelines.
8. Encourage days off.

When interviewing designers, PMs or engineers, I’ll usually get asked “how do you all work together?”. How does engineering work with PMs? PMs with design? Design with engineering?

My response goes something like this…

Read on Medium