Total Quality Management (TQM) is a set of concepts, tools and applications which has been so successful in manufacturing industry that we are now witnessing experimentation in the transference of Total Quality Management to the public sector provision of government, health and education in North America, Europe and elsewhere. TQM is starting to set a new paradigm for management approaches in the public sector and "not for profit" enterprises. All key public service managers should at least need to know the basics of TQM, its possibilities and limitations for the public sector, and particularly the types of applications which could work for them. For all public sector managers this book provides: a clear understanding of the key concepts of TQM; a critical understanding of their relevance to the public sector; empirical evidence of TQM applications in government, health and education; and exploration of the public sector TQM possibilitites yet to be realized. It draws throughout on case examples from Britain, Canada, the USA and continental Europe which illustrate the application of TQM to the public sector.
This book offers a basic introduction to the skills of counselling and helping. It gives a clear picture of the potential of counselling and also highlights possible limitations. Assessing the situation in regards to your own skills and capabilities is discussed as well as the ethical and moral considerations which need to be made.
Our Ongoing Search to Understand and Enable the Practice of Innovation to Drive Improved Organizational Performance The Innovation Expedition was launched on April 1, 1991 at the Banff Centre in the Canadian Rocky Mountains. The Banff Centre is a world class centre for the arts, leadership, innovation and mathematics. It is also a gathering place for cross boundary imagineers. Since that time, the Expedition (now a private company) has been engaged in a global search for innovative ideas, individuals, organizations, projects and products concerned with nurturing the change leaders required to both build high performing organizations in the new knowledge-
The Innovation Expedition describes Renaissance Leaders as high integrity individuals with sensitive self-awareness and a passion both for driving high performance in their organizations and for helping to make their communities and the world a better place. These leaders have a sense of history and an unusual capacity for viewing the world holistically, for practicing systems thinking, for injecting a global and a future's perspective into present challenges, for honouring diversity, and for drawing on ideas and best practices from diverse disciplines and economic sectors. They also demonstrate an ability to take the input from these various disciplines, synthesize it and integrate it for application to a specific complex task. Finally, they have mastered the art of demonstrating grace under pressure, and of inspiring others to have the courage to collaborate and innovate in order to dramatically improve organizational performance.
The point is simple: prediction is very difficult (if not impossible) to get right. The best we can hope for from our futurists is to draw attention to unfolding patterns and their possible implications. That's it. And that is what this book does. It was developed from a presentation given to a meeting of Fellows of the Royal Society for Arts and Manufacturing (RSA) held in Vancouver in 2011, and explores several unfolding patterns and their possible implications. I seek here to offer an interpretation of the significance of these developments in terms of unfolding and overlapping 'S' curves, and suggest that there is an opportunity for a new enlightenment or Renaissance, despite the disruption many of the patterns I describe have on our understanding of the world around us. This Renaissance can already be seen in some regions of the world, and there are signs everywhere of the change it will involve. Towards the end of the book, these examples are explored to illustrate what the new Renaissance may be like.
There is a great deal of talk about a "transformation" taking place in post-secondary education, linked to changes in the nature of work, technology, and the challenge of financing education at a time of austerity. The New York based journalist, Thomas Friedman, for example, writing in the New York Times in January 2013, imagined a different future for colleges and universities:"I can see a day soon where you'll create your own college degree by taking the best online courses from the best professors from around the world -- some computing from Stanford,some entrepreneurship from Wharton, some ethics from Brandeis, some literature from Edinburgh -- paying only the nominal fee for the certificates of completion."It is through these market based mechanisms - the thinking goes - that colleges and universities will be transformed. He's still dreaming the world is flat, he can dream on.
People are actively engaged in a life-search for meaning and this search can lead them to take a spiritual perspective of themselves and the world in which they live. Some find this a spiritual journey-a journey towards an inner path enabling a person to discover the essence of their being; or the deepest values and meanings by which people live-through art, music or religion. The ultimate purpose of our spiritual journey is to be an enabling meaning to be found and given for self and others. In Tibetan Buddhism, the ultimate intention and purpose of our personal and spiritual journey is to be of service and benefit to all beings and to bring all beings to 'enlightenment'. Enlightenment is the ultimate step on our journey, whereby we go beyond our everyday consciousness to serve a 'greater whole', where we are in touch with our ultimate, true nature- the essence of our being. We can think of this journey to enlightenment as a journey both for personal mastery and beyond it.
We are not, as a species, very good at prediction. This you will quickly realize as you read the first chapter of this book. Yet we need prediction to live our daily lives-insurance, weather forecasting, shipping, flight and other decisions depend on them.We make predictions all the time and sometimes we get it right.Strategic foresight is not about prediction. It is about understanding and anticipating different futures. The future is rarely a straight line from the past-it is subject to change and uncertainty. What strategic foresight as a process does is seek to understand why the future will be different from the past and what the implication of these differences are. In this book, I provide insights from forty years of consulting practice with organizations from large (Oracle, TESCO, Heinz, Barclays, Conoco-Phillips), medium (Debenhams, West Yorkshire Police, Millennium Copthorne) and small (Elk Island Public Schools, Alberta Assessment Consortium, Contact North/Contact Nord); for-profit and non-profit.
Over 140 references to English-language journal articles about personality as it relates to academic achievement, conditioning, anxiety, and learning performance. General topical arrangement. Brief annotations. Author index.
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