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46839 results in Management

Page 706 of 2342

  • Chapter 7 - The 1995 TIMSS Curriculum Analysis and Beyond

  • from Part II - Conducting International Assessments in Mathematics and Science
  • William H. Schmidt, Michigan State University, Richard T. Houang, Michigan State University, Leland S. Cogan, Michigan State University, Michelle L. Solorio, Michigan State University
  • Book:
    Schooling Across the Globe
    Published online:
    12 November 2018
    Print publication:
    22 November 2018, pp 121-155

  • Summary

    Most of the chapters address various issues surrounding the measurement and reporting of student achievement, what the IEA tripartite curriculum model refers to as the attained curriculum. This chapter is devoted to the conceptual and methodological measurement of the intended and possibly implemented curriculum as found in systems’ curriculum standards documents and the textbooks intended to guide classroom instruction. These aspects were a major focus of the Third International Mathematics and Science Study (TIMSS-95). This chapter also reviews some of the specific methods TIMSS-95 used in measuring these curriculum aspects. How these aspects have been addressed in subsequent studies is also reviewed and discussed.

  • 6 - Security information management process

  • Doraval Govender
  • Book:
    Managing Security Information
    Published by:
    University of South Africa
    Published online:
    11 November 2021
    Print publication:
    22 November 2018, pp 88-114

  • Summary

    OBJECTIVES

    • Examine the diverse and interrelated disciplines of the South African Police Service and the private security industry in South Africa.

    • Despite the efforts by the police, community programmes and private security, crime continues to be a major concern for most citizens in South Africa. Why?

    • Understand the difference in meaning of sources, methods and techniques used to collect security information.

    • Defend the recommendation that organisations should have their own security information analysis unit (SIAU).

    INTRODUCTION

    Risk management has a long history, which started about 2 400 years ago in ancient Greece, where the Athenians always assessed risks before making decisions. The international standard ISO 31000:2009 serves as the theoretical foundation for risk management. This standard is currently being improved internationally by technical committees and working groups. Risk management developed in South Africa in the 1970s. Risk managers were also made responsible for finding innovative ways and procedures to reduce losses, which resulted in the integration of risk control and risk financing activities. The aftermath of the 11 September 2001 attacks on the World Trade Centre in New York and the Pentagon in Washington, D.C. identified many failures in security management. Some of the common failures include failure to formally collect security information on threats, vulnerabilities and incidents and have it analysed by qualified security analysts and to act on the information. Incidents, threats and vulnerabilities have the potential to affect an organisation's assets negatively. It is therefore necessary for this security information to be managed effectively and efficiently, so that correct decisions can be made on the implementation of security risk control measures. This chapter looks at the security information management process to reduce crime, increase detection rates and prevent losses.

    ESTABLISHING THE CONTEXT

    Context usually includes the internal and external organisational environments, organisational objectives and stakeholder identification. This context will determine the process to be followed. Despite the efforts by the police, community programmes and private security, crime continues to be a major concern for most citizens in South Africa (Van Rooyen, 2008). There is a close relationship between the rise of private security and changes to mainstream policing.

  • Chapter 11 - Where Do We Go from Here?

  • from Part III - The Lessons Learned from International Assessments of Mathematics and Science
  • William H. Schmidt, Michigan State University, Richard T. Houang, Michigan State University, Leland S. Cogan, Michigan State University, Michelle L. Solorio, Michigan State University
  • Book:
    Schooling Across the Globe
    Published online:
    12 November 2018
    Print publication:
    22 November 2018, pp 239-254

  • Summary

    This final chapter provides a vision for what international comparative assessments of mathematics and science might provide as we look toward the future. Given the state of such assessments at this point, the questions envisioned here are what else might we be able to learn from such studies and how might they be conducted to provide us with greater and further insights? Specific recommendations are made relative to the timing and focus of future studies, how samples of schools and students are drawn, and the identification and definition of the student populations that are the focus of such studies. Recommendations are discussed in terms of the additional insights that would be possible to inform and to guide further education policy and reform for any participating country.

  • Multi-Level State Capitalism: Chinese State-Owned Buisness Groups

  • Jakob Arnoldi, Anders Ryom Villadsen, Xin Chen, Chaohong Na
  • Journal:
    Management and Organization Review / Volume 15 / Issue 1 / March 2019
    Published online by Cambridge University Press:
    22 November 2018, pp. 55-79

  • We argue that vertical interlocks in Chinese state-owned business groups are important mechanisms for coordination and information exchange between the apex firm and affiliated firms, and that they are also mechanisms for government owners of the business groups to exercise control. By combining resource dependence theory with elements from transaction cost economics and agency theory, we propose that the need for interlocks increases the higher the level of government ownership. The central government is therefore more likely to use vertical interlocks than the provincial governments, which again are more likely to use vertical interlocks than the municipal governments. We develop three hypotheses based on these arguments. A regression analysis of a hand-collected data set finds strong support for our hypotheses. Our results shed light on coordination and governance issues within the state-owned sector in China and on an important means for mitigating these issues used by the government owners and firms affiliated with state-owned groups.

Page 706 of 2342