Processes of deterritorialization and reterritorialization are closely implicated in processes of organizational innovation and the creation of new organizational forms. Ironically, lines of flight as vectors of deterritorialization of the existing order of things can be in fact definitive of organization, alongside the emergence of new terri- torial assemblages. The network society is traversed by diverse deterritorializing influ- ences including multinational corporations with their vast and interchangeable supply chains. So complex can these be that major international fashion retailers when chal- lenged in the wake of the disastrous collapse of the Rana Plaza factory in Savar, Ban- gladesh, that left 1127 people dead, were unable to ‘unravel’ their sources – some were uncertain exactly where their products were being manufactured (Siegle 2013). A different and more positive deterritorialization has occurred in the process of software production led by open source communities through modular programme designs, project ‘forking’, and the development of pack-like teams. And perhaps one of the most powerful deterritorializing forces in modern times is the increasing use of infor- mation as a weapon (Munro 2005). Deleuze and Guattari’s ( 1987) original description of the ‘nomadic war machine’ revealed nomads to be pioneers who have created new weapons and forms of combat in the preservation of their way of life. Today we can see such forces at work in the Zapatista rebellion in Mexico and their use of informational weapons in their fight to create and preserve their own territory and way of life, warding off neoliberal forms of organization (Arquilla and Ronfeldt 1997; Marcos 2001). Information warfare has also been pioneered by the WikiLeaks project, which has created a deterritorialized form of network organization. In their efforts to undermine and destroy WikiLeaks, corporations and nation-states have attempted to reterritorialize the organization around the body of its founder Julian Assange, and around critical nodes in its financial infrastructure. The Zapatista rebels and the WikiLeaks project are both close to becoming an absolute deterritorialization where they exist only as a line of becoming – through continuous movement ‘we will not be [reterritorialized]’ (Marcos 2001). The ‘nomadic war machine’ is a ‘vector of deterritorialization’ that describes forces of organizational becoming in terms of processes both of escape and organizational innovation.
Organization development presumes the cooperation and participation of the individuals and the teams, the continuous self-improvement and at the same time it endeavours to develop them more. Because of this, organization development is characterized by the fact that the same people identify, define and solve the problems, and the procedure formed this way usually relies on the methodical data-collectings and analyses of the individual or team behavioural permutations. At the same time organization development considers the cooperation and participation of the individuals and the teams as well as the continuous self- improvement as a fundamental condition and it aims at their further improvement. As a result of separating organization development and change management there was appeared more trainings in Hungary, although only self-training was pursued in this time period, where the players of economy and tertiary education with entrepreneurial spirit continued this trend. This is because there were some companies, ministries and universities that supported organization development and made it possible for the professionals to experiment, practice and accomplish their work.
Develop, implement and manage the performance improvement program for NHRMC Trauma Services. Coordinate day to day clinical activities of the Trauma Service and serves as the primary contact between Trauma Services and other clinical areas throughout NHRMC, this includes daily rounding on trauma patients and collaborating with nursing and surgical staff on patient care issues. I am responsible for the organization,
It is perhaps worth closing this section with a brief comment on terminology. I have throughout this introduction referred to agents as either workers or entre- preneurs, while I have also clearly limited attention to a single, management, function of the entrepreneur. Indeed, some of what follows is equally applicable to managers, although managers do not usually have claims to the entire residual profits of the firm after payment of fixed wages. For good or bad, this inter- changeability of the terms entrepreneur and manager has a long history that dates back to Say (1880), and Franco (2005) has noted that it has persisted in much of the industrial organization literature that has followed Lucas (1978). Of course, some observers may decide that this focus on a management function of entrepreneurs ignores the most distinctive characteristics of entrepreneurship. Notwithstanding these concerns, I shall use the term entrepreneur throughout, although some readers may prefer the term small business owner. 4
The School of Computer Science (SCS) houses a curriculum that grounds learning in real world applications and issues. Faculty work actively with both undergraduate and graduate students, providing valuable hands-on teaching and research experience. Lecture series and conferences round out the students' educational experience and provide a variety of forums to expose students to the widest spectrum of information. Carnegie Mellon University helped define, and continually redefines, the field of Computer Science. Through its diverse interdisciplinary research activities and breadth of educational programs, SCS leads the world in stretching the field by extending into areas beyond the traditional boundaries of computer science. SCS is recognized internationally for producing first-rate researchers, academic colleagues, and industry leaders in the computing profession.
Kolman’s work attitude questionnaire (WAQ) con- sists of four parts. The questions of the first part are just common general information questions. The following three parts are built in a very similar way. Every one of the three last questionnaire parts starts with a general question and this question is subsequently specified. So, the second part of WAQ starts with a question “What does work bring forth?” and this is followed by specific entries like “money”, “status and respect”, “humiliation”, etc. In such a way, the general question forms together with the specific entry a statement of sorts. The respondents were asked to determine the probability of the specific statements being true on a seven-point scale. The third and fourth parts begin respectively with ques- tions, as follows:
to prove ones potential, etc. From this perspective opportunists are those who are able to act in accordance with their inner drives. Second, opportunism can be seen as a reaction to insecurity and fear (Collinson, 2003). An opportunist is then a person who keeps open as many options as possible, turning to the one closest and swerving unpredictably from one to the other. From this perspective, opportunism emerges as the style of life of those with little security and protection. Those who know that they cannot let go of or sidestep their activities, not even for an instant, without the risk of losing the opportunities they presently have. Post-bureaucratic work is likely to be permeated by a precarious balance between these two figures of – positive and negative – opportunism. To the extent the balance of forces turns in the favour of the first, post-bureaucratic work would unfold in accordance with individuals’ desires and talents. 6 Such forms of opportunism would then be more or less synonymous with Fromm’s utopian vision of ‘positive freedom’ as consisting in “the spontaneous activity of the total, integrated personality” (1969: 268). The premise of such spontaneous activity would then be “the acceptance of the total personality and the elimination of the split between ‘reason’ and ‘nature’; for only if man does not repress essential parts of his self, only if he has become transparent to himself, and only if the different spheres of life have reached a fundamental integration, is spontaneous activity possible” (Fromm, 1969: 257). It is, as Donzelot (1991) notes, as if management representatives and trade unionists alike have come to embrace this positive form of opportunism as an ideal and attempt to translate it into a model of management.
It can be concluded that the tendency for flexible and multi-skilled working methods also increases, when concern about quality matters grows, which is according to the theory of TQM. In fact, as the broad literature on the matter can show, Taylor model of organisation has been one of the main obstacles to the implementation of appropriate quality systems. Results on the work place where quality control is performed seem to confirm these remarks, as showed in the next table.
Organization Culture variables on Innovative Performance indicate that organization culture variables have a positive influence on innovative performance also indicated by the real conditions that occur in the place of research. This can be seen when the teachers in applying some aspects of organizational culture such as achieving the mission of the school, unite and be involved in decision making, and follow the rules imposed by the school, are always done well so that the impact on improving innovative performance. Because teachers who do not understand what the school mission is, do not obey the rules, and do not want to involve themselves in decision making related to the teaching and learning process, curriculum, how to handle students, learning methods, will have difficulty in implementing innovative performance. So that it can be said that the application of a good organization culture can have an impact on the teacher's innovative performance. The results of this study are in line with the results of research conducted previously in other educational institutions including Abubakar Fatiyah (2012) who examined in a high institution of educational institutions found that organizational culture has a positive influence on innovative performance.
The Global Burden of Disease and Injury by Murray and Lopez (WHO/World Bank) es- timated that 5 % of the burden is attributed to work in established market economies. This may be also close to the loss of global GDP caused by work-related factors that the ILO earlier estimated to be 4%. Table 8 shows the difference of work-related mor- tality and the work related Global Burden caused by all diseases and injuries. The share of work related burden increases with the industrial development and reflect the success in eliminating communicable diseases and increasing the role of work-re- lated, usually non-communicable diseases. Accidents are well represented in this cal- culation while work-related diseases may not have been properly covered. One fatal accident appears to cause an average loss of 14 life years (Murray and Lopez).
and go-live activities. An earlier look into the future support organization also allows planners to develop scenarios based on the progress of the ERP implementation.
Many factors affect the design of the future support orga- nization. How a system is implemented can affect the scope of the support organization. The organizational culture might influence the size and activities of the support organization. Geography might affect the location of the support center or support centers. The political environment might affect the governance of the organization. Many factors must be taken into account when forming the support organization, but cer- tain foundations are required for a successful operation.
The D&C parfib program computes the Nth Fibonacci number using arbitrary-length integers; we use N = 50 and a threshold of 23; used to assess thread subsumption capabilities of the RTS, this benchmark is representative of regular and flat D&C applic- ations with a single source of parallelism; splitting and the combining phases require two arithmetic operations on integers of arbitrary length, the sequential work is exponential. The D&C worpitzky application from the symbolic computation domain checks the Worpitzky identity for two arbitrary-length integers; we take 19 to the exponent of 27 and use a threshold of 10; at the top level this requires one exponentiation, one equality comparison, and a sum of n intermediate results, which are computed in parallel and for the other part requires two arithmetic operations and binomial computation using three factorial and three arithmetic operations; parallel computations include a single source of parallelism and three arithmetic operation for both the combine and the split phase. The D&C coins program computes ways to pay out a specified amount from a set of coins; in our case the value is 5777; the program is similar to parfib as the split and the combine phases require one arithmetic operation each, whilst sequential solution requires finding suitable permutations of coins.
“The arts are wonderful, essential even. However, stewardship of sponsors is awful! There’s still too much of the ‘take the cheque and run’ mentality.” “The fit is everything. To be honest, if I can see a good fit, I’m willing to find a way to make the sponsorship work.”
while the Nigerian Army has also trained some helicopter pilots. In view of this, the employment of national military power would require increased tri-service integration. Notwithstanding the convergence of their traditional areas of responsibility, each of the Services has different roles. In other words, land power, sea power and air power each have different operational and tactical applications and each require specific skills and expertise. It is therefore, important that all personnel improve their knowledge of the employment of air power in readiness for future joint operations. This paper is therefore written to familiarise senior course students with the history, organization and roles of the NAF, the jewel of the nation, the last to come but definitely not the least. The paper will cover historical background, NAF Structure and NAF roles and capabilities.