Recent studies indicate that bureaucrats and citizens are beginning to appreciate the opportunities and constraints for applications of information and communication technologies (ICTs) for governance. Using the data ...
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Recent studies indicate that bureaucrats and citizens are beginning to appreciate the opportunities and constraints for applications of information and communication technologies (ICTs) for governance. Using the data collected from independently administered random surveys of citizens and bureaucrats in late 2001 by Hart-Teeter, this essay is designed to explore whether and how citizen and bureaucrat perspectives on e-government coincide and/or diverge in terms of the effectiveness of e-government and pace of e-government implementation, equity (e.g. access), and safety (e.g. privacy and security).
Immigration increased and the immigrant population became much more widely dispersed during the last decades of the 20th century. Many of these new immigrants are Limited English Proficient (LEP) individuals. These de...
This paper examines the applicability of the Vroom-Yetton model of leadership and decision making to the battlefield behavior of ten commanding generals in six major battles of the American Civil War. The purpose of t...
This paper examines the applicability of the Vroom-Yetton model of leadership and decision making to the battlefield behavior of ten commanding generals in six major battles of the American Civil War. The purpose of the paper was twofold. The first objective was to see if it is possible to utilize official war records, autobiographies, biographies of close associates, and scholarly works to reconstruct the thinking of decision makers in the past and frame this thinking within a contemporary theory of leadership and decision making. The second objective was to illustrate the potential value of using prior events as retrospective test cases for a contemporary leadership *** no attempt was made to suggest that the selection of the appropriate decision making and leadership style was the determining factor in the outcome of major battles of the Civil War, the study provided some interesting findings. The findings suggest that when the selected commanders on the field acted consistently with the prescriptions of the Vroom-Yetton model they were more often successful in accomplishing the goals of the campaign. In addition, the findings suggest that even though the commanders tended to favor autocratic styles, the lack of information sharing and consensus building resulted in serious disadvantages. In the cases examined, the pressure for prompt decision making was not sufficient to justify the loss of information that resulted from the determination to act alone.
Some developmental characteristics of a larval-parasitoid ichneumonid, Diadegma semiclausum Hellen, donated from Asian Vegetable Research and Development Center (AVRDC), Taiwan, in 2001, were investigated to utilize a...
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Objectives: To identify the issues or problems that current and aspiring U.S. Department of Defense (DoD) pharmacy executives will face in the future and to define the skills, knowledge, and abilities (SKAs) required ...
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Objectives: To identify the issues or problems that current and aspiring U.S. Department of Defense (DoD) pharmacy executives will face in the future and to define the skills, knowledge, and abilities (SKAs) required to successfully address these issues. Design: Delphi method for executive decision making. Setting: DoD. Participants: Ninety-three pharmacists serving in the military grades of lieutenant colonel/commander and colonel/captain, as well as pharmacists selected for promotion to those grades. Interventions: Two iterations of the Delphi method for executive decision making separated by an expert panel content analysis. Main Outcome Measures: Round 1-participants identified five major issues believed to be of greatest importance to pharmacy executives and reported specific SKAs that might be needed to successfully manage those issues. An expert panel sorted these issues into meaningful domains, then provided an appropriate title for each domain. Round 2 - on a 7-point scale, respondents rated the SKA items according to their assessment of how much a future DoD pharmacy executive would need each SKA. Results: Response rates were 44.1% and 46.2% for Delphi rounds 1 and 2, respectively. The first round generated 62 unique issues facing pharmacy executives. The expert panel reviewed and sorted the issues into eight domains and selected an appropriate title for each domain. The domains identified by the panel were human resources, pharmacy operations/business practices, information management and technology, financial resources, formulary management, drug therapy management, pharmacy benefit management, and leadership. During round 2, 73.3% of the top 15 rated SKAs came from the drug therapy management, leadership, and formulary management domains. The three high-est- rated SKAs were "ability to see the big picture," "ability to build strong relations with medical staffs," and "skills in both writing and verbal communication." Conclusion: The issues facing future
Objective: To determine whether executive and junior pharmacists perceive skills, knowledge, and abilities (SKA) items differently. Design: Two-factor split-plot analysis of variance (ANOVA) mixed design with repeated...
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Objective: To determine whether executive and junior pharmacists perceive skills, knowledge, and abilities (SKA) items differently. Design: Two-factor split-plot analysis of variance (ANOVA) mixed design with repeated measures. Setting: U.S. Department of Defense (DoD). Participants: One hundred fifty-one active duty pharmacy officers in DoD, classified as either executive pharmacists (serving in the military grades of lieutenant colonel/commander [O-5] and colonel/captain [O-6], as well as pharmacists selected for promotion to those grades) or junior pharmacists (serving in the military grades of second lieutenant/ensign [O-1], first lieutenant/lieutenant junior grade [O-2], and captain/lieutenant [O-3], as well as pharmacists selected for promotion to those grades). Intervention: Seven-point relative importance rating scales, with 1 = extremely unimportant to 7 = extremely important, were used to assess respondents' judgments of SKAs. Main Outcome Measures: Main effects of group membership (executive versus junior pharmacists), differences among items within eight specific domains, and assessment of potential interaction effects for the dependent variable of SKA item importance ratings. Results: No main effects for overall rating differences between pharmacist groups were found for any of the eight domains;however, statistically significant and systematic within-main-effect differences were detected for SKA items in all domains. Additionally, statistically significant interaction effects emerged in five of the eight domains. Conclusion: The importance ratings given SKAs in the domains of human resources, pharmacy operations and business practices, drug therapy management, and leadership were highly similar between the two groups. However, executive pharmacists tended to place a much greater emphasis on the importance of SKAs within the financial resources and the pharmacy benefit management domains.
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