Creating the strategic learning environment at City University London

Purpose: This paper describes the creation of a new approach to the implementation of educational technologies at a UK Higher Education Institution. Driven by changes in technology, an evaluation of the virtual learning environment (VLE) provided the opportunity to reassess the application of technology to the curriculum. However, such an evaluation and subsequent implementation is not about technology but a social process of negotiation and stakeholder engagement. The narrative of the evaluation is explored to offer lessons to other institutions. Design/methodology/approach: The paper takes a story telling approach as this enables greater emotional engagement with the reader as well as the description of the social and organisational aspects of such a VLE evaluation. This approach enables the difficulty of change in complex organisations, such as a University, to be addressed more fully. Findings: Key lessons from the evaluation of the VLE and resulting creation of the strategic learning environment (SLE) are drawn which can be of use to other institutions. The main finding is the fact that such evaluations and implementation of educational technologies are not about technical factors but about opportunities and threats presented by such technologies to the educational experience. These findings also inform future development of the SLE at the institution. Originality/value: This paper will be of interest to institutions that are undertaking evaluation exercises of their educational technology provision as well as those that are implementing new technologies or considering large scale organisational change

Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study

A decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business strategy and organization design, but focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are, or will be, studying or trying to create and sustain this promising new organizational paradigm

Evaluation of the HSCVF Bursary Scheme

The ‘Building Sustainability: Extended Support Package’ aimed to increase the capacity and sustainability of 94 local projects - all were Voluntary, Community and Social Enterprise (VCSE) organisations funded by the Health and Social Care Volunteering Fund (HSCVF). The bursary scheme, as it became known, was managed by Ecorys as the lead partner alongside Eastside Primetimers, CSV and Attend as the three delivery partners. Projects chose from a menu of over 50 offers including mentoring, coaching, on-site support, training and ‘other’. A Support Consultant, allocated to each project, helped them assess their needs, choose the most appropriate offers and submit the application. The scheme was introduced in 2012 with all offers utilised by May 2013. It was funded by the Department of Health. This report presents the findings from an evaluation undertaken by the Institute for Health & Wellbeing at Leeds Metropolitan University

User-centred design of flexible hypermedia for a mobile guide: Reflections on the hyperaudio experience

A user-centred design approach involves end-users from the very beginning. Considering users at the early stages compels designers to think in terms of utility and usability and helps develop the system on what is actually needed. This paper discusses the case of HyperAudio, a context-sensitive adaptive and mobile guide to museums developed in the late 90s. User requirements were collected via a survey to understand visitors’ profiles and visit styles in Natural Science museums. The knowledge acquired supported the specification of system requirements, helping defining user model, data structure and adaptive behaviour of the system. User requirements guided the design decisions on what could be implemented by using simple adaptable triggers and what instead needed more sophisticated adaptive techniques, a fundamental choice when all the computation must be done on a PDA. Graphical and interactive environments for developing and testing complex adaptive systems are discussed as a further step towards an iterative design that considers the user interaction a central point. The paper discusses how such an environment allows designers and developers to experiment with different system’s behaviours and to widely test it under realistic conditions by simulation of the actual context evolving over time. The understanding gained in HyperAudio is then considered in the perspective of the developments that followed that first experience: our findings seem still valid despite the passed time

What’s Broken? Not the Mold

Changing workforce demographics indicate that flexible work arrangements (FWA) are appreciated and valued by employees, yet employers still resist their support. While not explicit in their rationale, managerial mindsets may hold that deviations from historical ideal worker frameworks detract from performance potential. As this continues, mothers are especially stigmatized for using FWA as it differs from traditional, male hegemonic behaviors. Overlaying the case of a rising executive with a study of historical management theory, it may take until Generation Y is fully entrenched in leadership for a différance to break the mold in FWA acceptance

Flexible working policies and environments in UK Local Authorities: current practice

The research surveys the uptake of 'modern' or flexible working practices in UK Local Authorities, especially as it impacts on property and office accommodation. Nearly all permit flexible starting and finishing times for as many employees as is practical while forms of accredited hours working for at least some appropriate employees are policy in a majority. Flexible practices with property and ICT implications, working from home without a dedicated work station, formal policies, 'hot' desking, flexible offices and satellite or drop-in offices are less common (ca 10%) but have grown significantly in the last two years. A number of councils also report being at the stage of planning pilots. Five detailed case studies are reported. Three authorities have expanding strategic programmes for 'workstyle' changes or new ways of working. One has shifted its emphasis away from such plans toward higher density office usage only and one was awaiting the election result before anticipated permission to start. These cases do all come from authorities in areas of much higher than average property values and costs. While they have seen savings, they emphasise that the initiatives were equally about better work life balance and improved office environments. Green benefits and service enhancements are harder to quantify but are believed to have been achieved. Higher density of net space utilisation has uniformly been achieved. Executive commitment and clear member support are seen as critical strategic success factors. Clear liaison between HR, Property/ Facilities and ICT has been essential to operational success. Entrenched management attitudes and, at least initially, staff reluctance to change, are cited as the major drawbacks. Accounting and valuation practices can also be a barrier. Similar messages are provided by a variety of pilots, some undertaken deliberately as strategic tests, others as much more of an ad hoc response to local circumstances. Most have not, or not yet, seen net office space reduced. The more successful pilots were not 'just' either property or HR policy initiatives: indeed there is some evidence that initiatives involving only one of the two functions have been less successful. Service areas most frequently cited as being involved in changes are various property functions. Trading Standards and Social Services are other areas where the real or potential development of flexible working and shared desking is highlighted though the latter in particular is also cited as an area where workers in the office have particular mutual support needs. Higher density officing for less mobile workers is, in principle, an option more widely available. Workplace strategy should reflect future service delivery models, asset management plans and organisational development. New ways of working have been a tool for achieving changes in culture and delivery, but were, and are, a challenge to traditional mindsets. They will involve senior property professionals in a range of issues with which they have not traditionally been associated. Future property and workplace strategy will be driven by an authority's service models and aspirations as to working culture: but will also be a tool, alongside organisational development (OD) and ICT, to achieve change and improvement

Spartan Daily, October 24, 2000

Volume 115, Issue 38https://scholarworks.sjsu.edu/spartandaily/9605/thumbnail.jp

Sustainable Waste Sorter

Indiana University Purdue University IndianapolisThe purpose of this project is to help people eliminate the confusion on whether they should throw their trash away or dispose of it in a recycling bin. The sustainable waste sorter is an informative device that tells the user where to place their trash. Our customer and the origin of the idea came from an organization called Roche Diagnostics Operations. Roche Diagnostics Operations is a multinational healthcare organization, the Indianapolis location focuses more on creating and developing their diabetic test strips. The device is created of four main components which include a Raspberry Pi 2 Model B, a camera module, an LCD screen, and a casing/mount that holds all of these components together. All of these components are compatible with the Raspberry Pi 2 Model B. The software was programmed in Python and the database in MySQL. During the development of the device, the most challenging task was learning how to develop in the new language, Python. Once the device reached a stable state it was piloted at Roche Diagnostics Operations. The purpose of the first of three pilot sessions was to verify that the device worked in the environment and that the items entered in the database were recognized; as a result, the device passed that test. The second pilot session had the same purpose as the first pilot session but with more items in the database. The device received more interaction during the second pilot session, though the team decided to schedule a third pilot session once all the items were entered into the database and a revamped user interface was completed. The team entered about 800 entries into the database and created a new and interactive user interface for the device. The third pilot session was a success; the items that were scanned by testers were recognized and the new user interface was a success as well. Overall, the sustainable waste sorter project was successful and educational. We, as students, took all of our fundamental learnings from our previous courses and applied them to this project. This allowed us to enhance our problem solving and project management skills. As people use the device, we hope that it educates them on how to properly recycle therefore improving the environmental state of our planet.Computer Engineering Technolog

Partnership in practice

This paper examines human resource management practices adopted in a group of eight case study firms and their tendencies towards versus away from partnership. The analysis is based on data collected during interviews with 124 employees (75 in organisations tending towards partnership and 49 in organisations tending away from partnership) and senior managers, conducted in 1997-1998 for the Job Insecurity and Work Intensification Survey (JIWIS). Drawing on the perspectives of senior managers and employees, we examine the tendency of firms towards and away from partnership in employment relations; and in keeping with the JIWIS methodology (Burchell et.al., 2001) we combine quantitative and qualitative evidence in our analysis. Specifically, we are interested in what partnership looks like in these different contexts, the reasons it is pursued (or not), the degree to which companies have been successful in achieving their partnership objectives (from the perspective of both management and employees), and the conditions that have either facilitated or impeded partnership in relationships with employees

CMS software and computing for LHC Run 2

The CMS offline software and computing system has successfully met the challenge of LHC Run 2. In this presentation, we will discuss how the entire system was improved in anticipation of increased trigger output rate, increased rate of pileup interactions and the evolution of computing technology. The primary goals behind these changes was to increase the flexibility of computing facilities where ever possible, as to increase our operational efficiency, and to decrease the computing resources needed to accomplish the primary offline computing workflows. These changes have resulted in a new approach to distributed computing in CMS for Run 2 and for the future as the LHC luminosity should continue to increase. We will discuss changes and plans to our data federation, which was one of the key changes towards a more flexible computing model for Run 2. Our software framework and algorithms also underwent significant changes. We will summarize the our experience with a new multi-threaded framework as deployed on our prompt reconstruction farm for 2015 and across the CMS WLCG Tier-1 facilities. We will discuss our experience with a analysis data format which is ten times smaller than our primary Run 1 format. This "miniAOD" format has proven to be easier to analyze while be extremely flexible for analysts. Finally, we describe improvements to our workflow management system that have resulted in increased automation and reliability for all facets of CMS production and user analysis operations.Comment: Contribution to proceedings of the 38th International Conference on High Energy Physics (ICHEP 2016