CAREER MANAGEMENT DEVELOPMENT

This activity of career management and planning implies the aggregate of all the functional interdependences of the employees, organisational and career improvement planning. Career is conected to work, in the broadest sense, and it also includes, apart from work experience, the personal lifestyle of the individual, because the extraprofessional life of any person plays an important role in his/her career. The increase of experience and competition in any field of activity implies the permanent training and management of the employees, the management of their individual capacities; this is realised by taking into account the functional, technological and socio-cultural factors and also the stimulation system and promotion criteria.managerial career; management of career; optimisation of managerial career; efficiency of managerial career; obstacles in managerial career

Learning and Development for Management

{Excerpt} The insights, attitudes, and skills that equip managers for their various responsibilities come from many sources outside formal education or training. To identify areas for improvement, it is first necessary to identify what these responsibilities are

Mrs Sarah Mayer, a black belt millionairess in 1930s Tokyo

Sarah Mayer is an important figure in the history of women’s judo internationally. Her achievement as the first foreign woman in Japan to receive a black belt for judo in 1935, gives an indication of her significance, but a study of her life and background as an actress and theatrical entrepreneur, and as a sportswoman; in conjunction with an investigation into the social stratum in which she existed, gives us important insights into this sporting pioneer and role model. Mayer was a British actress and playwright, who played a role in terms of the globalization of sport in the interwar years. She was treated in an unprecedented way by the establishment in Japan, whereby, as a woman, she was allowed to train in male dōjō, particularly, the Kōdōkan and Butokuden, the former being the origin of judo in Japan, and the latter, part of a military training establishment. Mayer also contributed to the drive for female participation of judo in Japan in the lead up to the Second World War. Drawing primarily on the letters that Mayer wrote to her judo teacher, Gunji Koizumi, this paper covers seven main themes which relate to her life; 1. Max Mayer – Diamonds and Pearls 2. Gunji Koizumi – Judo at the Budokwai 3. Herbert Percival - Letters from a ship 4. Bathing with the police 5. Kano, Hatta, Mifune, Isogai – The Kodokan and Butokukai 6. A black belt returns from Japan 7. The Shaw Millionairess Max Mayer, her father-in-law, was a diamond and pearl merchant based in Hatton Garden, London, and the victim of the ‘Great Pearl Robbery of 1913’. He also owned the Agra Diamond (32 carats), formerly owned by the First Mogul emperor Babur (1483-1530) In 1926 Sarah started to practise judo at the London Budokwai near Buckingham Palace, where she was taught by Koizumi Gunji, ‘The father of British Judo’. In December 1933, Sarah travelled from Liverpool to Bombay, and onward to Kobe, and started to write to Koizumi. Writing about Capt. Herbert Percival of the ship City of Baroda, she says; ‘If all the captains I meet are so kind to me, I shall never want to come back’. She was introduced to the Kōdōkan by Hatta Ichiro from Waseda University, Secretary to Jigoro Kano who later became a member of Japanese Diet, and President of All-Japan Wrestling Association, In 1939, Sarah Mayer wrote an article in the Sunday Express, entitled, ‘Having a Bath in Japan’. ‘Anyway I am getting used to them all now and they are getting used to me. I have even recovered from the shock of finding that I was expected to share the bathroom -- not to mention the bath -- with the entire Kobe police force’. In 1935 Isogai Hajime, awarded Sarah 1st dan at the Dai Nippon Butoku Kai in Kyoto, after she had received 1st Kyu at Kōdōkan. This received a lot of press attention. She returned to UK May 1935 and started divorce proceedings citing Mrs Dorothy Harris (Dorothy Seacombe, Hollywood Actress), and was awarded a significant settlement. Returning to the Theatre, she met George Bernard Shaw, who re-wrote “The Millionairess” to make the lead character Epifania, a judo player. A role played by Sarah in 1940 in Eastbourne, before Katherine Hepburn in 1951 in the West End, and Sophia Loren in the 1960 movie opposite Peter Sellers

Development of Ambient PM 2.5 Management Strategies

INE/AUTC 11.2

Selected Instruments for Management of Technology Development

Polska dysponuje pewnymi możliwościami rozwijania nowoczesnych technologii, także tych, które aktualnie znajdują się w pierwszych fazach cyklu życia (np. nanotechnologii, spintroniki, fizykochemii zjawisk powierzchniowych, robotyki itd.), i mają wysoki potencjał generowania zysku przy relatywnie niskich (bo niezwiązanych z samymi kosztami produkcji) nakładach inwestycyjnych i niższych wymaganiach, jeśli chodzi o wcześniej zdobyte doświadczenie. Wykorzystanie tych możliwości wymaga rozszerzenia o nowe podejścia tradycyjnego instrumentarium zarządzania technologią, opartego głównie na dorobku teorii racjonalnych oczekiwań. Wśród tych nowych podejść na szczególną uwagę zasługuje foresight i towarzyszące mu: cykl życia technologii i mapowanie, które są przedmiotem niniejszego artykułu

Commodity risk management and development

In 1995, 57 countries depended on three commodities for more than half their exports, reports UNCTAD. And commodities, fuels, grains, and oilseeds are important imports for several countries. The notorious volatility of commodity prices is a major source of instability and uncertainty in commodity-dependent countries, affecting governments, producers (farmers), traders, processors, and financial institutions. Further, commodity price instability has a negative impact on economic growth, income distribution, and poverty alleviation. Early attempts to deal with commodity price volatility relied on buffer stocks, buffer funds, government intervention in commodity markets, and international commodity agreements to stabilize prices. These were largely unsuccessful--sometimes spectacularly so. Buffer funds went bankrupt, commodity agreements were suspended, buffer stocks proved ineffective, and government intervention was both costlyand ineffective. As the poor performance of such stabilization schemes became more evident, academics and policymakers began distinguishing between programs that tried to alter price distribution (domestically or internationally) and programs that used market-based approaches for dealing with market uncertainty. This change in approach coincided with a significant rise in the use of market-based commodity risk management instruments--aided by the liberalization of markets, the lowering of trade and capital control barriers, and the globalization of commodity markets. by the mid-1990s, several governments, state companies, and private sector participants began using commodity derivatives markets to hedge their commodity price risks. Participation in those markets is growing, but important barriers to access remain including counterparty risk, problems small groups (such as farmers) have aggregating risks, basis risks (no correlation of local and international prices), no local reference prices, low liquidity, no derivatives markets for certain products, and low levels of know-how. International institutions, local governments, and the private sector could facilitate developing countries access to derivatives markets and the use of risk management tools to solve public sector problems.Economic Theory&Research,Payment Systems&Infrastructure,Environmental Economics&Policies,Markets and Market Access,Labor Policies,Health Economics&Finance,Insurance&Risk Mitigation,Environmental Economics&Policies,Access to Markets,Markets and Market Access

Management of Software Development Projects

Any major software development starts with the Initiating process group. Once the charter document is approved, the Planning and then to the Executing stages will follow. Monitoring and Controlling is measuring the potential performance deviation of the project in terms of schedule and costs and performs the related Integrated Change Control activities. At the end, during the Closing, the program/project manager will check the entire work is completed and the objectives are met.