647,386 research outputs found

    Documents organisation strategies of Open University Malaysia (OUM) postgraduate students

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    Students doing research would normally download documents from the Internet on to their desktop for later use. However, these documents are not easily found again as the documents are saved indiscriminately in multiple folders on their desktop. This study aims to investigate students’ document organisation strategies on their desktop primarily. The study includes 128 Open University Malaysia (OUM) postgraduate students with personal desktop of at least 10 Portable Documents Format (PDFs) files. Personal Information Management (PIM) is an interesting research field exploring individual's activities of acquisition, organisation, maintenance, retrieval and sharing of information (Lush, 2014). Research has shown that PIM activities have an important influence on the learning processes, particularly university students engaging in many documents from various sources (Jacques & Fastrez, 2014). Data regarding their personal desktop documents were collected using survey method. The questionnaire was administered using Google Form. Two distinct categories of students’ organisation strategies were identified in this research, which are piling and filing. A discussion of these results is provided. We will then recommend personal information management organisation strategies for postgraduate students doing their research project. A proper information management organisation strategy will lead to the development of efficient information management skills of the student

    āļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāđƒāļ™āđ€āļ„āļĢāļ·āđˆāļ­āļ‡āļ„āļ­āļĄāļžāļīāļ§āđ€āļ•āļ­āļĢāđŒ

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    āļšāļ—āļ„āļąāļ”āļĒāđˆāļ­āļŠāļģāļŦāļĢāļąāļšāļ­āļ‡āļ„āđŒāļāļĢāļ—āļĩāđˆāđ„āļĄāđˆāļĄāļĩāļāļēāļĢāļˆāļąāļ”āđ€āļāđ‡āļšāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļāļĨāļēāļ‡ āļāļēāļĢāđ„āļ”āđ‰āļĄāļēāļ‹āļķāđˆāļ‡āđ€āļ­āļāļŠāļēāļĢāļ—āļĩāđˆāļ•āđ‰āļ­āļ‡āļāļēāļĢāļ­āļēāļˆāļĨāđˆāļēāļŠāđ‰āļēāļŦāļĢāļ·āļ­āđ„āļĄāđˆāļŠāļēāļĄāļēāļĢāļ–āļŦāļēāļžāļšāđ€āļ™āļ·āđˆāļ­āļ‡āļˆāļēāļāļœāļđāđ‰āļ„āđ‰āļ™āļŦāļēāļ­āļēāļˆāļĄāļĩāļāļĨāļĒāļļāļ—āļ˜āđŒāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāļ—āļĩāđˆāđāļ•āļāļ•āđˆāļēāļ‡āļˆāļēāļāļœāļđāđ‰āļˆāļąāļ”āđ€āļāđ‡āļš āļ”āļąāļ‡āļ™āļąāđ‰āļ™ āļāļēāļĢāļĻāļķāļāļĐāļēāļœāļĨāļāļĢāļ°āļ—āļšāļ‚āļ­āļ‡āļāļĨāļĒāļļāļ—āļ˜āđŒāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāļ—āļĩāđˆāđāļ•āļāļ•āđˆāļēāļ‡āļāļąāļ™āļ•āđˆāļ­āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļāļĨāļļāđˆāļĄāļˆāļ°āđ€āļ›āđ‡āļ™āļŠāđˆāļ§āļ™āļŠāļģāļ„āļąāļāđƒāļ™āļāļēāļĢāļ­āļ­āļāđāļšāļšāđāļ™āļ§āļ—āļēāļ‡āļāļēāļĢāļžāļąāļ’āļ™āļēāđ‚āļ›āļĢāđāļāļĢāļĄāļ›āļĢāļ°āļĒāļļāļāļ•āđŒāđ€āļžāļ·āđˆāļ­āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļĢāđˆāļ§āļĄāļāļąāļ™ āļ‡āļēāļ™āļ§āļīāļˆāļąāļĒāļ™āļĩāđ‰āļ›āļĢāļ°āļāļ­āļšāļ”āđ‰āļ§āļĒ 2 āļ‚āļąāđ‰āļ™āļ•āļ­āļ™ āļ„āļ·āļ­ āļāļēāļĢāļĻāļķāļāļĐāļēāļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨ āđāļĨāļ°āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ—āļ”āļĨāļ­āļ‡āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļœāļĨāļāļĢāļ°āļ—āļšāļ‚āļ­āļ‡āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļĢāđˆāļ§āļĄāļāļąāļ™ āđ‚āļ”āļĒāļšāļ—āļ„āļ§āļēāļĄāļ™āļĩāđ‰āļ™āļģāđ€āļŠāļ™āļ­āđ€āļžāļĩāļĒāļ‡āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāđ€āļžāļ·āđˆāļ­āđ€āļ›āđ‡āļ™āļ‚āđ‰āļ­āļĄāļđāļĨāđƒāļ™āļāļēāļĢāļˆāļģāđāļ™āļāļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡āļŠāļģāļŦāļĢāļąāļšāļāļēāļĢāļ—āļģāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ—āļ”āļĨāļ­āļ‡āđāļĨāļ°āļāļēāļĢāļ­āļ­āļāđāļšāļšāđāļ™āļ§āļ—āļēāļ‡āļāļēāļĢāļžāļąāļ’āļ™āļēāđ‚āļ›āļĢāđāļāļĢāļĄāļ›āļĢāļ°āļĒāļļāļāļ•āđŒāļ‹āļķāđˆāļ‡āļ‚āđ‰āļ­āļĄāļđāļĨāļ•āđˆāļēāļ‡āđ†āđ„āļ”āđ‰āļˆāļēāļāļāļēāļĢāļ•āļ­āļšāđāļšāļšāļŠāļ­āļšāļ–āļēāļĄāļžāļĪāļ•āļīāļāļĢāļĢāļĄāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāđāļĨāļ°āļāļēāļĢāđ€āļāđ‡āļšāļ‚āđ‰āļ­āļĄāļđāļĨāđ€āļŠāļīāļ‡āļ›āļĢāļīāļĄāļēāļ“āđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļˆāļģāļ™āļ§āļ™āđ‚āļŸāļĨāđ€āļ”āļ­āļĢāđŒāđāļĨāļ°āđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāđƒāļ™āđ€āļ„āļĢāļ·āđˆāļ­āļ‡āļ„āļ­āļĄāļžāļīāļ§āđ€āļ•āļ­āļĢāđŒāļ‚āļ­āļ‡āļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡ āđ‚āļ”āļĒāļ„āļąāļ”āđ€āļĨāļ·āļ­āļāļāļĨāļļāđˆāļĄāļ•āļąāļ§āļ­āļĒāđˆāļēāļ‡āđāļšāļšāđ€āļˆāļēāļ°āļˆāļ‡ āļˆāļģāļ™āļ§āļ™ 90 āļ„āļ™ āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļžāļšāļ§āđˆāļēāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāļ—āļĩāđˆāļ”āļĩāļĄāļĩāļ„āļ§āļēāļĄāļŠāļģāļ„āļąāļāļ•āđˆāļ­āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ‚āļ­āļ‡āļ„āļ™āđƒāļ™āļ—āļļāļāļāļĨāļĒāļļāļ—āļ˜āđŒ (Piling, Filing āđāļĨāļ° Structuring) āļ”āļąāļ‡āļ™āļąāđ‰āļ™āļˆāļķāļ‡āļ„āļļāđ‰āļĄāļ„āđˆāļēāļ—āļĩāđˆāļˆāļ°āđ€āļŠāļĩāļĒāđ€āļ§āļĨāļēāđƒāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢ āđ€āļžāļĩāļĒāļ‡āđāļ•āđˆāļ•āđ‰āļ­āļ‡āļāļēāļĢāđƒāļŠāđ‰āđ€āļ§āļĨāļēāđƒāļ™āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđāļĨāļ°āļĢāļ°āļšāļļāļŦāļēāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāđ„āļĄāđˆāļĄāļēāļāļ™āļąāļ āđ‚āļ”āļĒāļ—āļļāļāļāļĨāļĒāļļāļ—āļ˜āđŒāļ„āđˆāļ­āļ™āļ‚āđ‰āļēāļ‡āļĢāļđāđ‰āđāļ™āđˆāļ™āļ­āļ™āļ§āđˆāļēāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāļ—āļĩāđˆāđ€āļžāļīāđˆāļ‡āđƒāļŠāđ‰āļ‡āļēāļ™āļ­āļĒāļđāđˆāļ—āļĩāđˆāđƒāļ” āļĄāļĩāđ€āļžāļĩāļĒāļ‡āļāļĨāļļāđˆāļĄ Structuring āļ—āļĩāđˆāđ„āļĄāđˆāļˆāļģāđ€āļ›āđ‡āļ™āļ•āđ‰āļ­āļ‡āđƒāļŠāđ‰āļ•āļąāļ§āļ„āđ‰āļ™āļŦāļēāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢ āđāļĄāđ‰āļ§āđˆāļēāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāļ™āļąāđ‰āļ™āļˆāļ°āđ„āļĄāđˆāđ„āļ”āđ‰āļ–āļđāļāđƒāļŠāđ‰āļ‡āļēāļ™āđ€āļ›āđ‡āļ™āđ€āļ§āļĨāļēāļ™āļēāļ™ āļ™āļ­āļāļˆāļēāļāļ™āļĩāđ‰āļāļēāļĢāļ•āļąāđ‰āļ‡āļŠāļ·āđˆāļ­āđ„āļŸāļĨāđŒāļĄāļĩāļ„āļ§āļēāļĄāļŠāļģāļ„āļąāļāļ­āļĒāđˆāļēāļ‡āļĄāļēāļāļāļąāļšāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨāļ‚āļ­āļ‡āļ„āļ™āđƒāļ™āļ—āļļāļāļāļĨāļĒāļļāļ—āļ˜āđŒāđ€āļžāļĢāļēāļ°āđ€āļ›āđ‡āļ™āļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļĩāđˆāđƒāļŠāđ‰āđƒāļ™āļāļēāļĢāļ„āļēāļ”āđ€āļ”āļēāđ€āļ™āļ·āđ‰āļ­āļŦāļēāđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāđ€āļ­āļāļŠāļēāļĢāđ„āļ”āđ‰āđƒāļāļĨāđ‰āđ€āļ„āļĩāļĒāļ‡āļ—āļĩāđˆāļŠāļļāļ” āļ­āļĩāļāļ—āļąāđ‰āļ‡āļāļēāļĢāļ•āļąāđ‰āļ‡āļŠāļ·āđˆāļ­āđ„āļŸāļĨāđŒāđ€āļ›āđ‡āļ™āļ›āļĢāļ°āđ‚āļĒāļŠāļ™āđŒāļ•āđˆāļ­āļāļēāļĢāđ€āļĢāļĩāļĒāļ‡āļĨāļģāļ”āļąāļšāđ„āļŸāļĨāđŒāļāļēāļĢāļ„āđ‰āļ™āļŦāļē āđāļĨāļ°āļāļēāļĢāđāļĒāļāđāļĒāļ°āđ€āļ§āļ­āļĢāđŒāļŠāļąāļ™ āļ”āļąāļ‡āļ™āļąāđ‰āļ™āļāļēāļĢāļ•āļąāđ‰āļ‡āļŠāļ·āđˆāļ­āđ„āļŸāļĨāđŒāļ—āļĩāđˆāļŠāļ·āđˆāļ­āļ„āļ§āļēāļĄāļŦāļĄāļēāļĒāļŠāļąāļ”āđ€āļˆāļ™āļˆāļ°āļŠāđˆāļ§āļĒāđƒāļŦāđ‰āļāļēāļĢāļŦāļēāđ„āļŸāļĨāđŒāđ€āļ­āļāļŠāļēāļĢāđ€āļ›āđ‡āļ™āđ€āļĢāļ·āđˆāļ­āļ‡āļ‡āđˆāļēāļĒāđāļĨāļ°āļĨāļ”āļ„āļ§āļēāļĄāļŠāļąāļšāļŠāļ™āļ„āļģāļŠāļģāļ„āļąāļ: āļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢāļŠāđˆāļ§āļ™āļšāļļāļ„āļ„āļĨ āļāļĨāļĒāļļāļ—āļ˜āđŒāļāļēāļĢāļˆāļąāļ”āļāļēāļĢāđ€āļ­āļāļŠāļēāļĢAbstractThe organizations that have no data storage centralization for centralized management and storage consolidation may face various challenges associated with information retrieval and data recovery. Finding necessary documents may take a long time, or the documents cannot be located due to unconformity between those responsible for information storage and data retrieval. A study on how the personal document management strategy affects the group document management is essential for the development of guidelines for collaborative document management applications. This research has two parts, which involve a study on document management behavior and an experimental study examining an impact of different personal document management strategies on a collaborative work. This paper only reports findings on personal document management behaviors, which were used to classify the samples into groups for the experimental study and to suggest design guidelines for applications development. A sample group of 90 respondents were purposively recruited. They completed a questionnaire asking about their personal document management behavior. The number of folders and files stored in their own personal computer were also recorded. As results, all three relevant strategies (Piling, Filing, and Structuring) are significant, worth the time and effort for effective document management practice. The participants asserted they did not want to spend too much time on managing and locating documents. Generally, the three groups were familiar with recently-used document location. Only the structuring group did not need to use a search function to locate files remaining unused for a long time. File naming was essential for effective document management due to the suggestion for content types and subjects, facilitating document arrangement in alphabetical order, sorting, searching and retrieving the records. Creating unambiguous filenames would lessen confusion, keep items organized and make it easier to identify specific files.Keywords: Personal Document Management, Document Management Strateg

    Personal Document Management System Supporting Group Document Management

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    The purposes of this paper are to present a personal document management system that could accommodate group document management and to present the results of technology acceptance assessment of the developed system. The system was designed based on the prior study of the Thais’ personal document management behavior on computers and the effects of different personal document management strategies on group document management. Main functions of the system are managing documents, searching for documents, and setting system preferences. Fifteen participants, who had participated in the prior study, were chosen by quota sampling from each type of personal document management strategy. Using the Technology Acceptance Model (TAM), these participants evaluated the level of technology acceptance of the system. The evaluation results showed that the overall perceived ease of use was considered a high level, with an average of 4.43 (SD 0.563). The overall perceived usefulness also achieved a high level, with an average of 4.48 (SD 0.624). The overall behavioral intention to use reached a high level as well, with an average of 4.53 (SD 0.507). When considering each personal document management strategy, participants in every type of personal document management strategy rated high level for all three aspects of technology acceptance

    End-User Computing Applications

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    Businesses today rely on the work being done by staff using personal computers. The proliferation of personal computers has led to widespread implementation of end-user computing applications. As their name implies, end-user applications are designed, implemented, and controlled by users rather than by IT professionals. End-user applications can be risky for organizations, both with respect to management decision making and to financial reporting. For public companies, the risk involved in these applications has been increased by the requirements of the Sarbanes-Oxley Act of 2002, which call for management to document end-to-end financial operations and internal control structures. This article review the reasons for the prevalence of end-user applications and their inherent problems, as well as the strategies for the internal control of these applications for various-sized businesses. For all companies, a policy should be put in place and communicated to employees about the use of end-user applications

    Personal video collection management behavior

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    Video content typically consumes more storage space and bandwidth than other document types although users structure their content with the same organisational tools they use for smaller and simpler items. We analyze the "native" video management behavior as expressed in 35 self-interviews and diary studies produced by New Zealand students, to create a "rich picture" of personal video collections. We see that personal collections can have diffuse boundaries and many different intended users' and that these information management needs are difficult to fulfill with their homegrown video collection management strategies

    Strategies Certified Project Management Professionals Use to Prevent Counterproductive Behavior

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    Project managers who fail to apply strategies to prevent counterproductive work behavior in information technology projects could negatively affect users, budget costs, timelines, or projects. The purpose of this multiple case study was to explore strategies that project managers used to prevent counterproductive work behavior that put project success at risk. Social learning theory was the conceptual framework for this study. Data were collected through document review of published Project Management Institute (PMI) material as well as semistructured interviews with 10 project managers who were members of a PMI chapter in the southeastern United States, and who held a project management professional certification or an agile certified practitioner certification. Data were analyzed using Yin\u27s methodology and consisted of transcribing, organizing, and coding the interview data, as well as triangulating the interview data in relation to the PMI literature. Five themes emerged from the data: (a) participant communication, (b) proactive planning, (c) personal impact, (d) participant engagement, and (e) issue management. The implications of the study for positive social change include the potential to increase the occurrence of conflict-free and healthy project environments, which could lead to satisfied and motivated project participants resulting in productive and engaged members of the community

    Revised professional standards: guidance

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    Financial education for 7 to 19-year-olds in Wales : guidance for schools and colleges

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    Replaces Guidance document No: 043/201

    Financial education for 7 to 19-year-olds in Wales: guidance for schools and colleges

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    "This document provides guidance on the provision of financial education for 7 to 19-year-olds in schools and colleges in Wales. It identifies the opportunities for the provision of financial education and provides guidance on learning and teaching strategies. It also includes advice on teaching resources and working with partners in developing and delivering a planned approach to the provision of financial education." - Page 2
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