The Skills to Pay the Bills: An Evaluation of an Effort to Help Nonprofits Manage Their Finances

This study examines a Wallace Foundation-sponsored initiative aimed at improving the financial management skills and practices of 25 Chicago afterschool providers through training and coaching. Two models for this professional development were provided and each produced long-lasting improvements. Moreover, organizations receiving the less-expensive group training and coaching improved almost as much as those receiving more intensive customized coaching

Non-destructive spatial heterodyne imaging of cold atoms

We demonstrate a new method for non-destructive imaging of laser-cooled atoms. This spatial heterodyne technique forms a phase image by interfering a strong carrier laser beam with a weak probe beam that passes through the cold atom cloud. The figure of merit equals or exceeds that of phase-contrast imaging, and the technique can be used over a wider range of spatial scales. We show images of a dark spot MOT taken with imaging fluences as low as 61 pJ/cm^2 at a detuning of 11 linewidths, resulting in 0.0004 photons scattered per atom.Comment: text+3 figures, submitted to Optics Letter

Local Government Management and Performance: A Review of Evidence

PresentationSession 5: Managing CollaborationLocal governments play a critical role in delivering services to the public. Over recent decades scholars have begun to empirically examine the relationship between the management and performance of local governments, locating this in economic, contingency, and resource-based theoretical frameworks. In this study, we undertake a comprehensive assessment of what is currently known about the management-performance hypothesis in local governments by integrating the empirical research that has been published over the past 40 years. We uncover 86 empirical articles that rigorously test the management-performance hypothesis and apply the support score review technique to the findings of these studies. Our analysis suggests that scholars have yet to explore all of the approaches to local government management with the same vigor. The majority of attention has been focused on the concepts of organization size, strategy content, planning, staff quality, personnel stability, representative bureaucracy, and networking. The evidence points toward strong positive performance effects resulting from staff quality, personnel stability, and planning, and moderate support for the benefits of networking, representative bureaucracy, and strategy content. Subanalyses reveal different relationships across dimensions of performance and organizational levels within local governments, and that the British and American scholars that have dominated these studies have largely drawn upon divergent theoretical perspectives. Directions for future research are also considered

Infants, Too, are Global Perceivers (Commentary on T.A. Stoffregen and B.G. Bardy, On Specification and the Senses)

Infants are global perceivers. They detect patterns in stimulation that allow detection of many affordances of the environment. Pick-up of structural patterns across forms of ambient energy awaits maturation of sensory systems and improvements in motor skill, but development proceeds rapidly during the first year. Researchers in perceptual development must devise and refine existing tools to examine infants’ abilities

Administrative or survey data for measuring organizational performance: what's the difference?

Debate about the best way to measure performance in studies of management in public organizations is longstanding. We address this topic through a review of the evidence from 93 studies that use administrative and/or survey measures of organizational performance. We find that administrative data typically reflect the performance judgements of government (at the central, regional and local level) and regulators, while survey data is based on the perceptions of citizens, service users and public sector managers. We undertake a critical review of the twelve articles that use both administrative and survey measures of organizational performance. This reveals limited differences in the impact of management variables on the two types of performance measures. However, in those studies using survey measures, management variables are more likely to have a positive link with the performance judgements of service consumers than the judgements of managers themselves. This implies that public managers may underestimate their impact on citizens’ perceptions of organizational performance.postprintThe 14th International Research Society for Public Management (IRSPM) Conference, Berne, Switzerland, 7-9 April 2010

Interpretation Based on Richness of Experience: Theory Development from a Social-constructivist Perspective (Commentary on J.B. Wagman & D.B. Miller , Nested Reciprocities: The Organism-Environment System in Perception-Action and Development)

The view that children’s understanding of mind is constructed through social interaction is consistent with other social-constructivist models. We provide examples of similar claims in research on emotion perception, pretense understanding, autobiographical memory, and event knowledge. Identification of common elements from such socio-cultural perspectives may lead to greater theoretical integration and provide a new framework for exploring human development

A Dynamic Duo: Emotion and Development (Commentary on M.D. Lewis, A Dynamic Systems Approach to Emotion)

A dynamic systems (DS) approach uncovers important connections between emotion and neurophysiology. It is critical, however, to include a developmental perspective. Strides in the understanding of emotional development, as well as the present use of DS in developmental science, add significantly to the study of emotion. Examples include stranger fear during infancy, intermodal perception of emotion, and development of individual emotional systems

Centralization, organizational strategy, and public service performance

We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.postprin