Health Education Association

Posts Tagged ‘Management’

Heart Healthy Tips: Medical Care, Physical Activity and Stress Management

Physical activity, stress management and standard medical care combine to make the best heart healthy wellness plan. Since heart disease is a leading cause of mortality this prescription is good health promotion advice for everyone. February is National Hearth Health Month so let’s look more closely at these three components and tips for developing a heart healthy wellness routine.

In a new study, people with heart disease who along with their routine medical care worked out, or took a stress management class, fared better than those who didn’t. The results suggest “considerable benefit” from exercise and stress management training, write the researchers from Duke University. Not only did physical activity and stress management lower markers of heart disease, but they were also associated with a reduction in emotional distress. In short, their hearts became healthier, and their mental and emotional states improved.

A good continuing care retirement community should include stress management as part of their daily activities. But how will they decide what is the best exercise program? For older adults who want to stay healthy and independent, the National Institute on Health recommends balancing four key areas for a well-rounded physical fitness program:

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• Endurance: builds your aerobic capacity, gives you more freedom of movement, and strengthens your heart, allowing you to stay active for longer periods of time.

• Strength: builds muscles and increases your metabolism, which helps to keep your weight and blood sugar in check as well as improves overall functional capacity.

• Balance: builds leg muscles, core strength and maintains independence by helping you prevent falls and improve overall balance.

• Stretching: helps maintain flexibility, range of motion and eases joint stiffness.

And what are the best stress management techniques? To help build emotional heart health, experts recommend taking a few minutes everyday to practice relaxation techniques including:

• Breathing: learning proper breathing exercises for relaxation is easy and usually only takes a few simple instructions from a good teacher.

• Meditation: setting aside a few minutes to quiet your mind is like taking a mini-vacation. Prayer, visualization and guided imagery have also shown to reduce stress.

• Attitude: your thinking largely drives your emotions and behavior. Practice positive thinking and use affirmations to build a better attitude.

All too often, we forget to take good care of ourselves and over the long run this neglect can lead to health problems. Fortunately for older adults, a good continuing care retirement community can provide options to offset assisted living costs. For overall wellness and the best heart health, medical experts first suggest regular visits to your primary health care provider. The next step is to participate in moderate level physical activity thirty minutes most everyday including a variety of fitness activities. And last but not least, integrate stress management techniques into your daily routine. Combing these components will give you a personal wellness plan for better overall heart health. A community with great elder care services should be able to provide regular stress management activities as part of personalized wellness plan to help sustain much better living standards for senior citizens. Now, the hard part, and I know you have heard this somewhere before, Just Do It! It is National Heart Health Month and that should be good motivation, and a great reason to start today.

Strategic Human Resource Management and Knowledge Management

The use of the strategic management of human resources in knowledge management can provide organizations a significant competitive advantage. Strategic management of human resources is the process of incorporation of management systems and human resources in the strategic management process of an organization (Wright, Dunford and Snell, 2001). It is through the use of strategies that organizations can foster innovation and competitive advantage (Kazmi and Ahmad, 2001). However, to exploit the capabilities of organizational knowledge, it is necessary to strategically manage knowledge.

There is no simple definition of knowledge. The meaning of knowledge depends on both the organization and the context (Alvesson, 1993). Knowledge extends beyond the information in the field of human thought. With the information, humans can think, process knowledge and action (and Seung Won Ardichvili, 2009; McDermott, 1999). Without a human side, knowledge is nothing more than information. Knowledge management, therefore, is the development and implementation of strategies to create, maintain and share knowledge to achieve organizational goals (Edvardsson, 2008). Knowledge management is not new, having been discussed at least 30 years (Henry, 1975). Early research on knowledge management focused on the use of concepts of information technology designed to support knowledge creation, capture and share (Edvardsson 2008, McDermott, 1999, Petersen & Poulfelt, 2002) . As time passed, more and more research has focused on the human element of knowledge management. This paper focuses on the progress of the human element, especially the theoretical and empirical literature on the relationship between the strategic management of human resources and knowledge management.

Most knowledge management systems focus

in using information technology to capture, store, distribute and make available information, which does little to improve the knowledge of the organization. Information systems are focused on a singular aspect of knowledge, information, by not addressing the fact that the knowledge, the result of human thought, goes beyond mere information or data. McDermott (1999, p. 104) suggests that the use of information systems was “the great trap in knowledge management.” Rather than just information systems, systems for human resources and systems information is necessary to combine knowledge management. The best use of knowledge can be done by focusing on the human aspect of knowledge, rather than the content specific knowledge themselves. Development of the communities in which knowledge and innovation if, in fact, shared disks efficiently, resulting in a greater competitive advantage. McDermott also suggests that through the planning of the organizational structure and culture with knowledge management in mind, knowledge can create, share and use. A lot of modern literature agrees that the human elements are at least as important as the information systems for knowledge management (Ardichvili and Seung Won, 2009; Edvardsson 2008, Lopez-Cabrales, Perez -Luno, and Cabrera, 2009).

While the human factor in knowledge management is generally accepted, there are many thoughts on the integration of alternative systems for managing human resources in knowledge management. Robertson and Hammersley (2000) conducted an exploratory research in human resource practices and knowledge management within a single organization. The organization has studied with some formal practices of human resource management, and found that employees are motivated to share their knowledge. The organization is also very competitive in the market, despite the absence of traditional human resources. The research findings suggest that some organizations in knowledge-intensive, regular strategies Human resources are inadequate or ineffective. Hislop (2003) postulated that the reason for the organization studied by Robertson and Hammersley was a success in knowledge management has been the commitment of the employees of the organization. When employees are very dedicated to their work and organization, knowledge is shared without organic processes. In some cases, it is necessary to treat the employees working in knowledge-intensive organizations differently than regular workers, possibly because that they expect a higher level of autonomy and independence in their work (Robertson & Hammersley, 2000). Discard the regular practices and human resource management processes to encourage informal methods, informal and subjective management of human resources could lead to better performance. Edvardsson (2008) also found that the normal process of human resource management may need to change the knowledge-intensive organizations because these organizations are inherently complex and irregular. rigid process, such as programs for recruitment, performance management and reward may limit the exchange of knowledge, stifling creativity, with a negative effect on competitive advantage.

Petersen Poulfelt (2002) agreed that require different strategies depending on the type of workers and the organizational culture. While the study focused on factors external to the human resource strategies, also concluded that performance management and incentive programs contribute significantly to the success of knowledge management. To strategies to create and store knowledge for success, incentives and rewards should be used to promote the creation and sharing. For example, incentives for documentation systems and processes should be used in combination with incentives is the sharing of information with other workers. This concept has been accepted by a number of theorists and researchers (Edvardsson, 2008).

(2003) suggests that knowledge management is not employed full-time resource management strategies and concepts. It is further suggested that the level of employee engagement in the organization contributes directly to the effective management of knowledge, and this may be due to human resource policies and processes. The strategic management of the incorporation of techniques to motivate employees can contribute to the commitment, ultimately, competitive advantage . Although much of the literature focuses on the storage and exchange of knowledge, Hislop said that the attraction and retention of employees can be as important as knowledge sharing in the use of knowledge management in promoting innovation. As modern organizations use a greater number of more skilled workers, who are at risk of losing workers to other organizations, or even be able to recruit skilled workers all. Therefore, it is vital that organizations develop strategies to manage human resources with knowledge of the mind. This includes strategies to manage the recruitment and selection to find and hire new skilled workers, which bring valuable new knowledge. Without such strategies, including a turnover rate declined rapidly can lead to a loss of organizational knowledge.

The attempt to integrate the strategic management of human resources with knowledge management, Edvardsson (2008) makes a clear distinction between technical strategies and strategies based on human health, calling for the codification and personalization. Coding strategies focus on the structuring of knowledge systems and databases to store and distribute the information in an organization. Critics of coding strategies in mind that stored information lacks context, leading to “junkyards of information”, where the stored information is never used (McDermott, 1999, p. 104 ). Personalization refers to strategies that recognize that knowledge has a human aspect, focusing on recruitment and retention of qualified personnel, and promote communication. While the strategy of trying to control effectively the knowledge of organization, coding tends to focus on getting the employee information and databases, personalization, while focusing on obtaining and retaining employees with key skills. Human Resources Strategies to influence knowledge management vary depending on the selected management strategy. For example, performance management, coding strategies call for short-term goals related to the amount of materials or stored (Edvardsson, 2008). In contrast, personalization strategies, objectives are the development rather than on the basis of the results in the longer term, focusing on creativity and innovation. In fact, a combination of both strategies is generally required (Petersen & Poulfelt, 2002). A good example of the differences in these strategies is the difference in recruitment strategies. With encryption, recruitment tends to be very formal, based on job descriptions in writing, with emphasis on screening and the assessing candidates (Edvardsson, 2008). However, a personalization strategy implies a less formal approach to subject recruitment, which focuses more on whether the candidates are part of the culture of knowledge sharing of organization. These theories tend to align with the research of Robertson and Hammersley (2000).

The recent empirical research also found that the strategic management of knowledge resources can improve knowledge in organizations (Lopez -Cabrales, et al., 2009). In particular, human resources systems enable companies to develop and improve staff knowledge and advice to employees to ensure knowledge is used to achieve organizational goals. L use of human resources strategy for knowledge management helps create unique knowledge, however, López-Cabrales, et al. suggest that there is no better <-! NextPage - practical> to use human resources to manage process knowledge. In a way, this research is derived from Wright, Dunford and Snell (2001), suggesting that any competitive advantage is not derived from human resources systems, but human resource systems provide a framework for storing and sharing of knowledge. Propose to expand the concepts common in the process of resource management to include knowledge of the organization, allowing the entry of human resources on a wide range of work processes.

However, it was suggested that perhaps human practices regular resources are not relevant in the modern world of knowledge-based organizations (Chasserio and Legault, 2009; Minbaeva, Foss, and Snell, 2009; Robertson & Hammersley, 2000). Chasserio and Legault (2009) even suggest that strategic management of human resources can be totally irrelevant in some modrn, high-tech companies. In studies on a variety of organizations in knowledge-intensive, has found that some strategies for managing human resources and policies. People are instead relegated to operational procedures, such as compliance with the instruments relationships work. In organizations where this happens, there is very little in the way of human intervention in the strategy. This lack of strategy is opposed to research by Petersen and Poufelt (2002), which found that knowledge management is more effective in organizations where knowledge management strategy is needed and with the support of the organizational structure, culture and overall business strategies. Chasserio Legault and speculate that the concepts of commitment, such as holding Hislop (2003) and others require further analysis, particularly in regard to highly skilled workers.

The use of the strategic management of human resources for knowledge management is a start-up practice. Much amount of literature is theoretical in nature, and many are based on empirical research samples which are statistically insignificant or anecdotes. With the current level of research on the relationship between the strategic management of human resources and knowledge management is largely dependent on the context . There are several areas in the field would benefit from additional longitudinal research. The impact of human resource systems and management processes in knowledge management will be better understood through research in areas such as the influence of design work, organizational culture, career opportunities, and evaluation systems and reward. Further research on employee engagement will ensure that human resources to focus on areas where strategies can be more profit be made, and occupy minimal space in which they are of little use. What emerges from research is that effective knowledge management can and should provide a significant competitive advantage. When organizations are able to direct their knowledge to innovation, competitive advantage will continue.

References

Alvesson, M. (1993). Organizations as rhetoric: the knowledge-intensive companies and the struggle with ambiguity. Journal of Management Studies, 30 (6), 997-1015.
Ardichvili, A., and Seung Won, Y. (2009). The design of the integration of management systems knowledge: theoretical considerations and practical applications. Advances in Human Resource Development, 11 (3), 307-319.
Chasserio, S., and Legault, M.-J. (2009). Strategic management Human Resources is irrelevant when it comes to highly qualified professionals in the new economy. International Journal of Human Resource Management, 20 (5), 1113-1131.
Edvardsson, IR (2008). human resource management and knowledge management. Relations, 30 (5), 553-561.
Henry, N. (1975). Knowledge management: management of the bureaucracy, technology and knowledge. Public Administration Review, 35 (6), 572-578.
Hislop, D. (2003). Linking human resource management and knowledge management via commitment. Relations, 25 (2), 182-202. ” br /> Kazmi, A., and Ahmad, F. (2001). Differening approaches to strategic management of human resources. Journal of Management Research, 1 (3), 133.
López-Cabrales, A. Perez-Luno , A., and Cabrera, RV (2009). Knowledge as a mediator between the practices of human resource management and innovative activity. Human Resource Management, 48 (4), 485-503. ” br /> McDermott, R. (1999). Why information technology inspired but can not deliver knowledge management. California Management Review, 41 (4), 103-117.
Minbaeva, D. Foss, N., and Snell, S. (2009). Bringing the perspective of knowledge in human resource management. Human Resource Management, 48 (4), 477-483.
Petersen, NJ, and Poulfelt, F. (2002). Knowledge management in action: a study on knowledge management in management consulting. In AF Buono (Ed.), The development of knowledge and value management consulting (Volume 2 ): Research in Management Consulting. Greenwich.
Publication Information Age Robertson, M., & Hammersley, GOM (2000). knowledge management practices within a knowledge intensive firm : the importance of the dimension of people management. European Journal of Industrial Training, 24 (2-4), 241.
Wright, PM, Dunford, BB, and Snell, SA (2001). Human Resources and the point of view based on company resources. Management Journal, 27 (6), 701.

Management education delivery system

Management education delivery-Challenges & Opportunities

One of the many ads telecasted on various channels, that attracts the most is of BSNL where a son working in some foreign country is able to talk, to see and get seen by his family members in India.

Why I like this ad! It is because it gives a glimpse of the power of IT, it refers the fact that how this knowledge of IT has revolutionized our lives, our day-to-day activities, how it has increased the efficiency and effectiveness by supporting decision making process. With the further technological progress it is likely that IT will become more pervasive and will continue to make impact in our lifestyles in significant ways.

A lot has been said and done in terms investment in this technology by businesses but irony is that that this IT revolution has not been able to impress really the core processes of learning and teaching in business schools. Researches have shown that academic institutions lag behind corporates by almost a decade in the adoption of new technology.

But, do not loose all the hopes as few initiatives have been taken in this respect like at Lal Bahadur Shastri National Academy where PC’s have been installed with proper networking in classroom. However, the utilization of these PC’s to access common details about the real world is very limited. Secondly, University of Maryland has built up electronic classroom that enables group of students to communicate with each electronically and anonymously.

Educational institutions primarily deal with the creation, packaging and delivery of information and knowledge and to my belief IT can profoundly alter the ways in which tasks are done.

This following pages deal issues concerning IT in management colleges and standards of management programs offered by universities.

1)Issues concerning scope of IT in management colleges-

As, I have mentioned earlier that institute basically deal in CPD (creation, packaging, and delivery) of knowledge. So, it becomes all important for management institutions to comprehend the changes that an IT intensive system will demand in CPD.

(i) INCREASED EMPHASIS OF SELF LEARNING AND DISTANCE LEARNING:- I was having a discussion with the respected Vice-chancellor of Uttrakhand Open University (UOU),Dr.Hasan, where he was sharing his thoughts on the distance learning mode and he was working on the pattern of IGNOU to make this learning in a small state like Uttrakhand more interactive through satellite.

If this experience is any indication then one trend is clear that is distance learning is going to become more interactive and secondly there will be greater reliance on exploration and self-learning.

These trends have been promoted by the advent of multimedia and internet.

This implies that in due course of time the classroom teaching may become second choice or lesser significant. The enrollment in DLP has increased and at least seven Open Universities have been created. I have already discussed about UOU, Take case of INGOU, which uses two-way audio and one-way video to conduct classes in 50 centers simultaneously. It is a fact that more students are enrolling in Open Universities even in developed countries because of faster communication through electronic means moreover as the cost of two-way conferencing comes down, the necessity for classroom contact may totally disappear.

Moreover, upto now distance education and traditional educations are treated as two different entities. But this approach has to be changed. This will help in sharing the limited faculty resource with a large number of students located in different geographical locations.

Further, courses need to be redesigned as student is placing greater reliance on self learning rather than being taught by a ‘teacher’. The teacher has to assume the role of a facilitator and at the same time delivery process has to be changed from verbal-lecture based to computer-based lessons using multimedia.

(ii) IT Knowledge For Would-Be-Managers Of Tomorrow:-

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Usually entrants to management education are having certain amount of computing knowledge thanks to their schooling. Building on this base, managers need to develop a level of comfort in dealing with spreadsheets, emails, word processing etc. By doing so, management institutions will be enhancing the working life of an executive in any function. Hence, the classes must be assisted by lot of lab sessions to give enough exposure and practice with regard to the productivity tools and platform to make themselves aware about different types of computing environment that they are going to face.

(iii) Internet Facility:-

The effectiveness of library searches can be greatly enhanced by providing access to electronic forms of journal in library.

Intranet, LAN can connect students in classroom to instructor in Lab, can promote communication between teacher / students etc.

(iv) EXPERIENCE OF OTHERS:-

Another point, that I would like to use to highlight the role of IT discussed in this paragraph: An adage goes conveying the essence that an intelligent is a person who learns not only by his own experience but also by the experience of others. One does not need to put hand in the fire to have first experience of what happens when it is does so but, believe me that most academicians do not have a chance to share the experience of other academicians to interact with other researchers, to share their own experience with others. One of the reason for this fact is that faculty does not have enough opportunities to attend conferences/seminars. (To some extent faculty working in University Departments, have this advantage but faculty associated with private institutions are not that privileged)

Here, role of IT comes into play with emails one can communicate with their counterpart in any part of the world. The researcher can create blogs where he can receive the solution from various source to this problem. Computer conferencing offers to researcher to work with colleagues working in other places.

(v) IT AS A PEDAGOGICAL TOOL:-

The aspect of this technological which a management institute must consider and in which as a teacher/facilitator. I am most interested in the effectiveness of IT as pedagogical tool. My own experience says that IT enhances the effectiveness of overall study, management exams, management games, and even of ancient time’s lectures. The case discussions in the live from can be shown to the students which will be enlivened activity. Tools of analysis like SPSS can also e provided to help the student to analyze the data to construct more realistic scenarios for their analysis. Moreover, a common problem that one comes across during case analysis is the inability to convey qualitative data through textual perception for example listening to Chief Executive’s speech on his company’s objectives be a better option than reading the text.

These presentation slides need not be confined to textual material, they can include photographs, audio/video clips, even the animation into slides can be introduced, in a different node, these slides are if carefully prepared and presented then, they can serve as teaching aids for the first time teacher (practices that I have seen in some English speaking classes where they give set of study matter to the faculty member and he is supported to teach in a standardized format). Another, important tool is how of teacher to make the students learn in management games.

Games which are computer aided can simulate complex real world experience and enable participants to perform defined roles in a competitive setting. IT also promotes communicative among students and between teachers and students. Such technologies can also be used to provide immediate and accurate feedback to the teacher. The use of IT as a pedagogical tool is quiet limited. The key task ahead is to generate enough motivation among the faculty members to upgrade their own slides and insert time in experiments with new forms of teaching.

I do not feel shy in accepting the reality that despite all the benefits of adopting IT cannot be treated as a solution for all educational problems. Moreover, a lot of research is still required to assess the impact of technology on learning and teaching.

2)ISSUES CONCERNING THE CONTRIBUTION OF UNIVERSITIES IN MANAGEMENT EDUCATION:-

The second issue that I would like to address is about the relationship between Indian Universities and Management education. Although lot of autonomous institutes have come up and are also making their contribution but I am going to restrict my concerns only about the value that should have been added ( but which has not happened) by such universities to management education because they account for 70%of the output of PG in management.

The activities which add value-teaching, training, consultancy, and research-are not adequately comprehend in the University system. The curriculum is fixed and no mid-course correction or changes are permitted. Curriculum change is made through an actual process that is initiated by Board of Studies and concluded by Academic council. The inadequacy of curriculum is often responsible for the unemployment of University graduates. This is probably the reason why industry is more enthusiastic

school administration and effective management:
school administration and effective management

:

maintenance of registration and health services to school

By

Ministry of Education and Professional

special

University of Calabar

Calabar, Cross River State, Nigeria

This study aims to inform school administrators and teachers about the purpose and importance of the overall guidance and supervision of school records in particular. Types of supervision and inspection and what to inspect said. School Admission Register, a journal, record attendance and their calculation, indirect and records book are discussed. The purpose, importance and significance of school records are discussed. The administration of different folders and each folder leaders are explained. The paper extends to the consequences of failure to administer each case for teachers, school administrator, the student (s), alumni of the school and the government. Conditions for effective record keeping and the relationship between technology and record keeping above. The author drew his conclusion on the maintaining of records.

keywords:. importance of maintaining effective, the impact of record keeping, record keeping and effective management, administration and effective management of the school

Introduction

The fact that people at all levels of the belief that the quality of education decreased, indicating that education is in crisis, there is enough food for the teachers thought . Many factors have been claimed for it. The relentless increase in demand for astronomical education has affected the demand for teachers. Finger of the various districts referred teachers and school administration wrong.

Unfortunately, many of our teachers are not trained and who claimed to be trained or certified teachers are mostly half-baked. Studies have shown that many school administrators do not know the things expected of them and their limitation to the school administration, the responsibilities of school staff, pupils / students and the homes of pupils / students, and ignorance of the importance of documents and the implications of inadequate record keeping (Oberleitner and Abowd 2007). The main problem is lax oversight by school administrators (Akintunde, 2007).

A lot of criminal behavior in schools have been attributed to improper maintenance of student records and program planning. The curriculum has also been accused of lacking proper substance that builds a whole man to our students. Therefore, this literature review of the role in the maintenance records to identify the types of school records, its importance, its relation to the inspection of the school and the involvement of not keeping records properly.

Supervision / Inspection

Surveillance is an act of overseeing the activities / individuals or watch on a particular task is carried out correctly by others. With reference to the school system, surveillance / inspection is defined as all the efforts of school officials designated to head teachers, education workers and students in improving education.

According to Akintunde (2007), surveillance is that parents, teachers, department heads, managers / directors and inspectors of education or someone the powers of inspection. Each of these groups of people working separately and interdependently to transform the child into a finished “product.”

Supervision

development

The supervisor’s role is often stressful for newcomers in business management first intense. It is better for personal development along the lines of monitoring activities, prepare progressive responsibility.

Akintunde (2007) notes that the division of Nigeria is in charge of the inspection responsibility of improving and ensuring quality control of education throughout the Federation to conduct a regular monitoring of the school successfully ensuring academic standards and evaluation of the first hand situation. Inspectors representing the Ministry of Education and to keep the Department informed about events in schools.

The inspectors are

advisers and friends who come to help the school in every way they can, advice on various aspects of school life, participating in school activities, help teachers to see beyond the current performance, improve, solve the problems involved in organizing training and curriculum development, emergency assistance, assistance in disciplinary matters, and provide information useful to the Department of School Education. They are useful partners in school administration and must be used up.

The purpose of the follow-up

administrative waiver of the educational organization, all activities aimed at achieving the objectives of teaching and learning, and contribution to the achievement of these objectives is expected of all staff (professional and lay), parents and lay members of the community. On behalf of the government are members of school councils or the Board of Education Services, local authorities, inspectors -. All are under the Ministry of Education

The objectives are to promote the order, to ensure that rights are properly implemented, ensure that the standard is maintained and correct errors. Supervision is also the evaluation of teachers to exercise their professional functions, are intended to help teachers learn about their problems and find the best methods to solve them, whether individual or collective problems (Nwaogu, 1980) . Therefore, teachers must be addressed to:

improve teaching methods and techniques, using the newly discovered principle of group dynamics, individual differences to provide to locate and use community resources to evaluate their teaching ability, to raise awareness about the effectiveness of classroom management, to discover the skills and qualities that teachers, improving the incompetence of teachers, evaluation / assessment of the performance teachers and the number of teachers hired to teach, Professor ydeterminar promote and implement the transfer of the conclusion of teachers at the school, its continuation or termination

Types of Inspection

formal -. are the inspections that include official notification of the Inspection Division to the concern of institutions. Surveillance can be the skeleton / occasional spontaneous surveillance / full-total.Informal – does not require notification or official information is usually a child of the impact of the need / random circumstances and / or verification of inspection incident information.

follow

There are several things to watch. These include school and program resources, evaluation of the principal, teachers, non-teaching staff, students, schools (facilities and equipment), on behalf of the school, the project school, etc.