"Professor Pauline Atherton interprets in this book, Ranganathan's Five Laws of Library Science in a comprehensive and a scientific way. She also deals with such important topics as library education, library use, system evaluation and improvements in the principles and practices of cataloguing and classification based on assistance from computers and empirical research. The book also discusses the application of the Five Laws in library and information work and reviews critically, the prevailing cataloguing practices. It also provides information on the emergence of the Five Laws."
Putting Knowledge to Work unveils the role that knowledge plays in NGOs work in international cooperation for development, unpacking tensions and challenges faced by small- and medium-sized development NGOs in particular; analysing cases in which organizations have devised inspiring solutions to improve their own performance.
In the 21st century knowledge-centered approaches have become increasingly popular in analytic epistemology. Rather than trying to account for knowledge in other terms, these approaches take knowledge as the starting-point for the elucidation of other epistemic notions (such as belief, justification, rationality, etc.). Knowledge-centered approaches have been so influential that it now looks like epistemology is undergoing a factive turn. However, relatively little has been done to explore how knowledge-centered views fare in new fields inside and beyond epistemology. This volume aims at remedying this situation by putting together contributions that investigate the significance of knowledge in debates where its roles have been less explored. The goal is to see how far knowledge-centered views can go by exploring new prospects and identifying new trends of research for the knowledge-first program. Extending knowledge-centered approaches in this way not only promises to deliver novel insights in these neglected fields, but also to revisit more traditional debates from a fresh perspective. As a whole, the volume develops and evaluates the knowledge-first program in original and fertile ways.
These collected papers are critical reflections about the rapid digitalization of discourse and culture. This disruptive change in communicative interaction has swept rapidly through major universities, nation states, learned disciplines, leading businesses, and government agencies during the past decade. To commemorate the tenth anniversary of the Center for Digital Discourse and Culture (CDDC) at Virginia Tech, which has been a pioneering leader for many of these changes in university settings, the contributors to this volume examine the transformative implications of digitalizing discourse and culture inside and outside of the academic arena. These technologies of digitalization have created new communities of users, which are highly engaged with their new communicative possibilities, informational content, and discursive forms. Few have asked what these changes will mean, and many of the most important voices engaged in debates about this critical transformation are gathered here in this volume. Each author in his or her own way considers what accepting digital discourse and informational culture now means for contemporary economies, governments, and societies.
A look at how IPS builds specific information and tools directly into business processes and systems, enabling workers to independently solve problems on the job. A company's success ultimately depends on each worker's completion of an infinite series of little "now's." To achieve peak efficiency in a climate of "now," organizations must use all possible resources to support each individual's performance of various tasks. "Integrated Performance Support" (IPS), a new concept developed by Andersen Consulting, helps employees perform to their optimum capability. This book shows how IPS builds specific information and tools directly into business processes and systems, enabling workers to independently solve problems on the job.
An argument for reimagining skill in a way that can extend economic opportunity to workers at the bottom of the labor market. America has a jobs problem--not enough well-paying jobs to go around and not enough clear pathways leading to them. Skill development is critical for addressing this employment crisis, but there are many unresolved questions about who has skill, how it is attained, and whose responsibility it is to build skills over time. In this book, Nichola Lowe tells the stories of pioneering workforce intermediaries--nonprofits, unions, community colleges--that harness this ambiguity around skill to extend economic opportunity to workers at the bottom of the labor market.
The first and only guide to diagnosing and dealing with the hidden or covert factors that can ruin even the most meticulously planned change processes. Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It’s well known that these covert processes—such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears—frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them. Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these “under-the-table” processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems. “Adding these tools…will take both your practice and your clients to a whole new level of capability and impact.” —Karen Boylston, PhD, Managing Director, Duke Corporate Education
