Executive

This article evaluates the existence of a parallel refugee regime in Kenya. The Executive decides on policies and oversees the enactment of laws to regulate the inflow of refugees under the encampment policy. The Judiciary hands down decisions that ensure that only policies and laws, which uphold human rights and constitutional standards, are used. This article argues that the existence of this parallel regime has fundamentally affected the refugees’ enjoyment of human rights in Kenya, despite the courts’ resilient position. To illustrate this regime, the article explores the policy directives of the Executive and the corresponding decisions of the courts between 2012 and 2014. It evaluates the decisions of the courts to illustrate the parallel regime.

This book provides an in-depth analysis of the ‘technocratic shift’ in ministerial recruitment, measuring its extent and variations over time in fourteen European countries. It addresses the question: who governs in European democratic regimes? Just a few decades ago, the answer would have been straightforward: party-men and (fewer) party-women. More recently, however, and in varying degrees across Europe, a greater proportion of non-politicians or experts have been recruited to government, as exemplified by the 2017 election of Emmanuel Macron to the French Presidency. These experts, frequently labelled “technocrats”, increasingly occupy key executive positions and have emerged as powerful actors in the decision-making process. This edited collection explores the contemporary debates surrounding the relationship between technocracy, democracy and political leadership, and will appeal to scholars and advanced students interested in these fields.

Die sozialkonstruktivistische Theorie des doing gender hat sich in den letzten Jahrzehnten nicht nur in feministischen und soziologischen Diskursen etabliert, sondern ist mittlerweile auch in der Organisationsforschung von eminenter Bedeutung. Die soziale und interaktive Herstellung von Geschlecht versteht sich demnach kontextspezifisch, also innerhalb von Organisationen, in denen bestimmte – unausgeglichene und oft strukturell Mehrheitsgruppen unterstutzende – Machtverhaltnisse bereits angelegt sind. In dem vorliegenden Beitrag befassen wir uns mit der Frage, wie soziales Geschlecht und Professionalitat sowie damit verbundene Rollenerwartungen an Fuhrungskrafte konstruiert und welche Ein- und Ausschliesungspraktiken dabei bedient werden. Methodologisch beziehen wir uns auf GOFFMANs Rahmenanalyse und untersuchen eine Mikrosituation aus dem organisationalen Alltag eines IT-Unternehmens. Die detaillierte Analyse einer im Kontext eines Assessment Centers erhobenen Beobachtungssequenz l...

The question of why more qualified women are not entering
higher-level executive roles in Canada is a complex one. This report
summarizes findings of a research project that explored the extent
to which social categories, such as gender, race, ethnicity, class,
sexual orientation, and age, intersect as influences on women's
abilities and opportunities to advance into executive positions in
Canada's top companies. The current context of the COVID-19
pandemic is also considered as it affects several aspects of
women’s work and personal lives. The aim of this research is to
identify some of the factors that facilitate and limit women’s
advancement so that steps can be taken to move toward more
diverse and women-inclusive boards. The research was conducted by seven graduate students from
the Research Methods in Sociocultural Anthropology course at
Western University, in collaboration with Garry Atkinson, an
employee of WXN, and Erin Crerar, a member of WXN. The
collaboration was facilitated by the Community Engaged Learning
team at Western University. Dr. Karen Pennesi was the project
supervisor and the course instructor. Participants gave informed
consent prior to participating in the research and their identifying
information was kept confidential, following the protocols
established by Western University’s Non-Medical Research Ethics
Board.

The modern scientific and methodical approaches to the study and analysis of professional competence that are in line with the state requirements for reforming education and the tendencies of introducing a competent approach as one of the key factors of today's vocational education are analyzed. The emphasis is placed on the fact that implementation of the competence approach should include the use of professional training of real professional tasks with the orientation of future professionals to analyze the results of their own professional activities and decisions. The basic principles of professional training of future managers of economic security are determined. It has been established that the professional training of future managers of economic security should be carried out on a modular basis.

The modern scientific and methodical approaches to the study and analysis of professional competence that are in line with the state requirements for reforming education and the tendencies of introducing a competent approach as one of the key factors of today's vocational education are analyzed. The emphasis is placed on the fact that implementation of the competence approach should include the use of professional training of real professional tasks with the orientation of future professionals to analyze the results of their own professional activities and decisions. The basic principles of professional training of future managers of economic security are determined. It has been established that the professional training of future managers of economic security should be carried out on a modular basis.

This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some organizations require a strict and authoritative style, while others are in greater need of a more democratic style. Senior leaders often have the capacity to switch between different leadership styles depending on how the situation develops. In addition, there are a number of key decision-making roles that leaders are expected to manage. These include the role of entrepreneur, problem-solver, resource-allocator and negotiator. Leaders must also ...

Objective: Executive dysfunction in ADHD is well supported. However, recent studies suggest that more fundamental impairments may be contributing. We assessed brain function in adults with ADHD during simple and complex forms of processing. Method: We used functional magnetic resonance imaging with forward and backward digit spans to investigate number repetitions and complex working memory function. If pathology is limited to higher cognitive operations, group differences should be confined to the backward condition. Results: During the forward digit span, ADHD participants exhibited greater activation of LH linguistic processing areas and increased activation of right frontal and parietal cortices. During the backward digit span, they exhibited greater activation of LH linguistic processing areas and failed to activate bilateral parietal regions important for the complex executive operations. Conclusion: Abnormal brain function among adult ADHD participants was not limited to comp...

In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is one of the most difficult tasks for a leader. Traditionally, it is primarily the top leadership in an organization that works with strategic decisions, and thus it is common that strategic issues are handled by top leadership teams. This is related to the globalization of business and to the fact that the pace of work has increased significantly. In order to exercise leadership, a leader must have access to power. A power base can be created through networking as well as by using different po...

... Crosby Philip B. Crosby, another quality consultant, defines quality from an engineering or operations management viewpoint as "conformance to ... Prevention is the key to establishing quality, according to Crosby or in his words, "doing it right the first ... L'vov explained one view ...

... 12 Page 7. Hall and Richter To tap the great diversity of the baby boom group in a leaner organization, there must be a range of career paths from which to choose. "We want our company to look at multiple options, not just up-or-out or up-or-you're-a-jerk. ...