At a time when strong leadership is needed to guide community colleges forward, a major crisis seems to be stirring (Eddy & VanDerLinden, 2006). According to some estimates, 45% of community college presidents will have retired by 2007 (Shults, 2001) and an even worse prediction offered by Weisman and Vaughan (2002) predict 79% of community college presidents will be retired by 2012. Echoing this view, Amey et al. (2002) assert that there is much work to be done in preparing the younger generations of community college leaders with skills and competencies necessary to meet this leadership challenge. There were two primary purposes addressed in this study. First, to further validate the AACC competencies by determining how current presidents and trustee board chairpersons from the states of New York and Florida rated the importance of the AACC (2005) characteristics and professional skills for effective community college leadership. Second, to identify those experiences and practices that community college presidents reported as helpful to their development of the six AACC leadership competencies. The results of this study provide support for the value of the six AACC competencies and offer important insights into the specific experiences that contributed to the development of these competencies for community college presidents. Specifically, there was consensus among New York and Florida community college presidents and trustee board chairpersons that all six competencies identified by AACC are "very" or "extremely" important for the success of community college leaders. Additionally, this study supported the philosophy that leader development is learned in many ways and that various leadership experiences contribute differently to the development of the AACC Competencies for Community College Leaders, some apparently more relevant to certain competencies than others. In conclusion, the results of this study provide community college leaders, boards of trustees, hiring committees and leadership development programmers with additional validation on the AACC competencies and those experiences and practices that community college presidents reported as helpful to their development of the six AACC leadership competencies.

The purpose of the study was to present descriptive data bout the industry, determine the importance of the competencies needed for job entry, and assess the manpower needs of the ornamental horticulture industry in Utah. The identified population of 576 ornamental horticulture enterprises was categorized into seven areas of specialization: Arborists (4.5%), Maintenance of Landscapes (10.8%), Landscape Construction (18.6%), Golf Courses (13.5%), Greenhouse Production (5.4%), Florist-Plant Shops (30.9%) and Garden Center-Nurseries (16.3%). The data were collected by a survey-questionnaire. One hundred and sixteen ornamental horticulture enterprises responded to the survey. This amounted to 38% of the industry sampled and 20% of the population. Findings of the study indicated that single enterprises conduct work in a number of the areas of specialization. Ninety-two of the ninety-four competencies were rated at least of some importance to entry level workers. The most important competencies common to all the areas of specialization were: Human relations and communications, pest identification and control, record keeping, and safety. Other highly rated individual competencies in the major areas of specialization included: 1) Arborists--mix and handle chemicals safely, turf establishment and maintenance, removal of trees and shrubs, and pruning techniques; 2) Maintenance of Landscapes--mix and handle chemicals safely, apply fertilizer materials, operate and maintain spray equipment, maintain turf and operate and service automatic systems; 3) Landscape Construction--plant and transplant, turf establishment and maintenance and sell products and services; 4) Golf Courses-apply fertilizer materials, maintain golf greens and turf and apply knowledge of irrigation and watering methods; 5) Greenhouse Production-apply knowledge of irrigation and water ing methods; sell products and services, and operate a cash register and handle money; 6) Florist-Plant Shops--design and construct floral pieces, dish gardens, and terrariums, operate a cash register and handle money and design displays; 7) Garden Center Nurseries--operate a cash register and handle money, sell products and services, and select plant materials according to growth habits and uses. The number of employees anticipated in the future is growing at a 16% yearly rate. The greatest anticipated yearly expansion of full time employees in the areas of Landscape Construction (63%), Arboriculture (35%) and Greenhouse Production (32%). Members of owners' families comprise 17% of the industry's employees. The study also indicated a preference for workers presenting specific job competencies at job entry.

How do we shape our safety destiny? It is within the limits or our own making, that is, our capability. But, how do we know it is on the right track? In other words, how do we take the pulse? These questions set the context and scope of the research in which a number of key issues related to capability building and evaluation were addressed. In recent years, the approach of capability development has been widely researched by economists, organizational psychologists and management theorists. Unfortunately, because of its complex nature, the assessment of capability in professional context has not been properly addressed in the literature. The problem is two-fold. First, is criticality, or more accurately the lack of understanding about what capabilities are critical to our future success. The second one is concerned with the evaluative aspects of capability development. Using safety management as a study platform, this research introduced a contingency model of “strategic capability development” (SCD) as a plausible alternative to some of the well-established approaches. To address the evaluation issues, an innovative method for assessing capability maturity was constructed. The key variables were based on people’s pro-activeness and their self-efficacy beliefs. Through meta-analysis, a set of critical capabilities or indicators was identified and used as the key variables for designing the survey instrument, the Safety Management Efficacy Scale (SMES). These variables included goal-setting, risk management, safety training, risk communication, and operation/administration capabilities. Hypotheses regarding the interactive effects of each of these critical capabilities were then derived and tested. The results suggest that a high degree of coherency among the key variables does exit. There is a positive and significant association between critical capabilities and goal-setting capability. The positive effects of risk management capability on safety pro-activeness are strong. In regards to how goal-setting capability influences pro-activeness, no conclusion can be drawn. Having taking the pulse, the capability maturity profile of the safety profession is examined. The proposed SCD framework and SMES instrument together provide a point of departure for conducting similar research, including but not limited to human resources development, people capability maturity assessment, training/curriculum development, and performance evaluation. / Doctor of Philosophy (PhD

<p>Kärnkompetens kan ses som en av de mest centrala delarna av ett företag och insikt i detta är vad som bidrar till tillväxt, dominans och mästerskap. Vi likställer i denna uppsats kärnkompetens med överlägsen förmåga eller överlägset kunnande. I detta arbete försöker vi utreda vad som är Apotekets kärnkompetens. Med hänsyn till vad som definieras som Apotekets kärnkompetenser undersöker vi dessa närmare för att kunna prognostisera effekterna av den stundande omregleringen.Vi har genom att granska Apoteket och genomfört intervjuer på ledningsnivå identifierat tre möjliga kärnkompetenser:</p><p>•    Den farmaceutiska kompetensen i kundmötet</p><p>•    Kompetensen bakom kvalitetssäkringen av Apotekets egna varumärken</p><p>•    Apotekets varumärke</p><p>Slutligen diskuterar vi vilka effekter omregleringen kommer att ha på de tre kärnkompetenserna som vi identifierat. Vi kan konstatera att den farmaceutiska kompetensen i kundmötet troligtvis inte kommer att uppfylla de kriterier som våra valda teorier ställer på begreppet kärnkompetens. Kompetensen bakom kvalitetssäkringen av Apotekets egna varumärken samt Apotekets varumärke kommer förmodligen även efter omregleringen att kunna klassas som kärnkompetenser.</p>

Thesis (Ph.D. (Education))--North-West University, Potchefstroom Campus, 2008.

Lintelligence émotionnelle (IE) ou les compétences émotionnelles (CE) désignent la capacité à identifier, comprendre, exprimer, utiliser et réguler ses émotions et celles dautrui. Les nombreuses recherches dans le domaine montrent que lIE joue un rôle essentiel dans la santé mentale et physique, dans les relations sociales mais aussi au niveau de la performance au travail. Eu égard à ces données, il serait primordial daméliorer lIE afin daugmenter le bien-être général de lindividu et ses performances. Limpact des diverses formations destinées à améliorer lIE na pas été, jusquà présent, mesuré de façon rigoureuse et scientifique. Malgré le foisonnement des interventions proposées, aucune ne simpose et aucune na été testée. Lobjectif de ce travail est de développer et de valider un dispositif de formation destiné à optimiser lIE dans une population détudiants. A cette fin, une formation a été créée, elle repose sur différents modèles théoriques et inclut les différentes CE faisant partie du concept de lIE. Ensuite, plusieurs études de validation ont été entreprises afin de tester limpact de notre formation sur lIE, sur les différentes CE et sur diverses variables liées à lIE telles la santé mentale et physique, les relations sociales, le bien-être, etc. Les résultats montrent que notre formation améliore le niveau de lIE, celui des CE, la santé mentale et physique, les relations sociales, la satisfaction dans la vie, le bonheur, certains traits de personnalité ainsi que la probabilité dun futur engagement professionnel. Une dernière étude a permis de montrer que le pattern dactivité cérébrale des individus ayant participé à la formation se modifie après lintervention. Ainsi, en plus de mesures auto-rapportées, une mesure objective a été introduite dans nos études de validation. Ces résultats sont encourageants et ils permettent de mettre en avant lefficacité de notre formation. Les recherches futures devront sattarder à mesurer limpact de notre dispositif de formation dans dautres milieux quils soient scolaire, clinique ou encore professionnel.

Kärnkompetens kan ses som en av de mest centrala delarna av ett företag och insikt i detta är vad som bidrar till tillväxt, dominans och mästerskap. Vi likställer i denna uppsats kärnkompetens med överlägsen förmåga eller överlägset kunnande. I detta arbete försöker vi utreda vad som är Apotekets kärnkompetens. Med hänsyn till vad som definieras som Apotekets kärnkompetenser undersöker vi dessa närmare för att kunna prognostisera effekterna av den stundande omregleringen.Vi har genom att granska Apoteket och genomfört intervjuer på ledningsnivå identifierat tre möjliga kärnkompetenser: •    Den farmaceutiska kompetensen i kundmötet •    Kompetensen bakom kvalitetssäkringen av Apotekets egna varumärken •    Apotekets varumärke Slutligen diskuterar vi vilka effekter omregleringen kommer att ha på de tre kärnkompetenserna som vi identifierat. Vi kan konstatera att den farmaceutiska kompetensen i kundmötet troligtvis inte kommer att uppfylla de kriterier som våra valda teorier ställer på begreppet kärnkompetens. Kompetensen bakom kvalitetssäkringen av Apotekets egna varumärken samt Apotekets varumärke kommer förmodligen även efter omregleringen att kunna klassas som kärnkompetenser.

Syftet med studien är att undersöka hur rekryteringsprocessen vid anställning av chef går till samt vikten av organisatorisk och personlig matchning av chef och företag. Författarna är även intresserade av betydelsen av psykologiska kontrakt i rekryteringssammanhang. Studien är inriktad mot rekryteringsföretag specialiserade på chefsrekrytering som organisationsmässigt skiljer sig så mycket som möjligt från varandra för att få en bredare syn. Undersökningen har delats in i olika områden som består av rekryteringsprocessen, meriter och personlighet samt organisatorisk passform. Studien är utförd genom intervjuer på sju deltagande rekryteringsföretag belägna i Mälardalen. Resultatet visar att det avgörande för rekryteringsprocessen är kravprofilsmötet där rekryteraren möter företaget som ska anställa. Efter en grundläggande kompetens passande uppdraget, är det personligheten som avgör vem som får jobbet.

Research suggests that the position of subsidiaries within the multinational corporation (MNC) network has been strengthened over time and as a result, the subsidiary’s ability to exert influence over decisions taken by headquarters and other MNC entities has improved. One of the drivers behind this changed corporate structure is the need of the MNC for innovation, which has lead MNC headquarters to recognize entrepreneurial activities at subsidiary level. In this paper, the connection between subsidiary entrepreneurship and subsidiary influence is examined and it is argued that internal traits held by subsidiaries, which promote entrepreneurial performance, can function as a resource that other entities within the MNC network become dependent upon. From this dependence, influence is received by the subsidiary holding this resource, in accordance to resource dependence theory. Hypotheses are formed and tested using data collected through 60 questionnaires completed by subsidiary managers. The analysis suggests that a quite large portion of the influence subsidiaries obtain can be explained by their internal entrepreneurial capabilities. Recommendations for future research are suggested.

Controversy exists over the validity of child Openness to Experience (OE), which is typically considered a major trait in adult personality models. In an effort to establish construct validity for child OE, data were collected for 346 children (51% girls) approximately 9–10 years of age (M = 9.92, SD = 0.83). Parents completed questionnaires about their children’s personality, temperament, and behavioral problems and competencies. Factor analyses of relevant personality and temperament facets revealed a robust and measurable OE factor made up of three facets: Intellect, Imagination, and Sensitivity. Evidence for convergent and discriminant validity was established via associations with other higher-order personality traits, behavioral problems, and behavioral competencies. The results underscore the importance of drawing from both temperament and personality literatures in attempts to establish construct validity for child trait domains as well as of moving beyond the higher-order domain and examining facet-level associations between OE and child behavior.