Applied research project (D. Min.)--School of Theology and Missions, Oral Roberts University, 2004. / Includes abstract and vita. Translated from Korean. Includes bibliographical references (leaves 200-204).

Applied research project (D. Min.)--School of Theology and Missions, Oral Roberts University, 2004. / Includes abstract and vita. Includes bibliographical references (leaves 136-140).

Thesis (M.A. in Security studies (Homeland Security and Defense))--Naval Postgraduate School, March 2005. / Thesis Advisor(s): Maria Rasmussen. Includes bibliographical references (p. 85-88). Also available online.

Thesis (D. Min.)--Midwestern Baptist Theological Seminary, 2005. / Abstract. Includes bibliographical references (leaves 275-281)

Thesis (D.Min.)--South Florida Center for Theological Studies, 2008. / Includes bibliographical references.

Thesis (Ph. D.)--University of North Carolina at Greensboro, 2006. / Title from PDF title page screen. Advisor: Craig S. Cashwell; submitted to the School of Education. Includes bibliographical references (p. 139-165).

L'intégration du facteur "stress aigu" dans les problématiques de Management des Hommes équivaut à revisiter les apports et théories des Sciences de Gestion, à réinterroger et à apporter un éclairage nouveau sur des concepts fondamentaux du Management. Ainsi, il apparait que la performance et la capacité de restitution des compétences acquises par les individus dépendent directement de leur niveau de stress. En effet, en fonction du déséquilibre entre la perception qu'une personne a des contraintes que lui impose son environnement et la perception qu'elle a de ses propres ressources pour y faire face, il est possible que la dose de stress générée permette une optimisation de son comportement ou a contrario inhibe ses capacités. A ce titre, les managers doivent se préparer à savoir gérer la crise non seulement aux niveaux techniques et organisationnels mais également en prenant en compte les dimensions comportementales et psychologiques, dont le facteur "stress aigu". Ils doivent également avoir présent à l'esprit que la crise peut impacter leur propre psychologie mais également celles de leurs collaborateurs. Pour l'ensemble de ces raisons, le "stress aigu" est un des éléments fondamentaux à prendre en compte pour les auteurs qui s'intéressent aux problématiques de gestion de crise, de résilience et de fiabilité organisationnelle. / The integration of the "acute stress" factor in the problems of Human Management entails revisiting contributions and theories of Management Sciences, reexamining and shedding new light on fundamental concepts of Management. Thus, it appears that the performance and the capacity of restitution of skills acquired by individuals, depends directly on their level of stress. In fact, depending on the imbalance between the perception that a person has of the constraints imposed by his environment and the perception that he bas of his own resources in order to face them, it is possible that the level of stress generated allows an optimization of his behavior or in contrast, inhibits his abilities. Therefore, managers must be prepared to manage the crisis not only at technical and organizational levels, but also by taking into account the behavioral and psychological dimensions, including the "acute stress" factor. They must also bear in mind that the crisis can affect their own behavior as well as their colleague's behavior. For all these reasons, "acute stress" is one of the fundamental elements to be taken into account for authors who are interested in issues of crisis management, resilience and organizational reliability.

School-Based Violence (SBV) is prevalent in South Africa and globally. SBV is one of the challenges that the South African education system is facing resulting in a new deep-rooted culture of unsafe and insecure schools. Teachers are expected to teach learners, who display antisocial behaviour. These learners swear, back chat, verbally and physically abuse and show total disrespect for teachers. The presence of such learners has turned schools into battle field. This violence is not exclusively directed to teachers, but learners are also the common victims of bullying in particular. This study therefore sought to investigate how intergroup violence impacts on the schoolbased violence. The concepts, Intergroup Conflict (IC) and gangs/gangsterism were used interchangeably to describe actions of individuals who take part in the social conflict, driven by competition, antagonism and aggression within the school context. A qualitative research method was used to capture the experiences and narratives of participants affected by school based violence. The study employed the interpretivist research paradigm the phenomenological research approach was preferred for the study to gain the meaning, structure, and essence of the lived experiences of the participants with regard to SBV. To extract participants’ experiences, perceptions and views, the study used a semi-structured interview, focus group interviews and nonparticipatory observation methods. The selected schools were purposefully selected because of historical and ongoing violent incidents, as well as the violent communities in which these schools are located. The researcher complied with and observed ethical principles during the research study. The research was conducted on sites (schools) and included seven learners, seven teachers, three principals, three parents who are members of the School Governing Body, three parents, as well as a District Official. Permission was sought and granted by the Provincial Education Department – Gauteng Province, as well as by the District Director.

The main objective of this thesis was analyzing material and information flow during floods in the chosen company. I have chosen company JITEX Písek a.s., which had to face to huge flood in year 2002. The sub-objective was found options of improvement in these flows, which are described in conclusion of this thesis. For gain of important information were used structured interviews with the managers of JITEX like Technical Director and Production Manager. On the basis of the data was a detailed description of the information and material flow and measures, which the company had to accept. Follow evaluation of the impact of the floods on other business activity.

A Comunicação Organizacional é um instrumento precioso e imprescindível tanto como ferramenta auxiliar no planejamento estratégico integrado quanto na prevenção ou resolução de uma crise de imagem, sendo esta definida como uma entidade externa e uma construção mental que inclui ideias, sentimentos, atitudes, conceitos mentais e expectativas, e que pode afetar diretamente a relação da organização com o seu público (STERN; ZINKHAN; JAJU, 2001). As estratégias de Comunicação Organizacional interferem diretamente ainda na recuperação da credibilidade e na reconstrução da imagem corporativa após um incidente de crise. Este estudo apresenta estratégias de Comunicação Organizacional e de Gestão de Crise de Imagem adotadas pela Assessoria de Comunicação do Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Sul – Campus Caxias do Sul. Dois anos depois de ter sido instituído, em 2010, o IFRS Campus Caxias do Sul enfrentou uma crise ocasionada pelo atraso na conclusão da obra da sede definitiva, fato que ocasionou protestos dos alunos, pais e servidores da instituição e que foi amplamente divulgado pela imprensa O início do trabalho de Comunicação Organizacional se deu em 2013, a partir de um planejamento de comunicação estratégica. Inicialmente, foi realizada uma pesquisa qualitativa exploratória com os stakeholders (alunos, servidores, pais ou responsáveis e profissionais da imprensa), a fim de ampliar os conhecimentos sobre o contexto da crise. Após o diagnóstico da situação, foi realizado um Planejamento de Comunicação Organizacional e um Plano de Gestão de Crise de Imagem, com base no modelo de Timothy Coombs, elaborados para que a instituição pudesse recuperar a imagem abalada e a credibilidade do seu público de interesse. A implantação das estratégias de comunicação e do Plano de Gestão de Crise de Imagem foi planejada e executada em conjunto pela assessoria de comunicação e os gestores responsáveis pela instituição e resultaram em maior proximidade com o público e maior transparência nas relações, despertando o sentimento de pertencimento dos stakeholders em relação à instituição. / Organizational Communication is a precious and indispensable instrument as an auxiliary tool in integrated strategic planning and in the prevention or resolution of an image crisis, defined as an external entity and a mental construct that includes ideas, feelings, attitudes, mental concepts and Expectations, and that can directly affect the organization's relationship with its public (STERN; ZINKHAN; JAJU, 2001). The Organizational Communication strategies directly interfere in the recovery of credibility and in the reconstruction of the corporate image after an incident of crisis. This study presents strategies of Organizational Communication and Image Crisis Management adopted by the Communication Department of the Federal Institute of Education, Science and Technology of Rio Grande do Sul - Caxias do Sul Campus. Two years after it was instituted in 2010, The IFRS Campus Caxias do Sul faced an image crisis caused by the delay in the completion of the definitive headquarters work, a fact that provoked protests from students, parents and employees of the institution and was widely publicized in the press. The beginning of the work of Organizational Communication occurred in 2013, from a strategic communication planning. Initially, a qualitative exploratory research was carried out with the stakeholders (students, servants, parents or leaders and the press) in order to increase knowledge about the context of the crisis After the situation was diagnosed, an Organizational Communication Plan and an Image Crisis Management Plan, based on the Timothy Coombs model, were prepared so that the institution could recover the shaken image and the credibility of its target audience. The implementation of the communication strategies and the Image Crisis Management Plan was planned and carried out jointly by the communication advisor and the managers responsible for the institution, and resulted in greater proximity to the public and greater transparency in the relations, arousing the feeling of the stakeholders in relation to the institution.