"It was the purpose of this study to examine the case records of sixty-six patients referred for history resources to the Social Service Department at the Florida State Hospital, from July 1, 1958 through June 30, 1959"--Introduction. / Typescript. / "June, 1960." / "Submitted to the Graduate School of Florida State University in partial fulfillment of the requirements for the degree of Master of Social Work." / Advisor: James H. Williams, Professor Directing Study. / Includes bibliographical references.

平衡計分卡目前已成功的推行於各類型的組織中，且亦有越來越多組織透過將平衡計分卡進一步推展至共用服務單位的方式，讓總公司、各策略性事業單位及共用服務單位能有效的加以整合，進而將全組織的資源聚焦於策略執行上。 本研究之主要目的是希望探討當組織服務部門於推行平衡計分卡後，對其員工的認知與行為可能產生影響，並基於個案公司兩種不同類型的服務部門特色，希望進一步探討不同類型（即有無產生外部收入）之服務部門，在推行平衡計分卡後，對其員工認知與行為的影響是否會產生差異。 本研究實證結果發現：個案公司的服務部門員工普遍皆能認知到平衡計分卡對其自身所帶來的影響與改變，但目前仍尚未將其對平衡計分卡的認知轉化為具體的行動。此外，本研究亦發現有產生外部收入之服務部門，在推行平衡計分卡後，對其員工的認知與行為的影響程度會較未產生外部收入的服務部門更深。 / The balanced scorecard has been implemented successfully in all types of organizations. In order to integrate the corporate headquarters, strategic business units (SBUs) and shared service units (SSUs) effectively and therefore focus all resources on implementing companies’strategies, more and more organizations apply balanced scorecard to their shared service units. The main purpose of this study is to discuss the possible effects on employees’cognition and behavior after organizations’service departments put balanced scorecard into practice. Furthermore, based on the case company which have applied balanced scorecard to their two different featured service apartments, further study will discuss whether there are differences on employees’ cognition and behavior between departments with/without external revenues. The study shows that most employees in the case company’s service departments can sense the influences and changes toward themselves after the departments applying balanced scorecard, yet they still have not transferred cognition into concrete behavior. In addition, the study also finds out the employees of the service department with external revenues have deeper influences on their cognition and behavior than those in the non-external revenue service departments.

This thesis examines the life and accomplishments of Amy Brown Lyman, particularly as they relate to charity activities and social service work of the Relief Society of the Church of Jesus Christ of Latter-day Saints. It considers her early life, her call to the General Board in 1909, her contributions to the creation of the Relief Society Social Services Department in 1919, her association with national and international leaders of reform, and her efforts in sponsoring and supporting social welfare legislation in Utah. Also examined are her work with the Social Services Department during the Great Depression, her mission to Europe from 1936-38 with her husband, her years as General Relief Society President, 1940-45, and her release and retirement from Relief Society leadership with attention given to her last years and legacy.Lyman was one of the most significant figures in twentieth-century Mormonism and this account sheds light on the effect of her activities on her Church and the larger community.

This dissertation focuses on investigating the relationship between organisational culture and employee engagement in a Public Service department. In this quantitative study, undertaken in a South African Public Service department (North West province), dimensions of organisational culture (measured by the South African Culture Instrument) were correlated with the dimensions of employee engagement (measured by the South African Engagement Measurement). Correlational analyses revealed a statistically significant positive relationship between each of the dimensions of organisational culture and employee engagement, respectively. ANOVA statistical technique was used to determine whether significant differences exist between groups. Regression analyses revealed that leadership, employee needs and objectives, vision and mission, management processes and internal relationships would predict employee engagement. Leadership made the most significant predictor of employee engagement. The means to achieve objectives dimension showed no effect in predicting employee engagement. This indicates that positive perceptions of organisational culture are likely to be related to higher levels of employee engagement. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)