American MNEs In Search Of Legitimacy When You Re WEIRDAudrey Britton
- American multinational enterprises (AMNEs) often struggle to understand local cultural and moral standards in host countries, damaging their legitimacy. As "WEIRD" (Western, educated, industrialized, rich, democratic) entities, AMNEs may understand local cultures less than MNEs from other nations.
- The paper will examine how AMNEs can enhance their normative legitimacy by better understanding hosts' moral frameworks. It will also discuss debates around whether corporations have duties to improve societies, and challenges around significant cross-border differences in ethics.
1) Organizational culture refers to the shared assumptions, values, and beliefs that influence behavior within an organization. It is an important but often invisible aspect of an organization.
2) There are three levels of organizational culture - surface level artifacts, deeper values, and unconscious basic assumptions. Understanding an organization's culture involves analyzing all three levels.
3) A commonly used framework identifies seven dimensions that characterize organizational culture, including innovative, aggressive, outcome-oriented, and stable cultures. Understanding these dimensions can help analyze and manage an organization's culture.
The document discusses organizational performance and how it relates to an organization's past, present, and projected future performance. Organizational performance comprises the actual output or results achieved by an organization over a period as measured against its intended outputs or plans. Key factors that influence organizational performance include organizational structure, culture, leadership, and employee motivation and skills. Measuring performance helps organizations identify areas of strength and weakness and make improvements.
Article edited - six practices of high impact nonprofitsFerris Corp
The article summarizes a study of 12 highly successful nonprofits that were able to create significant social change. The study identified 6 key practices these nonprofits employed: 1) Advocating for policy change while also providing services, 2) Leveraging market forces to achieve social goals, 3) Inspiring volunteers and donors as evangelists for the cause, 4) Building networks with other nonprofits rather than seeing them as competition, 5) Adapting strategies based on feedback, and 6) Sharing leadership throughout the organization and with partner groups. These practices allowed the nonprofits to achieve far greater impact than their own resources or size would suggest.
Organizational Identity and Diversity chapter 8 OC.pptxGhatLa
Organizational identity refers to the central characteristics that define an organization, including its values, practices, products, and structure. There are different approaches to understanding organizational identity, such as viewing it as something an organization possesses (functionalist) or as an emergent phenomenon from social interactions (interpretive). Communicating identity externally involves advertising, marketing, and public relations. Diversity in organizations includes differences in race, gender, age, and other attributes. Internal diversity encompasses inherent characteristics while external diversity involves more changeable aspects. Organizational diversity distinguishes employees based on job function, management status, and other workplace factors. A diverse workforce brings benefits like new ideas, understanding customer demographics better, and increased satisfaction.
The document discusses the need for a new approach to managing non-profit organizations. It argues that current management theories are ill-suited because they are based on wrong assumptions about how non-profits operate. The author proposes a model that views non-profits as having multiple bottom lines beyond economic factors, including values and politics. It also sees non-profits as evolving systems that encounter dilemmas. The author argues for a comprehensive management approach that accommodates the distinct challenges faced by non-profit organizations.
Offer two additional considerations in capital budgeting decisions.docxhopeaustin33688
Offer two additional considerations in capital budgeting decisions. One consideration must be quantitative (numeric). The other must be qualitative (non-numeric). Write a script to describe capital budgeting considerations that you think are important for managers to consider. Your script should be 200 to 250 words.
ORGANIZATIONAL COMMUNICATION.
Name:
Professor:
Date of submission:
Assignment:
Outer mass correspondence of an association depends on the premise that the association is the hotspot for messages administered outside the association, Searles, B., & Last, M. (1979). Particular gatherings inside capacity as the medium of correspondence and regularly fall under the departmental headings of publicizing, advertising, campaigning, or issues administration.
Despite the fact that authoritative correspondence is naturally concerned with the exercises of inner correspondence, our bunch's association Bed, B., &beyond, (1988) outlines obviously a hefty portion of the outer interactional ideas recognized in the investigation of hierarchical correspondence. In looking at Bed, B.,& Beyond's, (1988), sources, purposes, groups of onlookers and channels of correspondence used we can recognize how such a monstrous retailer can viably thrive and adjust to the national economy through the use of generally executed outer correspondence. The way of hierarchical re-ification makes recognizing an acceptable wellspring of outside correspondence troublesome.
Hierarchical Communication is likely the most essential sort of interpersonal correspondence an individual need to perform in his or her grown-up life. Speaking with others in the work environment is a process that can't be taken a gander at as a little one, yet as an extremely perplexing and of most extreme noteworthiness to an individual's life overall.
We all know correspondence is a key variable in everybody's life, and imparting in the work spot is simply a bigger key for social expectance and commonality. Everybody speaks with one another in all distinctive parts of society.
This is the most critical part of the nature's turf. What's more the best way to adjust to your surroundings and have the capacity to take an interest in regular work life is to speak with others.
Authoritative Communication is hence fundamentally split up into two sections; The Socialization methodology of conveying, and the later correspondence between collaborators in regular circumstances. Above all else we will take a gander at the more intricate and huge methodology of correspondence socialization. Humanist J. Van Maanen's (1989) meaning of authoritative correspondence is "the methodology by which an individual takes in the qualities and standards and obliged practices which allow him or her to partake as a part of the association" as such, its taking in the ropes of the occupation. Any expertise you may require, as well as how associates impart, and understanding the vitality of the association.
Toyota has a strong organizational culture that is focused on streamlining work processes and creating autonomous business units. The company recently restructured into nine product- and region-based business units to improve competitiveness and encourage learning across divisions. This new structure gives each business unit more control over operations and makes them less dependent on separate functional areas. Toyota believes this approach will significantly improve value creation through competition and knowledge-sharing among the autonomous units.
American MNEs In Search Of Legitimacy When You Re WEIRDAudrey Britton
- American multinational enterprises (AMNEs) often struggle to understand local cultural and moral standards in host countries, damaging their legitimacy. As "WEIRD" (Western, educated, industrialized, rich, democratic) entities, AMNEs may understand local cultures less than MNEs from other nations.
- The paper will examine how AMNEs can enhance their normative legitimacy by better understanding hosts' moral frameworks. It will also discuss debates around whether corporations have duties to improve societies, and challenges around significant cross-border differences in ethics.
1) Organizational culture refers to the shared assumptions, values, and beliefs that influence behavior within an organization. It is an important but often invisible aspect of an organization.
2) There are three levels of organizational culture - surface level artifacts, deeper values, and unconscious basic assumptions. Understanding an organization's culture involves analyzing all three levels.
3) A commonly used framework identifies seven dimensions that characterize organizational culture, including innovative, aggressive, outcome-oriented, and stable cultures. Understanding these dimensions can help analyze and manage an organization's culture.
The document discusses organizational performance and how it relates to an organization's past, present, and projected future performance. Organizational performance comprises the actual output or results achieved by an organization over a period as measured against its intended outputs or plans. Key factors that influence organizational performance include organizational structure, culture, leadership, and employee motivation and skills. Measuring performance helps organizations identify areas of strength and weakness and make improvements.
Article edited - six practices of high impact nonprofitsFerris Corp
The article summarizes a study of 12 highly successful nonprofits that were able to create significant social change. The study identified 6 key practices these nonprofits employed: 1) Advocating for policy change while also providing services, 2) Leveraging market forces to achieve social goals, 3) Inspiring volunteers and donors as evangelists for the cause, 4) Building networks with other nonprofits rather than seeing them as competition, 5) Adapting strategies based on feedback, and 6) Sharing leadership throughout the organization and with partner groups. These practices allowed the nonprofits to achieve far greater impact than their own resources or size would suggest.
Organizational Identity and Diversity chapter 8 OC.pptxGhatLa
Organizational identity refers to the central characteristics that define an organization, including its values, practices, products, and structure. There are different approaches to understanding organizational identity, such as viewing it as something an organization possesses (functionalist) or as an emergent phenomenon from social interactions (interpretive). Communicating identity externally involves advertising, marketing, and public relations. Diversity in organizations includes differences in race, gender, age, and other attributes. Internal diversity encompasses inherent characteristics while external diversity involves more changeable aspects. Organizational diversity distinguishes employees based on job function, management status, and other workplace factors. A diverse workforce brings benefits like new ideas, understanding customer demographics better, and increased satisfaction.
The document discusses the need for a new approach to managing non-profit organizations. It argues that current management theories are ill-suited because they are based on wrong assumptions about how non-profits operate. The author proposes a model that views non-profits as having multiple bottom lines beyond economic factors, including values and politics. It also sees non-profits as evolving systems that encounter dilemmas. The author argues for a comprehensive management approach that accommodates the distinct challenges faced by non-profit organizations.
Offer two additional considerations in capital budgeting decisions.docxhopeaustin33688
Offer two additional considerations in capital budgeting decisions. One consideration must be quantitative (numeric). The other must be qualitative (non-numeric). Write a script to describe capital budgeting considerations that you think are important for managers to consider. Your script should be 200 to 250 words.
ORGANIZATIONAL COMMUNICATION.
Name:
Professor:
Date of submission:
Assignment:
Outer mass correspondence of an association depends on the premise that the association is the hotspot for messages administered outside the association, Searles, B., & Last, M. (1979). Particular gatherings inside capacity as the medium of correspondence and regularly fall under the departmental headings of publicizing, advertising, campaigning, or issues administration.
Despite the fact that authoritative correspondence is naturally concerned with the exercises of inner correspondence, our bunch's association Bed, B., &beyond, (1988) outlines obviously a hefty portion of the outer interactional ideas recognized in the investigation of hierarchical correspondence. In looking at Bed, B.,& Beyond's, (1988), sources, purposes, groups of onlookers and channels of correspondence used we can recognize how such a monstrous retailer can viably thrive and adjust to the national economy through the use of generally executed outer correspondence. The way of hierarchical re-ification makes recognizing an acceptable wellspring of outside correspondence troublesome.
Hierarchical Communication is likely the most essential sort of interpersonal correspondence an individual need to perform in his or her grown-up life. Speaking with others in the work environment is a process that can't be taken a gander at as a little one, yet as an extremely perplexing and of most extreme noteworthiness to an individual's life overall.
We all know correspondence is a key variable in everybody's life, and imparting in the work spot is simply a bigger key for social expectance and commonality. Everybody speaks with one another in all distinctive parts of society.
This is the most critical part of the nature's turf. What's more the best way to adjust to your surroundings and have the capacity to take an interest in regular work life is to speak with others.
Authoritative Communication is hence fundamentally split up into two sections; The Socialization methodology of conveying, and the later correspondence between collaborators in regular circumstances. Above all else we will take a gander at the more intricate and huge methodology of correspondence socialization. Humanist J. Van Maanen's (1989) meaning of authoritative correspondence is "the methodology by which an individual takes in the qualities and standards and obliged practices which allow him or her to partake as a part of the association" as such, its taking in the ropes of the occupation. Any expertise you may require, as well as how associates impart, and understanding the vitality of the association.
Toyota has a strong organizational culture that is focused on streamlining work processes and creating autonomous business units. The company recently restructured into nine product- and region-based business units to improve competitiveness and encourage learning across divisions. This new structure gives each business unit more control over operations and makes them less dependent on separate functional areas. Toyota believes this approach will significantly improve value creation through competition and knowledge-sharing among the autonomous units.
IN THIS SUMMARY
In At the Crossroads, Philip Coltoff examines how not-for-profit organizations can address today’s critical issues in ways that will help redefine their missions and expand their visions. Not-for-profits, because of their size, budgets, and number of employees, are considered the third sector in American life, joined by the for-profit free enterprise system and government. Due to recent social and economical crises, the not-for-profit industry is struggling to provide for its growing number of clients. Coltoff examines the full scope of issues that must be addressed for the not-for-profit industry to grow, meet its obligations, and secure its place in the American social system.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/crossroads
Chapter 2Blurring SectorsPublic and PrivateOrga.docxcravennichole326
Chapter 2
Blurring Sectors:
Public and Private
Organization Theory:
A Public and Nonprofit Perspective
Note to instructor: These slides do not follow the outline order of the chapter. This is intentional, for lecture purposes. Feel free to rearrange and modify to suit your needs.
What Chapter 2 DoesLays out a spectrum of organizations, from government thru nonprofit to businessConsiders similarities and differences among organization sectorsExplores how lines blur between sectorsExamines the environment that all organizations share
Organization TermsDepartmentAgencyBureauBureaucracy
Caution:
Many terms have multiple definitions
Department:
-- major subunit of a large org
-- cabinet-level office in U.S. Fed gov
Agency:
-- an administrative unit of gov
-- an independent reg. agency w/in gov.
-- a synonym for “bureau”
-- a nonprofit organization
Bureau:
-- a major division within a department
-- a “cost center” within an organization
Bureaucracy:
-- a synonym for gov or large org (sometimes derisive)
-- a form of organization (e.g., ideal type)
What “Blurring” MeansIt’s a blending or overlapping of “privateness” and “publicness”Organizations blur more and more often
Types of BlurringContinuum of public-to-private Mixture of public and private Who staffs the front office? Who staffs the back office?Overlap of purposes
This slide introduces the next several slides
Public-Private Continuum
Gov. agencies
Gov. corps.
Gov-nonprofit ventures
Nonprof.: Helping
Nonprof.: Advocacy
Nonprof.: Member
Public-private ventures
Private monopolies
Commercial firms
PUBLIC . .
. . PRIVATE
See Fig. 2-1 for organization examples
Front Office / Back Office JumbleGovernmentNASAUS AID, DOTGovernmentState health servicesNonprofitFundraising campaignFor-profitStudent loans (banks)PrivateEngineering firmsConstruction firmsNonprofitHealth service providersPrivateMarketing firmGovernmentLoan guarantee prog.
The first column represents the front office of an organization, which is what the public sees. The second office represents who might handle a particular operation for the “fronting” organization. More examples are available in Chapter 2, Table 2-2. You or the students may wish to create additional examples.
Overlapping PurposesGovernment, nonprofit, and for-profit orgs at times offer similar servicesExamples:Hospitals, trash services, security servicesLoans, package delivery, many othersReasons: What, why, when, for whom, where
Reasons are manifold.
-- What involves the type and intensity of service (e.g., free clinics vs. private physicians and specialists)
-- Why involves whether public need, level of essential investment, commercial potential
-- When involves situations such as catastrophes and temporary situations
-- For whom involves cohorts within the public (e.g., the poor, the rich)
-- Where involves local choice (e.g., trash pickup)
--
Contrast & Compare
Public & Private Organi ...
This document discusses corporate integrity and leadership from a civic perspective. It defines corporations as purposeful human organizations made up of communication patterns between employees. Corporations exist within larger systems and their purpose depends on their role in these systems. The economy is embedded within civil society. A civic perspective views corporate members as citizens and judges corporate decisions by civic norms like reciprocity, justice, and care. This perspective questions whether leaders can have integrity in corporations that lack integrity as determined by the integrity of interpersonal relationships within the organization.
This document discusses organizational theories and provides an example of how they apply to a global healthcare organization. It begins by introducing modernism and symbolic interpretivism theories and how they differ in their perspectives. Modernism takes a scientific approach while symbolic interpretivism considers non-empirical experiences. It then examines factors like technology, economics, and culture that can influence organizational effectiveness. The document uses the healthcare organization as a case study to illustrate the application of these theories.
This document proposes a research project on non-profit organizations. Specifically, it focuses on conducting research on the New Zealand Red Cross, a large non-profit in New Zealand. The proposal outlines the research question, aim, literature review methodology, targets, and project management aspects of studying the NZ Red Cross. The goal is to better understand how the organization mobilizes resources to help vulnerable communities in line with its core values of integrity, partnership, diversity, leadership and innovation.
Concept of Formal and Informal OrganizationAdike chinenye
Formal and informal organizations both exist within companies. A formal organization has a clearly defined hierarchy, roles, and procedures. An informal organization is based on personal relationships and social networks rather than official roles. It forms naturally as people interact and can complement the formal structure by enabling collaboration across groups and aiding innovation, though it is not governed by official rules. Both organization types are necessary for a company to function effectively.
Organisational Requirements And Planning ToolsCourtney Davis
Here are some key points about the importance of communication as an aspect of leadership:
- Communication builds trust between leaders and team members. Trust is essential for effective collaboration and achieving goals.
- It allows leaders to share important information with the team, such as new policies, changes to current policies, expectations, and guidelines. Proper communication ensures everyone is on the same page.
- Different communication methods, both formal (e.g. documents, presentations) and informal (e.g. casual discussions), help disseminate information to all levels of the organization in a way that is understood.
- Formal upward/bottom-up communication provides an opportunity for feedback from team members. Downward/top-down
Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
Funding for Non-Profit Organizations face many challenges obtaining funds. Most discussions focus on sourcing funds, as lack of funding creates difficulties paying expenses and meeting societal expectations. Small NPOs have greater financial problems than large ones, as funders are wary of mismanagement risks with small organizations. Funding problems worsen as small NPOs must compete with large organizations for limited funding.
NT2580 Week 1 Understanding IT Infrastructure Security An.docxhenrymartin15260
NT2580: Week 1 Understanding IT Infrastructure Security
Analysis 1.1
Case Study
1
In March 2010, 28 year-old Albert Gonzalez was sentenced to 20 years in federal prison for breaching
security measures at several well-known retailers and stealing millions of credit card numbers, which he then
resold across a variety of shadow “carding” Web sites. Using a fairly simple packet sniffer, Gonzalez was able
to steal payment card transaction data in real time, which he then parked on blind servers in places such as
Latvia and Ukraine—countries formerly part of the Soviet Union. Gonzalez named his activities “Operation
Get Rich or Die Tryin'” and lived a lavish lifestyle by selling stolen credit card information. He was eventually
tracked down by the U.S. Secret Service, which was investigating the stolen card ring. Operation Get Rich or
Die Tryin' took place for more than two years and cost major retailers, such as TJX, OfficeMax, Barnes &
Noble, Heartland, and Hannaford, more than $200 million in losses and recovery costs. It is the largest
computer crime case ever prosecuted.
At first glance, Operation Get Rich or Die Tryin' seems to be an open-and-shut case. A hacker commits a
series of cybercrimes, is caught, and is successfully prosecuted. Fault and blame are assigned to the
cybercriminal, and justice is served for the corporations and the millions of people whose credit card
information was compromised.
Unless you ask the shareholders, banking partners, and some customers of TJX, who filed a series of class-
action lawsuits against the company claiming that the “high-level deficiencies” in its security practices make it
at least partially responsible for the damages caused by Albert Gonzalez and his accomplices. The lawsuits
point out, for example, that the packet sniffer Gonzalez attached to the TJX network went unnoticed for more
than seven months. Court documents also indicate that TJX failed to notice more than 80 GB of stored data
being transferred from its servers using TJX’s own high-speed network. Finally, an audit performed by TJX’s
payment-card processing partners found that it was noncompliant with 9 of the 12 requirements for secure
payment card transactions. TJX’s core information security policies were found to be so ineffective that the
judge presiding over sentencing hearing of Gonzalez reviewed them to determine whether TJX’s damages
claim against him of $171 million is valid.
Apart from lawsuits, TJX faced a serious backlash from customers and the media when the details of the
scope of the breaches trickled out. Customers reacted angrily when they learned that nearly six weeks had
passed between the discovery of the breach and its notification to the public. News organizations ran
headline stories that painted a picture of TJX as a clueless and uncaring company. Consumer organizations
openly warned people not to shop at TJX stores. TJX’s reputation and brand.
This document discusses a technology plan for Ace Real Estate Agency located in Kodiak, Alaska. The agency plans to utilize social media, microblogging, and e-commerce to gain customers and sell homes more effectively than competitors. Microsoft Dynamic CRM is selected as the customer relationship management software to track customers, provide good service, and streamline key processes like offline data access and instant messaging. The software will be used on Windows desktops and Apple iPads to give agents mobile accessibility while showing homes to customers.
NT2580 Week 4 Hardening a NetworkAnalysis 4.2Availability, In.docxhenrymartin15260
NT2580: Week 4 Hardening a Network
Analysis 4.2
Availability, Integrity, or Confidentiality (A-I-C)
Instructions:
Given the network security applications and countermeasures in the first column of the table below, explore answers to the following questions:
· Where does the countermeasure belong in the seven domains of a typical IT infrastructure?
· What CIA functions does the countermeasure provide?
Provide your answers in the table below.
Network Security Applications and Countermeasures
Domains
CIA Function
Ethical hacker
Intrusion detection system/intrusion prevention system (IDS/IPS)
Access controls
Failover server
Automatic updates
Cryptography
Data backups
Logon rights
Computer cluster
Firewalls
Proxies
Antivirus scanners
As a reminder, the seven domains of a typical IT infrastructure include the following domains:
1. User Domain: Actual users
1. Workstation Domain: Workstations, laptops, and end-point devices, such as smartphones and printers
1. LAN Domain: Physical and logical LAN technologies—100 Mbps/1000 Mbps switched Ethernet, 802.11-family of wireless LAN technologies—used to support workstation connectivity to the organization’s network infrastructure
1. LAN-to-WAN Domain: Routers, firewalls, demilitarized zones (DMZs), and IDS/IPS
1. WAN Domain: Routers, circuits, switches, firewalls, gateways, and equivalent gear at remote locations, sometimes under a managed service offering by the service provider
1. Remote access Domain: Virtual private networks (VPNs), laptops with VPN software, and secured socket layer/VPN (SSL/VPN) tunnels
1. System/Application Domain: Hardware, operating system software, database software, client/server applications, and data that are typically housed in the organization’s data center and computer rooms
Representation of the Seven Domains of a Typical IT Infrastructure
1
.
NTNU, May 2009 ntnu.nocbm 1 LEARNING AND MEMORY .docxhenrymartin15260
NTNU, May 2009 ntnu.no/cb
m
1
LEARNING AND MEMORY
- Cellular and molecular mechanisms
Øyvind Høydal
NTNU, May 2009 ntnu.no/cb
m
2
What is learning and memory?
Learning can be defined as acquisition of new
knowledge or skills and/or changes in behaviour as
a result of experience.
Memory refers to the storage and retrieval of
learned knowledge, skills or behaviours.
NTNU, May 2009 ntnu.no/cb
m
3
NTNU, May 2009 ntnu.no/cb
m
4
Information and skills are stored within the networks
of neurons in the brain.
When we learn, changes take place that alters the way
neurons communicate with eachother.
Can you guess what changes take place?
NTNU, May 2009 ntnu.no/cb
m
5
Cellular plasticity in learning
and memory
The efficacy of signalling between neurons are altered.
New synapses form
New neurons?
NTNU, May 2009 ntnu.no/cb
m
6
Aplysia californica as a model system for
cellular learning and memory
Studying cellular mechanisms for learning and memory in the mammalian
brain is a formidable challenge due to the enormous number of neurons and
the complexity of synaptic connections.
Aplysia californica is an advantagous model organism because:
- Neurons are quite few (20 000) and can be identified in the circuit.
- Neurons are rather big, making them readily accessable
for in vivo intracellular recordings
NTNU, May 2009 ntnu.no/cb
m
7
The gill-siphon reflex in aplysia offers a great
opportunity to link changes in neurons and
synapses with a behavioral output.
When a mechanical stimulus
is applied to the siphon, the
slug responds by withdrawing
its gill.
NTNU, May 2009 ntnu.no/cb
m
8
Gill-siphon-withdrawal reflex
S
M
Tactile
NTNU, May 2009 ntnu.no/cb
m
9
The synapse and some common forms of short-
term synaptic plasticity
Synaptic facilitation: rapid increase in synaptic strength when two APs arrive at the axon terminal
within a short interval of time. Increased Ca+ -influx causes more transmitter substance to be
released.
Synaptic depression: neurotransmitter release decline with sustained stimulation. A possible
mechanism might be depletion of neurotransmitter-containing vesicles in the presynaptic neuron.
Augementation (acts over seconds) and potentation (post-tetanic, acts over minutes) are other forms
of short-term plasticity that enhance transmitter release due to prolonged and increased Ca+ levels.
NMDA
AMPA
AMPA
Na+
AP
Ca+ Ca+ Ca
+
Na+
Na+
NTNU, May 2009 ntnu.no/cb
m
10
Habituation in Aplysia
Habituation: reduced response to a stimulus that is neither harmful nor
beneficial.
In Aplysia: if the siphon is touched repeatedly, the snail will eventually stop
withdrawing its gill.
The response in the sensory neuron is mostly unchanged, so the habituating
effect on behaviour is likely to be mediated by a.
nowHow to be Army StrongI was 18 years old when I saw my fa.docxhenrymartin15260
now
How to be Army Strong
I was 18 years old when I saw my favorite uncle in his uniform. I could see how much respect he got and how strong of a man he was and I wanted that for myself. I asked him how could I become strong like he was. He said to me, it’s not going to be an easy job. I would have to leave my family, friends and everything behind to fight for my country Saudi Arabia.
The first thing I needed was talk with a recruiter. He tried to make me see how difficult this walk was going to be. I believed the hard work would make me strong just like my uncle. We started off with a whole lot of questions. I filled out many different types of paperwork. The paper work included: criminal background checks, medical history, family history, and job history. I had to take a test to see if I was smart enough for the army. I think it was similar to the test soldiers take in America. It asked questions from basic mechanics, computers, cooking, and all general studies. Its purpose was to find out what job I could choose. I passed the test and then I was able to pick a job. I had my pick of a lot of different jobs but I chose to be a machine gunner. Then, after I chose my job, I signed my contract. After that, I was told to come back in two weeks for a drug test and medical test to see if I was fit for the Army. I had to do psychological testing and the doctor checked everything on my body I received my stamp and it was on to basic training.
The second step in becoming Army strong is going to basic training. There are three phases to go through. I arrived to the training camp called Reception. At Reception I received all of my equipment and clothing. I was assigned to the company where I would learn all about being a soldier. The first day I received a haircut and was taught how to properly exercise and gain strength of my body by doing Physical Training. I started learning how to run long distances and how to breathe the right way so I would not get too tired. I did not enjoy ring but I had to do it. After that I issued a M16 Assault Rifle. I took training classes on how to clean, fix and shoot. The next step was learning about the history of the Army and all the things it takes to make up a true soldier. I went through many field exercises where I learned about teamwork. The men were like brothers; we helped each other like a family I participated in rappelling, nuclear biological defense and weapons training. The next step was learning drill, which is how I am supposed to present my self in parades, when we march and at funerals. After that we learned tactics and techniques to stay alive. Then I learned medical training. I had to learn CPR, Heimlich maneuver, wound care and many other forms of medical procedures. The next stage I learned was radio communication. Radio communication is how I can communicate with other soldiers on a mission in the field. Then I learned combat fighting. I used bayonets, padded sticks and hand and hand comba.
NR-351 Transitions in Professional NursingWebsite Evaluation T.docxhenrymartin15260
NR-351: Transitions in Professional Nursing
Website Evaluation Template
Student Name:Date:
Directions:
1. Carefully read the Website Evaluation Guidelines found in Doc Sharing. This provides specific details on how to complete this assignment.
2. Rename this document by clicking “Save As.” Change the file name so it reads Your Last Name Website Evaluation.docx. For example, if your last name is Smith, type “Smith Website Evaluation.docx”.
3. Save the document in a file format compatible with Microsoft Word 2010 or later.
4. Type your name and date at the top of this template.
5. Type your answers directly on the saved and renamed template. Follow all instructions. Save frequently to prevent loss of your work.
6. Submit to the Dropbox by the end of Week 6, Sunday at 11:59 p.m. MT.
7. Post questions about this assignment to the Q & A Forum so your classmates can read the advice, too. You may also e-mail questions to your instructor.
Item instructions:
Type your answers below:
General Information:
State the search engine used to locate the website and the URL of the homepage of the selected website.
URL must link to homepage when copied or clicked.
Authority:
Describe the reasons this website would be considered a reliable resource for information on the topic. Include contact information (group name, address, and phone number).
Information:
Describe information presented on the website including all of the main headings of the site. Describe accuracy and thoroughness of information and how you made this determination.
Objectivity:
Explain how content does or does not represent bias based on advertising and sponsorship.
Ease of Navigation:
Discuss the ease of use of this website for healthcare professionals and for lay persons. Differentiate the ease of navigation for each of these two groups.
Usefulness:
Describe how useful the information on this website is for healthcare professionals and for lay persons. Differentiate usefulness for each of these two groups.
Website Evaluation Template.docx Revised 2/9/2013 cjm
1
Website Evaluation GuidelinesPurpose
The purpose of this assignment is to allow the learner to demonstrate effective strategies for evaluation of credible scholarly websites. Course Outcomes
This assignment enables the student to meet the following course outcomes.
1. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
2. Use leadership strategies that promote quality nursing practice and increase collaboration with other disciplines when planning comprehensive care for individuals and groups. (PO #2)
4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
6. Relate application of the legal and ethical requirements of nursing laws and standards to interactions with faculty, peers, and.
Ntc 362 Week 2, Integrative Network Design Project , Part 1By Alucard1990 | Studymode.com
Kudler Fine Foods Network Overview
Name
University of Phoenix
NTC 362
Date
Instructor
Upon reviewing Kudler Fine Food network, it has been determined that a major network overhaul will need to be conducted to make sure that Kudler is brought up to speed with the latest technology. This is very important because if Kudler is unable to keep up with the technological advances then the company will fall behind. Making sure that Kudler is not only able to keep up with the advances with network systems it is also important to install the proper systems so that no money is wasted. What is meant by this is that if the improper systems and storage units are installed to only handle data over the next year this is only going to force Kudler to spend more money in upgrades in the future. This is why it is vital to install the proper systems that will provide room for future network expansion without having to waste money on unnecessary upgrades. The following is a list of problem areas with the Kudler network: • 56K modems provide slow connections speeds
• Host systems at all site running Window 98 – over 10 years old • Windows NT servers are at the Delmar and Lajolla sites – over 10 years old. • The XLS servers at the Delmar and Lajolla sites are running Office 97 – over 15 years old. • The Novell Servers at the Delmar and Lajolla sites are running this was released in 1994. – over almost 20 years old. • All sites have a stand lone ups system that will need upgraded to provide a redundant power supply to support new systems.
One of the first things that were noticed was that fact that all of the sites are still running 56k modems. This is an old technology and is only hindering the speed between each site. Having the proper connection speed is vital to provide real time updates not only for the profits made each day, but providing the inventory updates on the products that are sold so that those items can be restocked without waiting. These modems will be removed to make the way for the new wide area network and within each site there will be a wireless local area network. The WAN will link all of the site networks together which will in turn boost the network speed and the way employees communicate. The communication aspect of the new network will incorporate a VoIP system and will be managed at one central location. “The great thing about VoIP is that it taps additional value from the already existing infrastructure without additional costs” This will provide the highest quality of phone network will saving on the cost of out phone services.
Another issue that issue that is hindering the speed and efficiency on the network is the fact that all the host systems being used within all the sites are Windows 98. These systems are well over ten years old and a.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
nR E E 693 5T o c o m p l e t e th i s e x a m y o u n.docxhenrymartin15260
n
R E E 693 5
T o c o m p l e t e th i s e x a m y o u n e e d t o a n s w e r 8 q u e s t i o n l i s t e d b e lo w . T h e
f i r s t t w o q u e s t i o n s a r e t o b e a n s w e r e d i n E x c e l u s i n g th e a s s o c ia t e d t a b s
i n c l u d e d o n t h e e x a m R E E 6935 t h a t i s p r o v i d e d t o y o u q u e s t i o n 3
- 8 a r e
t o b e a n s w e r e d o n a Wo r d D o c u m e n t i n t h e o r d e r i n w h ic h t h e y a p p e a r .
D u e A p r i l 28 , 2015 .
1. ) (9 P o i n t s ) U s i n g t h e d a t a p r o v i d e d t o y o u i n t h e P r o b l e m 1 t a b ,
c a lc u la t e t h e r e q u e s t e d v a l u e s a n d i n c l u d e y o u r a n s w e r i n th e i r
r e s p e c t i v e c e l ls h i gh l ig h t e d i n y e l lo w .
2 . ) (10 P o i n t ) T h e t a b la b e l e d P r o b l e m 2 i n c l u d e s m o n t h ly p r i c e d a t a o n
th e SA P 500 (SPY ) a s w e l l a s o n K B H o m e (K B H , a r e a l e s t a t e
d e v e lo p m e n t c o m p a n y ) a n d o n H o m e P r o p e r t i e s I n c . (H M E , a n d e q u i t y
R E I T s p e c ia l i z e s i n a p a r tm e n t r e n t a ls ) . U s i n g r e g r e s s i o n c a l c u l a t e t h e
B e t a o f e a c h o f t h e s e 2 r e a l e s t a t e c o m p a n ie s f o r t h e f u l l t im e p e r i o d
p r o v id e d t o y o u .
a . D is p l a y y o u r c a l c u l a t e d B e t a s i n t h e c e ll s h i g h l igh t e d i n y e l l o w .
Y o u m a y i n c l u d e y o u r f u l l r e g r e s s i o n r e s u l t s i n t w o o th e r s e p a r a t e
t a b s
b . W h i c h c o m p a n y h a s a h i g h e r B e t a ? I n o n e t o tw o s e n t e n c e s
e x p l a i n w h y y o u d id o r d i d n
'
t e x p e c t t h a t c o m p a n y t o b e
a s s o c ia t e d w i t h a h ig h e r B e t a .
3 . (10 P o i n t s ) P l e a s e r e f e r t o t h e p a p e r t it l e d O n t h e R e la t i o n b e t w e e n
L o c a l A m e n i t ie s a n d H o u s i n g P r ic e C h a n g e s
"
p r o v i d e d t o y o u w i t h t h i s
e x a m a n d a n s w e r t h e f o l lo w i n g q u e s t io n s .
a . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m F ig u r e 2 ? A r e t h e s e
r e s u l t s e x p e c t e d ? Wh y ?
b . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m f i g u r e 4? A r e t h e s e r e s u l t s
e x p e c t e d ? W hy ?
c . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m t h e r e g r e s s i o n r e s u l t s
p r e s e n t e d i n c o l u m n (4) o f t a b l e 4 . H o w t h e s e r e s u lt s a r e d if f e r e n t
f r o m t h e r e s u l t s p r e s e n t e d i n c o l u m n (2) o f t a b le 4?
d . B r i e f l y e x p l a i n w h a t w e c a n l e a r n f r o m t a b l e 6 t h a t w e d o n
'
t
a l r e a d y k n o w f r o m t h e r e s u l t s p r e s e n t e d i n t h e p r e v i o u s t a b l e s .
NEATPAGEINFO:id=C46A481D-C837-496A-BF88-1036B1B658D9
NEATPAGEINFO:id=1C69E900-548F-4525.
NR360 We Can But Dare We.docx Revised 5 ‐ 9 .docxhenrymartin15260
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 1
NR360 INFORMATION SYSTEMS IN HEALTHCARE
Required Uniform Assignment: We Can, but Dare We?
PURPOSE
The purpose of this assignment is to investigate smartphone and social media use in healthcare and to
apply professional, ethical, and legal principles to their appropriate use in healthcare technology.
Course Outcomes
This assignment enables the student to meet the following course outcomes.
• CO #4: Investigate safeguards and decision‐making support tools embedded in patient
care technologies and information systems to support a safe practice environment for
both patients and healthcare workers. (PO 4)
• CO #6: Discuss the principles of data integrity, professional ethics, and legal
requirements related to data security, regulatory requirements, confidentiality, and
client’s right to privacy. (PO 6)
• CO #8: Discuss the value of best evidence as a driving force to institute change in the
delivery of nursing care (PO 8)
DUE DATE
See Course Schedule in Syllabus. The college’s Late Assignment Policy applies to this activity.
TOTAL POINTS POSSIBLE
This assignment is worth a total of 240 points.
Requirements
1. Research, compose, and type a scholarly paper based on the scenario described below, and
choose a conclusion scenario to discuss within the body of your paper. Reflect on lessons
learned in this class about technology, privacy concerns, and legal and ethical issues and
addressed each of these concepts in the paper, reflecting on the use of smartphones and social
media in healthcare. Consider the consequences of such a scenario. Do not limit your review of
the literature to the nursing discipline only because other health professionals are using the
technology, and you may need to apply critical thinking skills to its applications in this scenario.
2. Use Microsoft Word and APA formatting. Consult your copy of the Publication Manual of the
American Psychological Association, sixth edition, as well as the resources in Doc Sharing if you
have questions (e.g., margin size, font type and size (point), use of third person, etc.). Take
NR360 INFORMATION SYSTEMS IN HEALTHCARE
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 2
advantage of the writing service SmartThinking, which is accessed by clicking on the link called
the Tutor Source, found under the Course Home area.
3. The length of the paper should be four to five pages, excluding the title page and the reference
page. Limit the references to a few key sources (minimum of three required).
4. The paper will contain an introduction that catches the attention of the reader, states the
purpose of the paper, and provides a narrative outline of what will follow (i.e., the assignment
criteria).
5. In the body of the paper, discuss the scenario in relation to HIPAA, leg.
n
s;
,e
il
rl
t.
lnterviewing is one HR function that
almost all managers are involved
with at some point. Here are some
tips for conducting interviews that
identify the best candidates:
. Be prepared-Make sure the
place where you interview is
accessible and comfortable
for you and the candidate.
Read the candidate's r6sum6
and other paperwork ahead
of time, to avoid asking for
information that has already
been provided. Prepare a list
of questions, as well as infor-
mation about the company's
history, culture, and other
details the candidate might be
interested in knowing.
t Put the applicant at ease- A
nervous or cautious job candi-
eate !'!':ay not show his or her
es. qua\itres. Express your
appreciation tor the candr-
date's time, and let the person
know you're glad to meet him
'';
i- i lr'
or her. Briefly explain what to
expect during the interview.
. Ask about past behaviors-
Talking about specific events
makes it harder for a candidate
to focus on guessing what the
interviewer wants to hear, and
the answers give clues about
what the candidate will do in
new situations. For examPle,
depending on the type of job,
you might ask, "Ptease telt
me about a time when you
received a customer comPlaint
and how you handled it," or
"This job involves tight dead-
lines; could you tell me about
a time when you faced a dif-
ficult deadtine?"
. Listen-fhe interview infor-
mation is only as good as the
interviewer's ability to gather
it. Let the candidate do most
oi \he ta\krng, and par; atten-
tion to what is being said and
not said. lf a candidate sounds
vague or too good to be true,
ask follow-up questions to
gather details.
. Take nofes-As much as you
can without distracting Your-
self or the candidate, jot down
notes to remind you of keY
points. Also schedule 5 or 10
minutes after each interview for
writing down your impressions.
r At the end of the interview,
make sure the candidate
knows what to expect next-
for example, a phone call or
additional interviews within
the next week.
Sources: U.S. Department of Com-
merce, Minority Business Development
Agency, "Tips on How to SuccessfullY
tnterview Job Candidates," November 17.
2009, raruw.mbda.gov; University o{ South
Carolina Division of.Human Resources,
"Tips on lnterviewing University Job
Applicants, " http://hr.sc.eoi.r, accesseo'
March 23,2010; and Dun & Bradstreet,
"How to Conduct an E{iective Emp\oyee
lnterview," Small Business
Solution
s,
http:l/smallbusiness.dnb.com, accessed
March 23,2010.
t-I
rl
i.
i.
s
.S
k
S
t
t
5
t
S
{
Preparing to lnterview
Organizations can reap the greatest benefits from intervierving if they prepare care-
fully. A well-planned intervierv should be standardized, comfortable for the partici-
pants, and focused on the job and the organization. The interviewer should have a
cluiet place in rvhich to conduct interviervs r.vithout interruption. This person should
be trained in how to ask objective questions, u'hat subject matter to avoid, a.
NR443 Guidelines for Caring for PopulationsMilestone 2 As.docxhenrymartin15260
NR443 Guidelines for Caring for Populations
Milestone 2: Assessment and Diagnosis
Purpose
The purpose of this paper is to provide an opportunity to utilize community assessment strategies, uncover a community health problem, and identify the components of the problem related to the community dynamics.
Points
225 pointsDirections
This paper is expected to be no more than four pages in length (not including the title page and reference list). Typical papers are usually three pages. Below are the requirements for successful completion of this paper.
· Introduction: This should catch the reader’s attention with interesting facts and supporting sources and include the purpose statement of the paper. This should be no more than one or two paragraphs.
· Community: Identify the community by name that you will be using for this paper and provide a brief, general description of the community. Your community should be the area where you live or work. This should be one or two paragraphs.
· Demographic and epidemiological data: Compile a range of demographic (population description) and epidemiological (causes of health problems and death) data for your community by examining census reports, vital statistic reports, city records, morbidity and mortality reports, and other agency sources. Using these data, describe the community and the problem. Compare your community data to state or national data. This comparison will help to identify a community health problem specific to your community. A summary of these data should be no more than one page.
· Windshield survey: Provide a brief summary of the findings from your first assignment. Make sure to discuss elements that link your observations to your identified problem. This should be no more than one or two paragraphs.
· Problem: Using the assessment data, identify the problem that you consider to be a priority concern. Provide a rationale for your choice and relate your choice to one of the Healthy People 2020 specific numbered objectives. Healthy People objectives are located within a topic area under the Objectives page. Your rationale should also include why this is specifically a problem in your community. This should be no more than three paragraphs. Include support of your rationale with at least two scholarly sources such as professional journal articles related to your problem.
· Summary: The summary paragraph of your paper should include a statement about the problem, the population at risk for this problem, and the major direct or indirect factors that contribute to this problem. This information should be no more than one or two paragraphs.
· Reference page: All references cited within the paper should be included on a separate References page.Guidelines
· Application: Use Microsoft Word 2010™ to create this assignment.
· Use the categories above as APA headings for the sections of your paper.
· Length: This paper is expected to be no more than four pages in length (not including the title pa.
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Chapter 2Blurring SectorsPublic and PrivateOrga.docxcravennichole326
Chapter 2
Blurring Sectors:
Public and Private
Organization Theory:
A Public and Nonprofit Perspective
Note to instructor: These slides do not follow the outline order of the chapter. This is intentional, for lecture purposes. Feel free to rearrange and modify to suit your needs.
What Chapter 2 DoesLays out a spectrum of organizations, from government thru nonprofit to businessConsiders similarities and differences among organization sectorsExplores how lines blur between sectorsExamines the environment that all organizations share
Organization TermsDepartmentAgencyBureauBureaucracy
Caution:
Many terms have multiple definitions
Department:
-- major subunit of a large org
-- cabinet-level office in U.S. Fed gov
Agency:
-- an administrative unit of gov
-- an independent reg. agency w/in gov.
-- a synonym for “bureau”
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Bureau:
-- a major division within a department
-- a “cost center” within an organization
Bureaucracy:
-- a synonym for gov or large org (sometimes derisive)
-- a form of organization (e.g., ideal type)
What “Blurring” MeansIt’s a blending or overlapping of “privateness” and “publicness”Organizations blur more and more often
Types of BlurringContinuum of public-to-private Mixture of public and private Who staffs the front office? Who staffs the back office?Overlap of purposes
This slide introduces the next several slides
Public-Private Continuum
Gov. agencies
Gov. corps.
Gov-nonprofit ventures
Nonprof.: Helping
Nonprof.: Advocacy
Nonprof.: Member
Public-private ventures
Private monopolies
Commercial firms
PUBLIC . .
. . PRIVATE
See Fig. 2-1 for organization examples
Front Office / Back Office JumbleGovernmentNASAUS AID, DOTGovernmentState health servicesNonprofitFundraising campaignFor-profitStudent loans (banks)PrivateEngineering firmsConstruction firmsNonprofitHealth service providersPrivateMarketing firmGovernmentLoan guarantee prog.
The first column represents the front office of an organization, which is what the public sees. The second office represents who might handle a particular operation for the “fronting” organization. More examples are available in Chapter 2, Table 2-2. You or the students may wish to create additional examples.
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-- When involves situations such as catastrophes and temporary situations
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--
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NT2580 Week 1 Understanding IT Infrastructure Security An.docxhenrymartin15260
NT2580: Week 1 Understanding IT Infrastructure Security
Analysis 1.1
Case Study
1
In March 2010, 28 year-old Albert Gonzalez was sentenced to 20 years in federal prison for breaching
security measures at several well-known retailers and stealing millions of credit card numbers, which he then
resold across a variety of shadow “carding” Web sites. Using a fairly simple packet sniffer, Gonzalez was able
to steal payment card transaction data in real time, which he then parked on blind servers in places such as
Latvia and Ukraine—countries formerly part of the Soviet Union. Gonzalez named his activities “Operation
Get Rich or Die Tryin'” and lived a lavish lifestyle by selling stolen credit card information. He was eventually
tracked down by the U.S. Secret Service, which was investigating the stolen card ring. Operation Get Rich or
Die Tryin' took place for more than two years and cost major retailers, such as TJX, OfficeMax, Barnes &
Noble, Heartland, and Hannaford, more than $200 million in losses and recovery costs. It is the largest
computer crime case ever prosecuted.
At first glance, Operation Get Rich or Die Tryin' seems to be an open-and-shut case. A hacker commits a
series of cybercrimes, is caught, and is successfully prosecuted. Fault and blame are assigned to the
cybercriminal, and justice is served for the corporations and the millions of people whose credit card
information was compromised.
Unless you ask the shareholders, banking partners, and some customers of TJX, who filed a series of class-
action lawsuits against the company claiming that the “high-level deficiencies” in its security practices make it
at least partially responsible for the damages caused by Albert Gonzalez and his accomplices. The lawsuits
point out, for example, that the packet sniffer Gonzalez attached to the TJX network went unnoticed for more
than seven months. Court documents also indicate that TJX failed to notice more than 80 GB of stored data
being transferred from its servers using TJX’s own high-speed network. Finally, an audit performed by TJX’s
payment-card processing partners found that it was noncompliant with 9 of the 12 requirements for secure
payment card transactions. TJX’s core information security policies were found to be so ineffective that the
judge presiding over sentencing hearing of Gonzalez reviewed them to determine whether TJX’s damages
claim against him of $171 million is valid.
Apart from lawsuits, TJX faced a serious backlash from customers and the media when the details of the
scope of the breaches trickled out. Customers reacted angrily when they learned that nearly six weeks had
passed between the discovery of the breach and its notification to the public. News organizations ran
headline stories that painted a picture of TJX as a clueless and uncaring company. Consumer organizations
openly warned people not to shop at TJX stores. TJX’s reputation and brand.
This document discusses a technology plan for Ace Real Estate Agency located in Kodiak, Alaska. The agency plans to utilize social media, microblogging, and e-commerce to gain customers and sell homes more effectively than competitors. Microsoft Dynamic CRM is selected as the customer relationship management software to track customers, provide good service, and streamline key processes like offline data access and instant messaging. The software will be used on Windows desktops and Apple iPads to give agents mobile accessibility while showing homes to customers.
NT2580 Week 4 Hardening a NetworkAnalysis 4.2Availability, In.docxhenrymartin15260
NT2580: Week 4 Hardening a Network
Analysis 4.2
Availability, Integrity, or Confidentiality (A-I-C)
Instructions:
Given the network security applications and countermeasures in the first column of the table below, explore answers to the following questions:
· Where does the countermeasure belong in the seven domains of a typical IT infrastructure?
· What CIA functions does the countermeasure provide?
Provide your answers in the table below.
Network Security Applications and Countermeasures
Domains
CIA Function
Ethical hacker
Intrusion detection system/intrusion prevention system (IDS/IPS)
Access controls
Failover server
Automatic updates
Cryptography
Data backups
Logon rights
Computer cluster
Firewalls
Proxies
Antivirus scanners
As a reminder, the seven domains of a typical IT infrastructure include the following domains:
1. User Domain: Actual users
1. Workstation Domain: Workstations, laptops, and end-point devices, such as smartphones and printers
1. LAN Domain: Physical and logical LAN technologies—100 Mbps/1000 Mbps switched Ethernet, 802.11-family of wireless LAN technologies—used to support workstation connectivity to the organization’s network infrastructure
1. LAN-to-WAN Domain: Routers, firewalls, demilitarized zones (DMZs), and IDS/IPS
1. WAN Domain: Routers, circuits, switches, firewalls, gateways, and equivalent gear at remote locations, sometimes under a managed service offering by the service provider
1. Remote access Domain: Virtual private networks (VPNs), laptops with VPN software, and secured socket layer/VPN (SSL/VPN) tunnels
1. System/Application Domain: Hardware, operating system software, database software, client/server applications, and data that are typically housed in the organization’s data center and computer rooms
Representation of the Seven Domains of a Typical IT Infrastructure
1
.
NTNU, May 2009 ntnu.nocbm 1 LEARNING AND MEMORY .docxhenrymartin15260
NTNU, May 2009 ntnu.no/cb
m
1
LEARNING AND MEMORY
- Cellular and molecular mechanisms
Øyvind Høydal
NTNU, May 2009 ntnu.no/cb
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What is learning and memory?
Learning can be defined as acquisition of new
knowledge or skills and/or changes in behaviour as
a result of experience.
Memory refers to the storage and retrieval of
learned knowledge, skills or behaviours.
NTNU, May 2009 ntnu.no/cb
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3
NTNU, May 2009 ntnu.no/cb
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Information and skills are stored within the networks
of neurons in the brain.
When we learn, changes take place that alters the way
neurons communicate with eachother.
Can you guess what changes take place?
NTNU, May 2009 ntnu.no/cb
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Cellular plasticity in learning
and memory
The efficacy of signalling between neurons are altered.
New synapses form
New neurons?
NTNU, May 2009 ntnu.no/cb
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Aplysia californica as a model system for
cellular learning and memory
Studying cellular mechanisms for learning and memory in the mammalian
brain is a formidable challenge due to the enormous number of neurons and
the complexity of synaptic connections.
Aplysia californica is an advantagous model organism because:
- Neurons are quite few (20 000) and can be identified in the circuit.
- Neurons are rather big, making them readily accessable
for in vivo intracellular recordings
NTNU, May 2009 ntnu.no/cb
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7
The gill-siphon reflex in aplysia offers a great
opportunity to link changes in neurons and
synapses with a behavioral output.
When a mechanical stimulus
is applied to the siphon, the
slug responds by withdrawing
its gill.
NTNU, May 2009 ntnu.no/cb
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Gill-siphon-withdrawal reflex
S
M
Tactile
NTNU, May 2009 ntnu.no/cb
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The synapse and some common forms of short-
term synaptic plasticity
Synaptic facilitation: rapid increase in synaptic strength when two APs arrive at the axon terminal
within a short interval of time. Increased Ca+ -influx causes more transmitter substance to be
released.
Synaptic depression: neurotransmitter release decline with sustained stimulation. A possible
mechanism might be depletion of neurotransmitter-containing vesicles in the presynaptic neuron.
Augementation (acts over seconds) and potentation (post-tetanic, acts over minutes) are other forms
of short-term plasticity that enhance transmitter release due to prolonged and increased Ca+ levels.
NMDA
AMPA
AMPA
Na+
AP
Ca+ Ca+ Ca
+
Na+
Na+
NTNU, May 2009 ntnu.no/cb
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Habituation in Aplysia
Habituation: reduced response to a stimulus that is neither harmful nor
beneficial.
In Aplysia: if the siphon is touched repeatedly, the snail will eventually stop
withdrawing its gill.
The response in the sensory neuron is mostly unchanged, so the habituating
effect on behaviour is likely to be mediated by a.
nowHow to be Army StrongI was 18 years old when I saw my fa.docxhenrymartin15260
now
How to be Army Strong
I was 18 years old when I saw my favorite uncle in his uniform. I could see how much respect he got and how strong of a man he was and I wanted that for myself. I asked him how could I become strong like he was. He said to me, it’s not going to be an easy job. I would have to leave my family, friends and everything behind to fight for my country Saudi Arabia.
The first thing I needed was talk with a recruiter. He tried to make me see how difficult this walk was going to be. I believed the hard work would make me strong just like my uncle. We started off with a whole lot of questions. I filled out many different types of paperwork. The paper work included: criminal background checks, medical history, family history, and job history. I had to take a test to see if I was smart enough for the army. I think it was similar to the test soldiers take in America. It asked questions from basic mechanics, computers, cooking, and all general studies. Its purpose was to find out what job I could choose. I passed the test and then I was able to pick a job. I had my pick of a lot of different jobs but I chose to be a machine gunner. Then, after I chose my job, I signed my contract. After that, I was told to come back in two weeks for a drug test and medical test to see if I was fit for the Army. I had to do psychological testing and the doctor checked everything on my body I received my stamp and it was on to basic training.
The second step in becoming Army strong is going to basic training. There are three phases to go through. I arrived to the training camp called Reception. At Reception I received all of my equipment and clothing. I was assigned to the company where I would learn all about being a soldier. The first day I received a haircut and was taught how to properly exercise and gain strength of my body by doing Physical Training. I started learning how to run long distances and how to breathe the right way so I would not get too tired. I did not enjoy ring but I had to do it. After that I issued a M16 Assault Rifle. I took training classes on how to clean, fix and shoot. The next step was learning about the history of the Army and all the things it takes to make up a true soldier. I went through many field exercises where I learned about teamwork. The men were like brothers; we helped each other like a family I participated in rappelling, nuclear biological defense and weapons training. The next step was learning drill, which is how I am supposed to present my self in parades, when we march and at funerals. After that we learned tactics and techniques to stay alive. Then I learned medical training. I had to learn CPR, Heimlich maneuver, wound care and many other forms of medical procedures. The next stage I learned was radio communication. Radio communication is how I can communicate with other soldiers on a mission in the field. Then I learned combat fighting. I used bayonets, padded sticks and hand and hand comba.
NR-351 Transitions in Professional NursingWebsite Evaluation T.docxhenrymartin15260
NR-351: Transitions in Professional Nursing
Website Evaluation Template
Student Name:Date:
Directions:
1. Carefully read the Website Evaluation Guidelines found in Doc Sharing. This provides specific details on how to complete this assignment.
2. Rename this document by clicking “Save As.” Change the file name so it reads Your Last Name Website Evaluation.docx. For example, if your last name is Smith, type “Smith Website Evaluation.docx”.
3. Save the document in a file format compatible with Microsoft Word 2010 or later.
4. Type your name and date at the top of this template.
5. Type your answers directly on the saved and renamed template. Follow all instructions. Save frequently to prevent loss of your work.
6. Submit to the Dropbox by the end of Week 6, Sunday at 11:59 p.m. MT.
7. Post questions about this assignment to the Q & A Forum so your classmates can read the advice, too. You may also e-mail questions to your instructor.
Item instructions:
Type your answers below:
General Information:
State the search engine used to locate the website and the URL of the homepage of the selected website.
URL must link to homepage when copied or clicked.
Authority:
Describe the reasons this website would be considered a reliable resource for information on the topic. Include contact information (group name, address, and phone number).
Information:
Describe information presented on the website including all of the main headings of the site. Describe accuracy and thoroughness of information and how you made this determination.
Objectivity:
Explain how content does or does not represent bias based on advertising and sponsorship.
Ease of Navigation:
Discuss the ease of use of this website for healthcare professionals and for lay persons. Differentiate the ease of navigation for each of these two groups.
Usefulness:
Describe how useful the information on this website is for healthcare professionals and for lay persons. Differentiate usefulness for each of these two groups.
Website Evaluation Template.docx Revised 2/9/2013 cjm
1
Website Evaluation GuidelinesPurpose
The purpose of this assignment is to allow the learner to demonstrate effective strategies for evaluation of credible scholarly websites. Course Outcomes
This assignment enables the student to meet the following course outcomes.
1. Demonstrate effective verbal, written, and technological communication using legal and ethical standards for transferring knowledge. (PO #3)
2. Use leadership strategies that promote quality nursing practice and increase collaboration with other disciplines when planning comprehensive care for individuals and groups. (PO #2)
4. Integrate critical thinking and judgment in professional decision-making in collaboration with faculty and peers. (PO #4)
6. Relate application of the legal and ethical requirements of nursing laws and standards to interactions with faculty, peers, and.
Ntc 362 Week 2, Integrative Network Design Project , Part 1By Alucard1990 | Studymode.com
Kudler Fine Foods Network Overview
Name
University of Phoenix
NTC 362
Date
Instructor
Upon reviewing Kudler Fine Food network, it has been determined that a major network overhaul will need to be conducted to make sure that Kudler is brought up to speed with the latest technology. This is very important because if Kudler is unable to keep up with the technological advances then the company will fall behind. Making sure that Kudler is not only able to keep up with the advances with network systems it is also important to install the proper systems so that no money is wasted. What is meant by this is that if the improper systems and storage units are installed to only handle data over the next year this is only going to force Kudler to spend more money in upgrades in the future. This is why it is vital to install the proper systems that will provide room for future network expansion without having to waste money on unnecessary upgrades. The following is a list of problem areas with the Kudler network: • 56K modems provide slow connections speeds
• Host systems at all site running Window 98 – over 10 years old • Windows NT servers are at the Delmar and Lajolla sites – over 10 years old. • The XLS servers at the Delmar and Lajolla sites are running Office 97 – over 15 years old. • The Novell Servers at the Delmar and Lajolla sites are running this was released in 1994. – over almost 20 years old. • All sites have a stand lone ups system that will need upgraded to provide a redundant power supply to support new systems.
One of the first things that were noticed was that fact that all of the sites are still running 56k modems. This is an old technology and is only hindering the speed between each site. Having the proper connection speed is vital to provide real time updates not only for the profits made each day, but providing the inventory updates on the products that are sold so that those items can be restocked without waiting. These modems will be removed to make the way for the new wide area network and within each site there will be a wireless local area network. The WAN will link all of the site networks together which will in turn boost the network speed and the way employees communicate. The communication aspect of the new network will incorporate a VoIP system and will be managed at one central location. “The great thing about VoIP is that it taps additional value from the already existing infrastructure without additional costs” This will provide the highest quality of phone network will saving on the cost of out phone services.
Another issue that issue that is hindering the speed and efficiency on the network is the fact that all the host systems being used within all the sites are Windows 98. These systems are well over ten years old and a.
NTHEMIND OF GREATCOMPANIESBy Scott BlanchardThe.docxhenrymartin15260
NTHE
MIND OF GREAT
COMPANIES?
By Scott Blanchard
T
he old saying, "money isn't
everything," rings hollow in
today's business world.
where rninute-by-minute
stock quotes scroll across
our computer monitors, and
careers are won or lost based
on Wall Street's analysis of a
company's perforniance. Throw in giob-
al competition, outdated products and
services, increased costs, corporate silos
and other business challenges, and it's
no wonder that tnatiy of today's compa-
nies focus solely on their bottom line,
ofteti at the expense of customer service
and employee satisfaction.
It need not be this way. Great compa
nies focus on more than one bottom
line when gauging their perforniance.
Ttiey choose to be not only the invest-
ment of choice, but also the provider of
choice for their products or services, as
well as the employer of choice for work-
ers in their industry. By looking beyond
immediate, short term results and focus-
ing on strategies to make their compa-
nies successful for the long-term, they
recognize challenges sooner, identify
solutions more quickly and deliver re-
sults ahead of their competitors. In short,
they learn to lead at a higher level.
A clear warning sign that your busi-
ness is trapped in a short-term mindset
is the presence of an "either/or" philoso-
phy. Managers either believe they can
achieve profitability or they can develop
a great workplace, but not both. These
leaders don't always take morale and job
satisfaction into consideration. Their
focus is only their financial bottom line.
From there, it's a short leap to the false
notion tlrat making money is the sole
reason to be in business.
A NEW APPROACH
Contrary to the either/or philosophy,
leading at a higher level requires man-
agers to embrace a "both/and" approach.
In great companies, the development of
people is of equal importance to finan-
cial performance. As a result, the focus
is on long-term results and human satis-
faction. Accordingly, great companies
begin by both creating and nurturing a
vision of the future, and then measuring
progress against that vision.
There are three questions to ask,
which represent the main components
of a corporate vision. By focusing on
these questions, companies are more
likely to ensure they don't lose sight of
their path to success. They are:
• What business are you in? This will
help you identify your company's signif-
icant purpose.
• What will the future look like if you
are successful?
• What guides your behavior and deci-
sions on a daily basis? This will help
you identify clear values.
Great companies keep al! three of
these ideas clearly in mind and make
necessary course corrections when they
realize they are off track.
The next step is to create a corporate
culture that both reflects and reinforces
the corporate vision. The culture con-
sists of the values, attitudes, beliefs,
behaviors and practices of the organiza-
tion's members. Culture is an organiza-
tion's personality, and it can help or hin-
.
nR E E 693 5T o c o m p l e t e th i s e x a m y o u n.docxhenrymartin15260
n
R E E 693 5
T o c o m p l e t e th i s e x a m y o u n e e d t o a n s w e r 8 q u e s t i o n l i s t e d b e lo w . T h e
f i r s t t w o q u e s t i o n s a r e t o b e a n s w e r e d i n E x c e l u s i n g th e a s s o c ia t e d t a b s
i n c l u d e d o n t h e e x a m R E E 6935 t h a t i s p r o v i d e d t o y o u q u e s t i o n 3
- 8 a r e
t o b e a n s w e r e d o n a Wo r d D o c u m e n t i n t h e o r d e r i n w h ic h t h e y a p p e a r .
D u e A p r i l 28 , 2015 .
1. ) (9 P o i n t s ) U s i n g t h e d a t a p r o v i d e d t o y o u i n t h e P r o b l e m 1 t a b ,
c a lc u la t e t h e r e q u e s t e d v a l u e s a n d i n c l u d e y o u r a n s w e r i n th e i r
r e s p e c t i v e c e l ls h i gh l ig h t e d i n y e l lo w .
2 . ) (10 P o i n t ) T h e t a b la b e l e d P r o b l e m 2 i n c l u d e s m o n t h ly p r i c e d a t a o n
th e SA P 500 (SPY ) a s w e l l a s o n K B H o m e (K B H , a r e a l e s t a t e
d e v e lo p m e n t c o m p a n y ) a n d o n H o m e P r o p e r t i e s I n c . (H M E , a n d e q u i t y
R E I T s p e c ia l i z e s i n a p a r tm e n t r e n t a ls ) . U s i n g r e g r e s s i o n c a l c u l a t e t h e
B e t a o f e a c h o f t h e s e 2 r e a l e s t a t e c o m p a n ie s f o r t h e f u l l t im e p e r i o d
p r o v id e d t o y o u .
a . D is p l a y y o u r c a l c u l a t e d B e t a s i n t h e c e ll s h i g h l igh t e d i n y e l l o w .
Y o u m a y i n c l u d e y o u r f u l l r e g r e s s i o n r e s u l t s i n t w o o th e r s e p a r a t e
t a b s
b . W h i c h c o m p a n y h a s a h i g h e r B e t a ? I n o n e t o tw o s e n t e n c e s
e x p l a i n w h y y o u d id o r d i d n
'
t e x p e c t t h a t c o m p a n y t o b e
a s s o c ia t e d w i t h a h ig h e r B e t a .
3 . (10 P o i n t s ) P l e a s e r e f e r t o t h e p a p e r t it l e d O n t h e R e la t i o n b e t w e e n
L o c a l A m e n i t ie s a n d H o u s i n g P r ic e C h a n g e s
"
p r o v i d e d t o y o u w i t h t h i s
e x a m a n d a n s w e r t h e f o l lo w i n g q u e s t io n s .
a . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m F ig u r e 2 ? A r e t h e s e
r e s u l t s e x p e c t e d ? Wh y ?
b . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m f i g u r e 4? A r e t h e s e r e s u l t s
e x p e c t e d ? W hy ?
c . B r i e f ly e x p l a i n w h a t w e c a n l e a r n f r o m t h e r e g r e s s i o n r e s u l t s
p r e s e n t e d i n c o l u m n (4) o f t a b l e 4 . H o w t h e s e r e s u lt s a r e d if f e r e n t
f r o m t h e r e s u l t s p r e s e n t e d i n c o l u m n (2) o f t a b le 4?
d . B r i e f l y e x p l a i n w h a t w e c a n l e a r n f r o m t a b l e 6 t h a t w e d o n
'
t
a l r e a d y k n o w f r o m t h e r e s u l t s p r e s e n t e d i n t h e p r e v i o u s t a b l e s .
NEATPAGEINFO:id=C46A481D-C837-496A-BF88-1036B1B658D9
NEATPAGEINFO:id=1C69E900-548F-4525.
NR360 We Can But Dare We.docx Revised 5 ‐ 9 .docxhenrymartin15260
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 1
NR360 INFORMATION SYSTEMS IN HEALTHCARE
Required Uniform Assignment: We Can, but Dare We?
PURPOSE
The purpose of this assignment is to investigate smartphone and social media use in healthcare and to
apply professional, ethical, and legal principles to their appropriate use in healthcare technology.
Course Outcomes
This assignment enables the student to meet the following course outcomes.
• CO #4: Investigate safeguards and decision‐making support tools embedded in patient
care technologies and information systems to support a safe practice environment for
both patients and healthcare workers. (PO 4)
• CO #6: Discuss the principles of data integrity, professional ethics, and legal
requirements related to data security, regulatory requirements, confidentiality, and
client’s right to privacy. (PO 6)
• CO #8: Discuss the value of best evidence as a driving force to institute change in the
delivery of nursing care (PO 8)
DUE DATE
See Course Schedule in Syllabus. The college’s Late Assignment Policy applies to this activity.
TOTAL POINTS POSSIBLE
This assignment is worth a total of 240 points.
Requirements
1. Research, compose, and type a scholarly paper based on the scenario described below, and
choose a conclusion scenario to discuss within the body of your paper. Reflect on lessons
learned in this class about technology, privacy concerns, and legal and ethical issues and
addressed each of these concepts in the paper, reflecting on the use of smartphones and social
media in healthcare. Consider the consequences of such a scenario. Do not limit your review of
the literature to the nursing discipline only because other health professionals are using the
technology, and you may need to apply critical thinking skills to its applications in this scenario.
2. Use Microsoft Word and APA formatting. Consult your copy of the Publication Manual of the
American Psychological Association, sixth edition, as well as the resources in Doc Sharing if you
have questions (e.g., margin size, font type and size (point), use of third person, etc.). Take
NR360 INFORMATION SYSTEMS IN HEALTHCARE
NR360 We Can But Dare We.docx Revised 5 ‐ 9 ‐ 16 DA/LS/psb 07.14.16 2
advantage of the writing service SmartThinking, which is accessed by clicking on the link called
the Tutor Source, found under the Course Home area.
3. The length of the paper should be four to five pages, excluding the title page and the reference
page. Limit the references to a few key sources (minimum of three required).
4. The paper will contain an introduction that catches the attention of the reader, states the
purpose of the paper, and provides a narrative outline of what will follow (i.e., the assignment
criteria).
5. In the body of the paper, discuss the scenario in relation to HIPAA, leg.
n
s;
,e
il
rl
t.
lnterviewing is one HR function that
almost all managers are involved
with at some point. Here are some
tips for conducting interviews that
identify the best candidates:
. Be prepared-Make sure the
place where you interview is
accessible and comfortable
for you and the candidate.
Read the candidate's r6sum6
and other paperwork ahead
of time, to avoid asking for
information that has already
been provided. Prepare a list
of questions, as well as infor-
mation about the company's
history, culture, and other
details the candidate might be
interested in knowing.
t Put the applicant at ease- A
nervous or cautious job candi-
eate !'!':ay not show his or her
es. qua\itres. Express your
appreciation tor the candr-
date's time, and let the person
know you're glad to meet him
'';
i- i lr'
or her. Briefly explain what to
expect during the interview.
. Ask about past behaviors-
Talking about specific events
makes it harder for a candidate
to focus on guessing what the
interviewer wants to hear, and
the answers give clues about
what the candidate will do in
new situations. For examPle,
depending on the type of job,
you might ask, "Ptease telt
me about a time when you
received a customer comPlaint
and how you handled it," or
"This job involves tight dead-
lines; could you tell me about
a time when you faced a dif-
ficult deadtine?"
. Listen-fhe interview infor-
mation is only as good as the
interviewer's ability to gather
it. Let the candidate do most
oi \he ta\krng, and par; atten-
tion to what is being said and
not said. lf a candidate sounds
vague or too good to be true,
ask follow-up questions to
gather details.
. Take nofes-As much as you
can without distracting Your-
self or the candidate, jot down
notes to remind you of keY
points. Also schedule 5 or 10
minutes after each interview for
writing down your impressions.
r At the end of the interview,
make sure the candidate
knows what to expect next-
for example, a phone call or
additional interviews within
the next week.
Sources: U.S. Department of Com-
merce, Minority Business Development
Agency, "Tips on How to SuccessfullY
tnterview Job Candidates," November 17.
2009, raruw.mbda.gov; University o{ South
Carolina Division of.Human Resources,
"Tips on lnterviewing University Job
Applicants, " http://hr.sc.eoi.r, accesseo'
March 23,2010; and Dun & Bradstreet,
"How to Conduct an E{iective Emp\oyee
lnterview," Small Business
Solution
s,
http:l/smallbusiness.dnb.com, accessed
March 23,2010.
t-I
rl
i.
i.
s
.S
k
S
t
t
5
t
S
{
Preparing to lnterview
Organizations can reap the greatest benefits from intervierving if they prepare care-
fully. A well-planned intervierv should be standardized, comfortable for the partici-
pants, and focused on the job and the organization. The interviewer should have a
cluiet place in rvhich to conduct interviervs r.vithout interruption. This person should
be trained in how to ask objective questions, u'hat subject matter to avoid, a.
NR443 Guidelines for Caring for PopulationsMilestone 2 As.docxhenrymartin15260
NR443 Guidelines for Caring for Populations
Milestone 2: Assessment and Diagnosis
Purpose
The purpose of this paper is to provide an opportunity to utilize community assessment strategies, uncover a community health problem, and identify the components of the problem related to the community dynamics.
Points
225 pointsDirections
This paper is expected to be no more than four pages in length (not including the title page and reference list). Typical papers are usually three pages. Below are the requirements for successful completion of this paper.
· Introduction: This should catch the reader’s attention with interesting facts and supporting sources and include the purpose statement of the paper. This should be no more than one or two paragraphs.
· Community: Identify the community by name that you will be using for this paper and provide a brief, general description of the community. Your community should be the area where you live or work. This should be one or two paragraphs.
· Demographic and epidemiological data: Compile a range of demographic (population description) and epidemiological (causes of health problems and death) data for your community by examining census reports, vital statistic reports, city records, morbidity and mortality reports, and other agency sources. Using these data, describe the community and the problem. Compare your community data to state or national data. This comparison will help to identify a community health problem specific to your community. A summary of these data should be no more than one page.
· Windshield survey: Provide a brief summary of the findings from your first assignment. Make sure to discuss elements that link your observations to your identified problem. This should be no more than one or two paragraphs.
· Problem: Using the assessment data, identify the problem that you consider to be a priority concern. Provide a rationale for your choice and relate your choice to one of the Healthy People 2020 specific numbered objectives. Healthy People objectives are located within a topic area under the Objectives page. Your rationale should also include why this is specifically a problem in your community. This should be no more than three paragraphs. Include support of your rationale with at least two scholarly sources such as professional journal articles related to your problem.
· Summary: The summary paragraph of your paper should include a statement about the problem, the population at risk for this problem, and the major direct or indirect factors that contribute to this problem. This information should be no more than one or two paragraphs.
· Reference page: All references cited within the paper should be included on a separate References page.Guidelines
· Application: Use Microsoft Word 2010™ to create this assignment.
· Use the categories above as APA headings for the sections of your paper.
· Length: This paper is expected to be no more than four pages in length (not including the title pa.
NRB Dec’99 1WHITHER THE EMERGENCY MANAGER 1Neil R Bri.docxhenrymartin15260
NRB Dec’99 1
WHITHER THE EMERGENCY MANAGER? 1
Neil R Britton, PhD
Ministry of Emergency Management & Civil Defence
Wellington, NEW ZEALAND2
Introduction
The invitation to comment on Thomas E Drabek’s Human System Responses to
Disaster: An Inventory of Sociological Findings provides an opportunity to reflect on
the practice of emergency management and the evolving role of the emergency manager.
This focus is timely. The past decade has brought disaster into sharp relief for many;
several large-scale impacts have occurred; and disaster costs (in lives and property
damage) have escalated. The links between community growth, land-use management
practices and vulnerability have become more apparent. These issues have taken place at a
time when the clarion call is for smaller government and more fiscal constraint. This
combination is prompting questions, particularly from central government, about the
function and value of emergency management arrangements.
It is also appropriate to re-think the emergency manager’s role in contemporary society.
Much has changed in 10 years, ranging from the burgeoning of relevant information to the
need to develop integrated management programs for responders. This is leading to a re-
definition of the task-set and a re-evaluation of the emergency manager’s job parameters.
College-level programs and other knowledge-based accreditation courses are rapidly
becoming a prerequisite. These developments are enhancing the image of emergency
management and helping it progress to being a distinctive professional sector.
This essay uses Drabek’s 1986 publication Human System Responses to Disasters as a
vehicle to reflect on major developments influencing emergency management practice. It
begins by locating Human System Responses to Disasters within the disaster sociology
literature, and argues that the book makes two major contributions to disaster study. From
here, the focus of the essay shifts from Drabek’s work to identifying elements that
characterized emergency management practice at the time when Drabek wrote his text.
The essay moves on to look at some current issues pertaining to emergency management,
and leads into a discussion of where the practice might be heading in the coming decade.
A brief return to Human System Responses to Disasters completes the discussion.
1 Paper requested by the Editor, The International Journal of Mass Emergencies and Disasters.
Statements in this paper were first presented at a session of the International Research
Committee on Disasters (ISA Research Committee 39), at the 14th World Congress of
Sociology, Montreal (Quebec), Canada. 26 July - 1 August 1998. The session explored the
contribution of Thomas E Drabek’s textbook Human System Responses to Disaster: An
Inventory of Sociological Findings.
2 Neil Britton manages the Sector Development and Education unit in the Ministry of Emergency
Management & Civil Defence. The commen.
Now, its time to create that treasure map to hide the treasur.docxhenrymartin15260
Now, it's time to create that treasure map to hide the treasure from Ol' Red Coat's family.
Decide on which quadrilateral you will create. For this activity you may use a kite, trapezoid or a parallelogram (that is not a square, rhombus, or rectangle).
Graph the quadrilateral on a coordinate plane. You may print and use graph paper a drawing program such as GeoGebra. The four vertices of the quadrilateral will serve as four destinations on your map. One can be the starting point, the others can be clues along the way, and the last one will be where X marks the spot!
Find the length and slope of each side to justify the classification of your quadrilateral. For example, if your map was a square, your calculations would prove that all four sides are congruent, slopes of opposite sides are congruent, and slopes of adjacent sides are opposite reciprocals.
You need to create a set of directions so you can come back and find the treasure later. Your directions need to explain how to get from each destination on the map to the next one. Use the properties of quadrilaterals in your directions. At least three different quadrilateral properties must be used.
What does it mean to use properties of quadrilaterals in your directions? Here is an example: If your map is in the shape of a parallelogram, your opposite sides will have equal slopes. You could say that to get from Point A to Point B you travel up 3 units and right 2 units to the Palm Tree. From there you might travel East 5 units to Point C. From Point C, you would travel down 3 and left 2 units, where X marks the spot. This proves that the slopes of opposite sides are equal. Include two more properties in your directions. Don’t forget to finish the directions to return to the starting point. See example below.
Get creative and think of clever ways to use the different properties!
Create a key for your map. Show proof that following the directions will get you to the treasure. If one of the directions is to make a 90 degree turn, show how you can prove the turn from one side to another is 90 degrees.
If one of the directions is to travel the same distance as a previous side, use the distance formula to show the two distances are the same.
Submit the following to your instructor:
1. The treasure map on a coordinate plane
2. The length and slope of each side to justify the classification of your quadrilateral
3. The directions to finding the treasure: Include the explanation for how each direction represents a quadrilateral property. Be sure to include at least three properties.
*Note: Please submit the written portion of this assignment using a word processing document or by copying and pasting into the assignment box.
1.1 Elements of Inquiry Used to Study the Workplace
1.2 Methodology Used to Study the Workplace
1.3 The Impact of Paradigms and Trends
1.4 The Major Sociological Perspectives
1.5 The Paradigm Shift to Capitalism
1.6 The Progressive Era
1.7 The Gr.
NR361 Information Systems in HealthcareInterview with a Nursing.docxhenrymartin15260
NR361 Information Systems in Healthcare
Interview with a Nursing Information Expert:
Guidelines and Grading RubricPurpose
The purpose of this assignment is to
· Communicate your understanding of the importance of quality information in everyday nursing practice;
· Discuss the roles and responsibilities of a Nursing Information Expert; and
· Articulate how the professional nurse uses information or data in everyday practice to improve outcomes.Course Outcomes
This assignment enables the student to meet the following course outcomes.
CO #1: Describe patient-care technologies as appropriate to address the needs of a diverse patient population. (PO #1)
CO #4: Investigate safeguards and decision-making support tools embedded in patient care technologies and information systems to support a safe practice environment for both patients and healthcare workers. (PO #4)
CO #8: Discuss the value of best evidence as a driving force to institute change in delivery of nursing care. (PO #8)
Points
This assignment is worth a total of 250 points.
Due Date
This assignment, Interview with a Nursing Information Expert, is due at the end of Week 6. Submit your completed Interview, using the Interview Form, to the basket in the Dropbox by Sunday, 11:59 p.m. mountain time. Post questions to the weekly Q & A Forum. Contact your instructor if you need additional assistance. See the Course Policies regarding late assignments. Failure to submit your paper to the Dropbox on time will result in a deduction of points.
Directions
1. Download the NR361 Interview Form from Doc Sharing. It is found under the Week 6 Interview link.
2. Select your interviewee and schedule an interview. This individual must be a registered nurse. Job titles of RNs who may be considered include but, are not limited to, Nursing Clinical Information Manager; Super User, Director/Manger Clinical Education; Chief Information Officer; Quality Assurance or Performance Improvement Nurse; Nurse Informaticist; Telenursing Specialist; Nurse Abstractor; Case Manager; Compliance Nurse. If you have any concerns about whether the RN is suitable for this assignment, contact your instructor BEFORE you schedule the interview.
3. Review all questions (areas of inquiry) on the Interview Form located in Doc Sharing PRIOR to conducting the interview. You may print the form and take it with you to the interview.
4. Note that there are five (5) Required Questions to ask the RN.
5. Note that there are four (4) Optional Questions. You need to select only ONE of them to ask the RN.
6. Note that there are two (2) Follow-Up Questions that must be answered by YOU.
Prior to conducting your interview, review two scholarly resources. These resources should guide your understanding of the RN’s role and responsibilities or make you more knowledgeable about GIGO, interprofessional communication, or other key concepts in the questions that you may not fully understand. For example, if your interviewee is a Telenurse, you would want.
NR360 Information Systems in Healthcare Team Technology Pr.docxhenrymartin15260
NR360 Information Systems in Healthcare
Team Technology Presentation Guidelines and Grading Rubric
Revised: 01/26/2014, 07/09/2014 09/12/2014 DA
Objective
The purpose of this Team Technology Presentation is to provide students the opportunity to explore a technology used in the healthcare
system. The project requires students to work in a small team together in order to describe how this technology supports the patient care
experience through the use of information technology and information structures. Additionally, the student will explore the experience of
clear and concise communication skills, when interacting with peers, who may or may not be from the same geographical area, or campus as
they are. The final product and discussion/critique of this project is to be completed online with the class in Unit 8.
Course Outcomes
This assignment enables the student to meet the following Course Outcomes:
CO 1: Describe patient-care technologies as appropriate to address the needs of a diverse patient population. (PO 1)
CO 5: Identify patient care technologies, information systems, and communication devices that support safe nursing practice. (PO 5)
CO 6: Discuss the principles of data integrity, professional ethics, and legal requirements related to data security, regulatory requirements,
confidentiality, and client’s right to privacy. (PO 6)
CO 8: Discuss the value of best evidence as a driving force to institute change in delivery of nursing care. (PO 8)
Guidelines
• This is a Team or Group project. You will be assigned to groups, and given a topic (According to class size—typically 3-5 students
will be in a group).
Please do not ask to change groups, etc. as the group will not be changed. As nurses, we need to be able to participate as a part of a
multidisciplinary team, no matter where we are located, and regardless of whether or not we are familiar with a particular individual!
All group members will receive the same grade for each deliverable, UNLESS it is determined that a group member has not been
participating in assigned portions of the project. This is why documentation and communication in the assigned Team discussion
threads is essential. EVERYONE must complete/sign the Team Charter Form and place it in your designated Group discussion
thread under “Team Collaboration” in Course Home.
1. Communicate with your team members in the “Team Collaboration” Area of your Course Home, located under Week 8.
NR360 Information Systems in Healthcare
Team Technology Presentation Guidelines and Grading Rubric
Revised: 01/26/2014, 07/09/2014 09/12/2014 DA
***You will use the Group Project Team Collaboration Threads in the Course home as a “meeting” or communication venue. Be
sure you are documenting in YOUR Team’s discussion area, identified by a color assigned to your team! This will also serve as
documentation/verification for group members should there be ins.
NR443 Guidelines for Caring for PopulationsMilestone 2 Assess.docxhenrymartin15260
NR443 Guidelines for Caring for Populations
Milestone 2: Assessment and Diagnosis
Purpose
The purpose of this paper is to provide an opportunity to utilize community assessment strategies, uncover a community health problem, and identify the components of the problem related to the community dynamics.
Course Outcomes
This assignment enables the student to meet the following Course Outcomes.
CO 1. Evaluate the planning of delivery of care to individuals, families, aggregates, and communities in a variety of healthcare settings based on theories and principles of nursing and related disciplines. (PO 1)
CO 2. Integrate clinical judgment in professional decision-making and implementation of the nursing process through analysis of community health nursing practice. (PO 4)
CO 7. Accept accountability for personal and professional development as part of the life-long learning process. (PO 5)
Due Date
Submit to the appropriate basket in the Dropbox by 11:59 p.m. MT Sunday of Week 4.
Points
225 pointsDirections
This paper is expected to be no more than four pages in length (not including the title page and reference list). Typical papers are usually three pages. Below are the requirements for successful completion of this paper.
· Introduction: This should catch the reader’s attention with interesting facts and supporting sources and include the purpose statement of the paper. This should be no more than one or two paragraphs.
· Community: Identify the community by name that you will be using for this paper and provide a brief, general description of the community. Your community should be the area where you live or work. This should be one or two paragraphs.
· Demographic and epidemiological data: Compile a range of demographic (population description) and epidemiological (causes of health problems and death) data for your community by examining census reports, vital statistic reports, city records, morbidity and mortality reports, and other agency sources. Using these data, describe the community and the problem. Compare your community data to state or national data. This comparison will help to identify a community health problem specific to your community. A summary of these data should be no more than one page.
· Windshield survey: Provide a brief summary of the findings from your first assignment. Make sure to discuss elements that link your observations to your identified problem. This should be no more than one or two paragraphs.
· Problem: Using the assessment data, identify the problem that you consider to be a priority concern. Provide a rationale for your choice and relate your choice to one of the Healthy People 2020 specific numbered objectives. Healthy People objectives are located within a topic area under the Objectives page. Your rationale should also include why this is specifically a problem in your community. This should be no more than three paragraphs. Include support of your rationale with at least two scholarly sources such.
Nowak Aesthetics, was founded by Dr. Eugene Nowak in 1999, in Ch.docxhenrymartin15260
Nowak Aesthetics was founded in 1999 in Chula Vista, California by Dr. Eugene Nowak to provide dermatological, cosmetic surgery, and skin rejuvenation procedures to residents of San Diego County. Dr. Nowak is board certified in dermatology and aims to help patients regain confidence and achieve their desired look through both medical and cosmetic procedures. Nowak Aesthetics has consistently ranked in the top 5 dermatologists in San Diego County for customer service and innovative procedures.
NR305 Health Assessment Course Project Milestone #2 Nursing Di.docxhenrymartin15260
NR305 Health Assessment
Course Project Milestone #2: Nursing Diagnosis and Care Plan Form
Your Name: Date:
Your Instructor’s Name:
Directions: Refer to the Milestone 2: Nursing Diagnosis and Care plan guidelines and grading rubric found in Doc Sharing to complete the information below. This assignment is worth 250 points, with 10 points awarded for clarity of writing, which means the use of proper grammar, spelling and medical language.
Type your answers on this form. Click “Save as” and save the file with the assignment name and your last name, e.g., “NR305_Milestone2_Form_Smith” When you are finished, submit the form to the Milestone 2 Dropbox by the deadline indicated in your guidelines. Post questions in the Q&A Forum or contact your instructor if you have questions about this assignment.
1: Analyze Assessment Data:
Based on the health history information, identify the following:
A. Areas for focused assessment (30 points)
Provide a brief overview of those areas of strength and weakness noted from Milestone 1: Health History.
B. Client’s strengths (30 points)
Expand on areas identified as strengths related to the person's overall health. Support your conclusions with data from the textbook.
C. Areas of concern (30 points)
Expand on areas previously identified as abnormal and those that place the person at a health risk. Support your observations with data from the textbook.
D. Health teaching topics (30 points)
Identify health education needs. Support your statements with facts from the Health History and information from your textbook.
2: Nursing Care Plan
Next, plan your care based on your analysis of your assessment data:
A. Diagnosis (30 points)
Write one nursing diagnosis that reflects a priority need for this person. Remember a wellness diagnosis is a possibility.
B. Plan (30 points)
Write one goal and one measurable expected outcome related to your nursing diagnosis. Explain why this goal and outcome is a priority. Include cultural considerations for this client.
C. Intervention (30 points)
Write as many nursing orders or nursing interventions that you need in order to achieve the outcome. Provide the rationale for each intervention listed.
D. Evaluation (30 points)
You will not carry out your care plan so you cannot evaluate the effectiveness of your nursing interventions. Instead, comment on what you would look for in order to evaluate your effectiveness.
Milestone #2: Nursing Diagnosis and Care Plan Form 8-6-13 jm
2
NR 305 Health Assessment
Guidelines for Course Project Milestone 2:
Nursing Diagnosis and Care Plan AssignmentPurpose
This activity will be a continuation of the Milestone 1: Health History that you submitted in Week 4. In this part of the assignment you will take the information you gathered, analyze the data, and develop a nursing care plan.Course Outcomes
This assignment enables the student to meet the following course outcomes:
CO #3: Utilize effective communication when performing a .
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
2. as returns on equity improve and profit accumulation grows.
Public
agencies are guided by statutory dictate: laws that are passed
and
signed by representatives of the electorate. Nonprofit
organizations
have neither of these limitations or anchors. They are born of
human
needs perceived but not served by existing markets or
government
statute. To understand the nonprofit sector, we must understand
the
substantive values and ethics that people hold—that is, the
qualities
of life they want to realize that are not being achieved through
profit-
seeking or governmental organizations.
Once we remind ourselves of the substantive values that give
rise
to nonprofit efforts, we can begin to grasp the more involving,
dis-
cursive, and democratic form of organization that the nonprofit
sec-
tor invites. Indeed, part of what people may want to accomplish
in
nonprofit organizations may have as much to do with
constructing
an authentically democratic form of organization in which
ordinary
people get to practice democracy and voice as it does with the
desire
to achieve specific goals (Rothschild and Whitt, 1986). As such,
the
processes of the organization may prove to be as important to
the participants as the goals, and this may be an equally
3. important
Nonprofit Management & Leadership DOI: 10.1002/nml
1 3 8 R O T H S C H I L D , M I L O F S K Y
way in which nonprofit organizations distinguish themselves
from
for-profit or state agencies.
In a world of resource scarcity, however, and as they age, non-
profit organizations have been noted to become more
bureaucratic
and to adopt practices and goals indistinguishable from those in
their
environment (Wood, 1992). They may come to sell products and
services in a market, just as for-profit enterprises do. They have
been
known to accept grants that are attractive and available but do
not
fit their mission. They are subject to the pressures of
organizational
isomorphism (DiMaggio and Powell, 1988) and follow the
fashions
of their institutional fields rather than the logical dictates of
their
mission and core values. They are often scrutinized by the
public
and regulated by government or institutional associations, and
as a
result, they may adapt to fit conventionally accepted images of
proper management style and organizational form. In all of
these
ways, hierarchical and bureaucratic forms of organization from
4. the
government and for-profit sectors may end up being imported to
the nonprofit sector, all in the name of “maturity,”
“appropriateness,”
“growth,” and even “accountability.”
This special issue of Nonprofit Management and Leadership
asks
under what conditions nonprofit organizations can manage to
stick
to, and deepen, the specific values, passions, and ethics from
which
they sprang, not how they can “mature” into full-blown
bureaucratic
organizations with extensive rules, procedures, and professional
staffs. We ask how the egalitarian ethos and the commitment of
vol-
unteers who animate the beginnings of so many of these
organiza-
tions can be sustained. In our view, this question ought to be
among
the central issues of scholarship related to nonprofit
management
and theory, and through this special issue of NML we hope to
stim-
ulate further research and dialogue on it. This special issue
grew out
of an effort by members of the Community and Grassroots
Organi-
zations Section of the Association for Research on Nonprofit
Organizations and Voluntary Action to present research that
helps
to frame and understand this area of discussion.
Research on for-profit businesses does not fail to study the rela-
tive success of such organizations in terms of market position,
5. return
on equity, profit margins, or growth of earnings. Recent
discussions of
business organizations may add to the analysis newer metrics
having
to do with corporate social responsibility, but most business
analysts
would consider the latter irrelevant if it diminished profit
growth.
Government agencies are held accountable to their purposes, as
set
forth in statutes, and employees are expected to administer or
imple-
ment the law whether or not they personally believe in it. This
pre-
sents a formidable impediment to employee voice, much less
worker
empowerment and self-management, in the public sector (Behn,
2005). Indeed, business enterprises that depend on their
employees
for creative ideas and inventions have been much quicker to
grasp the
motivational advantages of a less hierarchical and more
democratic
To understand the
nonprofit sector,
we must
understand the
substantive
values and ethics
that people hold.
6. T H E C E N T R A L I T Y O F VA L U E S , PA S S I O N S ,
A N D E T H I C S 1 3 9
Nonprofit Management & Leadership DOI: 10.1002/nml
workplace and thus engaged workforce, and they have gone
much fur-
ther down this road than has the public sector (Rothschild,
2000). The
nonprofit sector, however, stands alone in appealing only to
those who
believe in the qualitative purposes of the organization. Why else
vol-
unteer or seek employment with a nonprofit organization? The
other
sectors of society generally pay more and rely not at all on
volunteers
to get their work tasks done. It would be most unusual if
employers
in the for-profit or public sectors even asked individuals during
the
hiring process whether they believed in the profit motive or in
the statute that defined the public agency. Only in the nonprofit
orga-
nization is commitment to a substantive value a determinant of
employment or volunteer service (Oster, 1995).
Despite the substantive values that form the premise of the non-
profit sector and motivate the beginnings of these organizations,
the
values and ethics of participants are understudied and often
over-
looked in the research on nonprofit organizations. This may be
partly
due to the relative methodological difficulty of getting a handle
7. on
values, passions, and ethics. Surely the metrics of performance
used
in the for-profit world and even in the public sector are easier to
mea-
sure. This, however, is not the whole story, because as a field
we
could do a better job of assessing the extent to which nonprofit
orga-
nizations accomplish their original missions. Students of for-
profit
enterprise do not generally forget to look at profits and losses,
just
as students of public sector organizations do not forget the
statute-
based purposes of those organizations, but we believe that too
often
practitioners and students of nonprofits get sidetracked by a
lens bor-
rowed from the for-profit (dominant) sector. In this way,
nonprofit
practitioners may come to think that they need to emulate the
for-
mal and hierarchical organizational structures that, as Weber
warned
over a hundred years ago, can only eliminate substantive values
from
the effective equation. Concerns with efficiency can come to
crowd
out devotion to substantive purpose, bringing in place of those
qual-
itative purposes “accountability” data that can be used to justify
and
protect the organization but add little to its actual services and
for-
mal rules and procedures that only discourage formerly devoted
8. volunteers and staff from participating.
We frequently hear lip-service paid to the importance of the
qual-
itative mission or purpose in a nonprofit organization. However,
because many nonprofit scholars are most interested in what
David
Horton Smith (1997a, 1997b) calls “large, paid-staff
nonprofits,” the
realistic target of work in the field often has shifted to how
nonprofit
organizations can generate enough resources to survive and how
they
can adopt top-down managerial styles that make drift from the
founding mission (Sills, 1957; Jeavons, 1994) the norm rather
than
the exception. Within this context, we ask in this special
volume of
NML what it means to wed values and structure.
We begin this special issue with a fascinating account of
Alcoholics Anonymous (AA) written by Thomasina Borkman.
The nonprofit
sector stands
alone in
appealing only to
those who believe
in the qualitative
purposes of the
organization.
Borkman shows how the founding conception, specific history,
9. and
leadership of AA combined to develop an organization where
empathic and egalitarian values are not just spoken, but are key
to
the very method by which the organization helps people. As she
shows, the shared experience of equals is the essence of the
method
and purpose of AA, without which it would be unable to stir
personal
transformation. As AA wedded its original values and purposes
to its
organizational structure, it ended up establishing a
decentralized,
experience-based, egalitarian method and template emulated by
hun-
dreds of other self-help organizations.
In the next article in this issue, Elizabeth Hoffmann analyzes
worker cooperatives, pointing out that they are hybrid
organizations.
Like nonprofit organizations, they are set up to serve social
needs and
substantive values. Like businesses, they seek to produce a
livelihood
for their worker-owner members, but unlike conventional
businesses,
they are not profit maximizing. They have social purposes and
egal-
itarian values as well. Hoffmann shows in her analysis of
workers in
cooperative enterprises in comparison to workers in
conventional
capitalist-owned enterprises that the cooperative organizations
engender considerably more loyalty. This may be “ironic,” as
she puts
it, because while greater loyalty leads people to work harder for
10. the
co-op than they would for a conventional firm that they did not
own,
it may also lead them to express more grievance about or
criticism
of the co-op. Hoffmann’s work reminds us that the greater
commit-
ment and loyalty that can be generated in nonprofit
organizations
should not be expected to produce more quietude or conformity.
The next article, Hillel Schmid’s review of the leadership
research, indicates that there are many valid styles of leadership
and
explores how those different styles may fit with different
structures
and contexts so that values and mission can best be
implemented in
the nonprofit sector. Organizational age, distinctive
technologies, and
external constituencies create different leadership demands.
Some-
times leaders must be charismatic and visionary in order to
create a
following for a certain project. But at other times, routinized
leader-
ship that emphasizes accountability is needed for the requisite
tasks
to be carried out. Schmid reminds us that values and passions
may
find appropriate expression in bureaucracies too.
Rachel Christensen and Alnoor Ebrahim ground their examina-
tion of accountability processes in their concrete observations
of how
these processes unfolded in a refugee resettlement organization
11. they
studied. In the context of the resource dependency that most
non-
profits experience and the sometimes counterproductive ways
that some nonprofits have been known to adapt to donor
demands,
Christensen and Ebrahim emphasize the other side of the coin:
how
donors can be reminded of the organization’s original purposes
and
their accountability processes shaped to help serve those
purposes.
In their vivid account of “spoon counting” in this resettlement
agency, the authors shed needed light on the sorts of
accountability
1 4 0 R O T H S C H I L D , M I L O F S K Y
Nonprofit Management & Leadership DOI: 10.1002/nml
The greater
commitment and
loyalty that can
be generated
in nonprofit
organizations
should not be
expected to
produce more
quietude or
conformity.
12. measures that can burden the local organization with tedium in
con-
trast to the sorts of accountability processes that can aid
organiza-
tional learning and thus help the local organization to improve
the
value, reach, and ethics of the service it provides.
In the final article, Max Stephenson and Marcy Schnitzer exam-
ine humanitarian relief efforts: large international efforts that of
necessity require the coordination of many relief organizations.
In
the confusing, sometimes competitive, emergency situations in
which
humanitarian relief organizations must do their work,
Stephenson
and Schnitzer show why the traditional top-down, hierarchical
model
of giving orders in a relief theater does not work. They suggest,
in its
place, a network model of semiautonomous organizations. In a
net-
worked context, preexisting organizational relationships of trust
become the key to effective coordination and quick action. It is
trust
in the ethics and competence of other organizations that makes
large
relief efforts possible.
In a classic piece, David Horton Smith (1997a, 1997b) argued
that the “dark matter of the nonprofit universe” was being
ignored.
By “dark matter” he was referring to small nonprofit
organizations
where many participants are volunteers and activities often are
13. not
funded by government or foundations. People participate and
these
entities survive only because they take on challenges that
people
believe in and that their members believe are not or cannot be
met
by for-profit or governmental institutions.
Surely, bureaucratic templates and power-centralizing processes
have been known to pressure, displace, or gut original purposes
and
democratic processes (DiMaggio and Powell, 1988; Leach,
2006;
Milofsky, 1988; Rothschild and Whitt, 1986; Stinchcombe and
Smith,
1975; Taylor, 1979; Sills, 1957). This was the main point of
Michels’s
famous “iron law of oligarchy” (1949). But if large associations
evolve
toward becoming more impersonal, unethical, and guided solely
by
economistic value, does this mean that they started as
something
different—as the opposite? On this question we do not have as
much
research as we would like. We do not wish to romanticize small
orga-
nizations since small organizations may face problems of
incompe-
tence and fraud (Cnaan, 1996), cliques that gain control and do
not
accept newcomers or people who are different (Wuthnow,
1994),
deceptiveness about mission (Milofsky, 1997), and insufficient
scope
14. to accomplish great purposes. At the same time, we know that
large,
bureaucratic, and centralized structures have been the undoing
of
many values-based undertakings.
Although the articles in this issue address various aspects of
behavior in nonprofit organizations, taken together we believe
they
suggest the utility of bringing our focus in the field of
nonprofits back
to the shared values, ethics, and passions that give rise to these
orga-
nizations in the first place. Clearly, these organizations must
invent
or grapple with ways to accomplish their substantive purposes,
while
still developing the directly democratic forms of management
that are
T H E C E N T R A L I T Y O F VA L U E S , PA S S I O N S ,
A N D E T H I C S 1 4 1
Nonprofit Management & Leadership DOI: 10.1002/nml
Large,
bureaucratic, and
centralized
structures have
been the undoing
of many
values-based
undertakings.
15. often a coequal part of their original purpose. The staff and
volunteers
who start and join these organizations have a distinct vision of a
just
world, of some aspect of an ethical world, and a desire to play a
per-
sonal and significant role in bringing that valued vision into
being.
This means that to be true to their purpose and potential, non-
profit organizations must attend to both: their substance and
their
form, as their substantial purposes cannot be achieved outside
of a
consistent managerial form. As human values and public ethics
can
come to be considered and known only through a dialogic and
democratic forum, we believe that organizations that are values
dri-
ven raise questions and opportunities for the study of
participatory
methods of managing organizations. For this reason, we hope
that
this special issue of NML will encourage others who are
interested in
the nonprofit sector to focus on which management methods and
organizational structures can best achieve substantive human
values
and fidelity to the images of justice that people hold dearly.
JOYCE ROTHSCHILD is professor of sociology, School of
Public and Inter-
national Affairs, Virginia Polytechnic Institute and State
16. University,
Blacksburg, Virginia.
CARL MILOFSKY is professor of sociology, Department of
Sociology and
Anthropology, Bucknell University, Lewisburg, Pennsylvania.
References
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Milofsky
(ed.), Community Organizations: Studies in Resource
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Exchange. New York: Oxford University Press, 1988.
Jeavons, T. When the Bottom Line Is Faithfulness: Management
of
Christian Service Organizations. Bloomington: Indiana
University
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Leach, D. “The Way Is the Goal: Ideology and the Practice of
Collec-
tivist Democracy in German New Social Movements.”
17. Unpublished
doctoral dissertation, University of Michigan, 2006.
Michels, R. Political Parties: A Sociological Study of the
Oligarchical
Tendencies of Modern Democracy. New York: Free Press, 1949.
(Originally published in 1911.)
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New York: Free Press, 1957.
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Associa-
tions as the Dark Matter Ignored in the Prevailing ‘Flat Earth’
Maps
of the Sector.” Nonprofit and Voluntary Sector Quarterly,
1997a, 26,
114–131.
Smith, D. H. “Grassroots Associations Are Important: Some
Theory
and a Review of the Impact Literature.” Nonprofit and
Voluntary
Sector Quarterly, 1997b, 26, 269–306.
Stinchcombe, A. L., and Smith, T. W. “The Homogenization of
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Taylor, R.C.R. “Free Medicine.” In J. Case and R. Taylor (eds.),
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19. Wood, M. M. “Is Governing Board Behavior Cyclical?”
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Wuthnow, R. Sharing the Journey: Support Groups and
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A N D E T H I C S 1 4 3
Nonprofit Management & Leadership DOI: 10.1002/nml
For bulk reprints of this article, please call (201) 748-8789.
Document 1 of 1
Factors influencing ethical climate in a nonprofit organisation:
An empirical investigation
Author: David Cruise Malloy; Agarwal, James
ProQuest document link
Abstract: Drawing from Victor and Cullen's theoretical
framework a recent study by Agarwal and Malloy
examined ethical work climate dimensions in the context of a
nonprofit organisation. This paper reviews the
framework and extends the study further by investigating
several factors that influence the perception of ethical
work climate in a nonprofit organisation. The multiple analysis
of variance (MANOVA) procedure is employed to
test nine hypotheses. Results demonstrate somewhat unique
findings regarding factors that influence ethical
20. climate perception in a nonprofit context. Specifically, the
findings of this study point to the level of education,
decision style and the influence that superiors and volunteers
have upon ethical perception. Results also
demonstrate that factors that have been employed traditionally
by for-profit management, such as length of
service, codes of ethics, size of the organisation and peer
pressure, do not effectively influence ethical
perception in the nonprofit context. Finally implications of this
study are discussed. [PUBLICATION ABSTRACT]
Links: Linking Service
Subject: Nonprofit organizations; Studies; Variance analysis;
Organizational behavior; Business ethics;
Location: United Kingdom, UK
Classification: 9540: Non-profit institutions; 9130:
Experimental/theoretical; 9175: Western Europe; 2410:
Social responsibility; 2500: Organizational behavior
Publication title: International Journal of Nonprofit and
Voluntary Sector Marketing
Volume: 8
Issue: 3
Pages: 224-250
Publication year: 2003
Publication date: Aug 2003
Publisher: Wiley Subscription Services, Inc.
Place of publication: London
Country of publication: United States
Publication subject: Social Services And Welfare, Business And
Economics--Marketing And Purchasing
ISSN: 14654520
Source type: Scholarly Journals
Language of publication: English
Document type: Feature
Document feature: tables charts references
ProQuest document ID: 236418848
23. The nonprofit sector has recently been under scrutiny for proven
and alleged ethical
lapses, contributing to a more cynical attitude by the public
with respect to the mo-
tives of those who lead nonprofit organizations. The alleged
deceptive fund-raising
practices of the American Red Cross in the early months
following the September
11, 2001, terrorist attacks focused the public’s attention on the
fund-raising practices
of one of the most trusted national charities. An about-face on
the policy occurred,
contributing to the firing of the organization’s CEO (Wilhelm
and Williams 2001);
more recently, scandal affected several local chapters of the
organization (Atkisson
2002; WNDU 2005). In the wake of Hurricane Katrina,
hundreds of new charities
246 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
blossomed overnight, many of them illegitimate, prompting the
Federal Trade Com-
mission to issue warnings to unwary donors (Federal Trade
Commission 2006).
The 1980s and 1990s witnessed even more embarrassing
scandals that rocked the
voluntary sector and increased public cynicism concerning the
destination of its
charitable largesse. Among others, the scandals involved the
United Way of America,
televangelists Jim Bakker and Jimmy Swaggart, the national
24. Episcopal Church,
Covenant House, the National Association for the Advancement
of Colored People
(NAACP), and the Foundation for New Era Philanthropy (Coble
1999). These
episodes have focused attention on increasing the accountability
of America’s tax-
exempt charities, although Americans continue to have a basic
trust in the nonprofit
sector generally (Independent Sector 2002).
Creating an ethics code is one strategy among a menu of options
that organizations
use to demonstrate a commitment to and involvement in
promoting an ethical work-
ing environment. Other strategies include forming an ethics
committee, establishing
an ethics helpline to resolve ethical dilemmas, offering training
to employees, and
conducting ethics audits (Weber 1996).
The purpose of this article is to explore the role of ethics codes
in organizational
life and to begin the discussion of what provisions are
appropriate or the norm for
professional and trade associations. Among the topics addressed
are the functions of
a code, typical content of a code, and some history about the
organizations that have
codes. This paper provides an empirical study identifying
patterns in the content of
ethics codes of a sample of nonprofit, tax-exempt trade and
professional associations
within a small, distinct geographic area.
Literature Review
25. A number of writers have defined the component elements that
constitute a code
of ethics. Among them are “systematic efforts to define
acceptable conduct” (Plant
2001, 309), “a collection of aspirations, regulations, and/or
guidelines that represent
the values of the group or profession to which it applies”
(Pritchard 1998, 527), and
“a published statement of the set of values and moral
aspirations of a given profes-
sion, developed in an effort to prevent corrupt behavior as well
as communicate
professional behavioral standards to the public at large” (Bruce
1998).
Codes of ethics are viewed as a means for expressing one’s
professional identity
(Weaver 1993) and as “a mark of a profession” (Pritchard 1998,
530). Weaver (1993)
suggests two divergent explanations for the adoption of ethics
codes in organiza-
tions. The first is to promote ethical action. The second is for
instrumental reasons
related to profit maximization, such as to avoid irreparable
harm to the organization
that may result from unethical behavior. Another instrumental
reason is to give the
impression that the organization can police itself and thus avoid
costly regulation.
A code can also serve as a vehicle to address social issues, such
as discrimination
or social welfare, or to clarify relationships among members of
an organization.
A code serves as “an important focus for group loyalty and
26. shared values,”
The author gratefully acknowledges the contributions of Dr.
Jeremy Plant of Penn
State University, who served as chair of the doctoral
dissertation “An Analysis of Ethics
Codes of Nonprofit, Tax-Exempt Membership Associations:
Does Principal Constituency
Make a Difference?” upon which this paper is based.
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
P U B L I C I N T E G R I T Y SUMMER 2007 • 247
Pritchard observes (1998, 530). She adds that, historically,
professional associations
typically had a monolithic base of membership, drawing their
members from a pool
with the same social and cultural background. Today’s
professional association is
likely to be much more diverse, and its members not as likely to
share a common
moral philosophy. Thus the code is a strategy that serves the
purpose of laying out
the common values to which the group aspires.
Codes of ethics are a method of control over the behavior of
subordinates,
particularly when highly detailed. As Frankel (1989) points out,
codes may offer
organizational guidance to individuals facing novel situations,
provide a basis for
public expectations, strengthen an organization’s sense of
27. common purpose, deter
unethical behavior, and offer support to those who feel they are
under pressure to
act unethically.
Another function of a code of ethics is to provide guidance to
organization
members in resolving dilemmas when they must choose among
competing values
(Plant 2001). A code of ethics is viewed as a tangible method
for organizations to es-
tablish a need to encourage or compel ethical
behavior and demonstrate a commitment to
that end (Wood 2000), and a way to transmit
ethical values to an organization’s members
(Wotruba, Chonko, and Loe 2001). Also, a
code is a statement to external stakeholders,
serving as a “warranty to customers and cli-
ents of how a business will conduct itself in regard to basic
moral principles like
honesty and fairness” (Pritchard 1998, 530). Some observers
view organizational
ethics codes as simply a mechanism to fend off litigation
(Dobson 2005). One
distinguishing feature of a profession is simply having a code of
ethics (Adams,
Tashchian, and Stone 2001). Developing an ethical code often
brings to the fore
controversial issues of what is morally right and wrong
professional behavior.
Codes of Ethics Typologies
The literature of public administration is rich with efforts to
find some order and
structure in the content of ethics codes. This article seeks to
28. build on previous ef-
forts to find common themes among highly individualized and
diverse documents.
Pritchard (1998) writes that codes typically include an
introductory set of general,
aspirational principles that are indistinguishable from those
adopted by other pro-
fessional groups. Hemphill (1992) suggests that associations
should include three
types of provisions in their codes: economic provisions,
environmental provisions,
and socio-political provisions. Economic provisions relate to
relationships between
producer and consumer. Environmental provisions emerged in
the 1990s, and in-
clude provisions relating to environmental issues, health and
safety, and product
liability. The socio-political code includes principles addressing
political partici-
pation, bribery, philanthropy, the local community, and
affirmative action issues
(Hemphill 1992).
Jamal and Bowie’s (1995) three-part typology of association
ethics code contents
includes constructs related to avoiding moral hazards,
maintaining personal courtesy,
and serving the public interest. Moral hazards develop as a
result of information
dissymmetries that are commonly described by principal-agent
theory (Waterman
Developing an ethical code often
brings to the fore controversial issues
of what is morally right and wrong
professional behavior.
29. 248 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
and Meier 1998). In many cases, a client observing a
professional is not able to de-
termine whether he or she is behaving appropriately. Among the
moral hazards that
occur are those emanating from conflicts of interest, defined by
Tom L. Beauchamp
as “a conflict between a person’s private or institutional gain
and that same person’s
official duties in a position of trust” (Jamal and Bowie 1995).
Other hazards are mak-
ing political contributions for the purpose of influencing the
awarding of business, or
accepting referral contingent fees, because the person receiving
such a fee will feel
an obligation to the professional providing the fee at the
expense of the client (Jamal
and Bowie 1995). Maintaining professional courtesy
encompasses avoiding false,
misleading, or deceptive advertising or advertising that is
undignified (e.g., jingles,
showmanship, or exaggeration) or coercive, harassing, or
overreaching (Jamal and
Bowie 1995). Putting the public interest first means that a
professional will consider
the effect of putting the safety of the public paramount over the
economic interests
of the client.
A typology of ethical constructs (adapted from O’Boyle and
30. Dawson 1992 and
Tucker, Stathakakopolous, and Patti 1999) includes seven
distinct descriptions of a
particular ethical statement:
1. Integrity provisions: General provisions that encompass
morality, honesty,
sincerity, candor, responsibility, and trust.
2. Equality: Treating everyone the same (in the public
administration context,
“treating like cases alike”) and not showing favoritism.
3. Economic Efficiency: “Producing the right kind and right
amount of goods
and services the consumer wants at the lowest possible costs
and within the
legal mores of the community.”
4. Equivalence: Fairness in the exchange between the buyer and
the seller,
imposing equal burdens on them.
5. Distributive: The behavior of a superior in distributing the
benefits of col-
lective activities to all in the group who generated those
benefits.
6. Contributive: Everyone in a group who receives collective
benefits has the
duty to contribute to producing those benefits.
7. Environmental: Political and environmental externalities,
such as pollution,
health and safety, and product liability. Also includes anti-
discrimination
31. provisions.
Weaver’s (1993) typology consists of organizational provisions
(compliance and
sanctions provisions, responsibilities to stakeholders, the
character of organizational
communication including record-keeping), employee issues
(substance abuse
policies, workplace safety and quality, conflicts of interest,
nepotism, moonlight-
ing, contacts with the media and government officials, use of
company property,
confidentiality, bribes, and kickbacks), legal matters (e.g.,
compliance with anti-
trust laws, nondiscrimination, compliance with OSHA laws), the
organization’s
status in society (e.g., maintaining the reputation of the
organization’s name and
providing for honest advertising), and responsibility to society
(e.g., engaging in
community and charitable activities, protecting the
environment, conserving en-
ergy, and protecting the safety of the public). Gaumnitz and
Lere (2002) provide a
nine-part typology of ethics code provisions consisting of
confidentiality, honesty
and integrity, responsibilities of employers/clients, obligations
to the profession,
independence and/or objectivity, legal and technical
compliance, discreditable or
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
32. P U B L I C I N T E G R I T Y SUMMER 2007 • 249
harmful acts, social values, and ethical conflict resolution.
These typologies are
diverse, but not necessarily contradictory. One factor that
makes ethical issues
hard to group coherently is their complexity; any action by an
individual can be
explained by multiple motivations.
Methodology
According to C.S. Benson, codes of ethics vary based in part on
whether the or-
ganization is nonprofit, for-profit, or government (in Plant
2001). The principal
research question to be answered in this study is the following:
Do the codes of
ethics of U.S.-based national and international membership
associations exempt
under IRS Section 501(c) differ from each
other based upon whether their memberships
consist of principally nonprofit, for-profit, or
government organizations or those employed
by these sectors? Content analysis was em-
ployed to answer this question. The technique
of content analysis refers to the absence or
presence in a text (in this case a code) of a
word or set of words or of synonyms for that
word (in cases where the intent is to convey a particular
meaning) that relate to a
particular construct. The intent was to eliminate overlap among
the constructs in
this study.1
The population for the analysis consisted of tax-exempt national
33. and international
trade and professional associations based in the vicinity of the
nation’s capital.2 The
intent was to capture virtually all of the major trade and
professional associations in
the United States, while at the same time controlling for the
effects of geography.
To select this population, a search was performed of the
Associations Unlimited
database for national and international associations based in
Washington, D.C.,
Virginia, and Maryland. Each of these organizations was
compared against the most
current Internal Revenue Service Master List.
Once the population was chosen, the next step was to
discriminate among groups
that had predominantly for-profit, nonprofit, and government
memberships. The
principal way this was accomplished was by utilizing the
Standardized Industrial
Code (SIC) in the Associations Unlimited database.3
A review was then made of the names and descriptions of all of
these organiza-
tions. Those that did not have a clear government, for-profit, or
nonprofit character,
or had SIC codes that did not reflect their character, were
eliminated. Virtually every
organization had at least one SIC code designating it as a
nonprofit organization,
since in order to qualify as a member of the selected population,
the organization
had to be a nonprofit association.
Of the 969 organizations available in the study population, 670
34. had valid e-mail
addresses, and each of them was contacted to ask whether it
had a code of ethics.
The request was to either send the code or indicate where it
could be found on the
organization’s Web site. Because the number of government
associations in the
population was relatively small, sixty-seven follow-up letters
were sent to govern-
ment associations that either did not respond to the initial e-
mail, or did not have
e-mail addresses, or whose e-mail message requesting a code of
ethics bounced back.
One factor that makes ethical issues
hard to group coherently is their
complexity; any action by an individual
can be explained by multiple
motivations.
250 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
Calls were made to all government nonrespondents. Web sites
of all nonrespondents
were visited to determine whether an ethics code was available.
The study involves hypothesis testing on what independent
variables (nominal
variables relating to the governmental, nonprofit, or for-profit
character of the as-
sociation) influence the dependent variables (generic ethics
code provisions). The
35. dependent variables were selected based on a review of the
literature with emphasis
on the content of codes (Jamal and Bowie 1995; Josephson
Institute, 2001; O’Boyle
and Dawson 1992; Plant 2001; Tucker, Stathakakopolous, and
Patti 1999; Weaver
1993).
In addition, a review was made of nearly 100 codes taken from
a convenience
sample posted on the Internet. Most of these codes were from
organizations that
did not meet the criteria for selection in the
sample that became part of the Master Study
database described below, but which provided
a rich menu of generic ethic provisions in
actual use by organizations. Hundreds of ge-
neric provisions could have been selected as
dependent variables. Based on the literature
and actual codes, a selection was made that
maximized the potential of answering the
research question and identifying generic
provisions that would successfully delineate
government association codes from for-profit
association codes, government association
codes from nonprofit association codes, and nonprofit
association codes from for-
profit association codes (see Table 1).
Thirty-four hypotheses were tested in the study. Each took the
form:
H
x
36. : The content of a nonprofit, tax-exempt 501(c) membership
associa-
tion’s ethics code relating to (insert each dependent variable) is
influ-
enced by whether the association’s constituency is primarily
one that is
for-profit, nonprofit, or governmental.
The final step before analysis was to create a database that
included the name
of the organization, its SIC codes, its IRS exempt-status
category, number of staff,
its assets and annual budget (from data provided by the IRS
Master List of exempt
organizations, the National Trade and Professional Associations
of the United States,
and the Associations Unlimited on-line database), the character
of the organization
(for-profit, nonprofit, governmental), and a content analysis of
the code (i.e., whether
the code has one or more generic provisions that relate to each
of the thirty-four
dependent variables described by the hypotheses).
Descriptive statistics were generated with respect to the samples
of government,
nonprofit, and for-profit character national 501(c) tax-exempt
associations, both in
the aggregate and divided into the three types. Among these
statistics are the mean
budget, mean number of staff, and mean age in months. T-tests
were performed to
determine whether there were statistically significant
differences among the three
types of associations with respect to these independent ratio
37. variables.
Chi-square statistics were generated to test whether there were
statistically signifi-
Do the codes of ethics of U.S.-
based national and international
membership associations . . . differ
from each other based upon whether
their memberships consist of
principally nonprofit, for-profit, or
government organizations or those
employed by these sectors?
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
P U B L I C I N T E G R I T Y SUMMER 2007 • 251
TABLE 1
Study Dependent Variables
1. Making public interest paramount over individual interests or
organizational interests
(public interest).
2. Putting client’s interests first rather than profit motive,
avoiding conflicts of interest, ac-
cepting improper gifts that could influence decision-making,
improper outside employment
(client interest).
3. Respect for and complying with the law (respect for law).
4. Respect for confidentiality between principal and agent, and
38. between agent and agent’s
organization (confidentiality).
5. Promoting fairness (fairness).
6. Antidiscrimination with respect to race, color, creed, national
origin, sex, and sexual
orientation (antidiscrimination).
7. Corruption, such as bribes, kickbacks, self-dealing, stealing,
fraud (corruption).
8. Truthfulness, honesty, candor, trust, good faith, integrity
(integrity).
9. Requiring proficiency in providing the services required and
referral or not accepting
agent role in the absence of having appropriate skills to do the
job (proficiency).
10. Responsibility, taking responsibility for own errors, giving
credit to others when it is
due, not taking credit for another’s work (credit to others).
11. Code enforcement, procedures for reporting violations,
process for public to lodge com-
plaints, sanctions for violators (enforcement).
12. Promoting the association and the profession, participating
in the organization and its
committees; maintaining the dignity of the profession;
encouraging others, such as students,
to consider joining the profession and/or association (support
for association).
13. Upgrading professional competence, professional
development and continuing education
(upgrading knowledge).
14. Sexual misconduct, including dual personal relationships,
sexual harassment, sexual
relationships between agent and principals (sexual misconduct).
15. Equality, impartiality in decision-making, nonpartisanship,
39. treating “like cases alike”
(equality).
16. Advertising of services (advertising).
17. Quality of services provided (quality).
18. Rebates and kickbacks for referrals (rebates and referrals).
19. Environmental, externality issues such as polluting the
environment, participating in
community life, philanthropy (environmental).
20. Use of illegal drugs and/or alcohol (substance abuse).
21. Personal life integrity, leading exemplary personal life,
correcting abuses discovered
(personal life).
22. Treatment of business competitors (competition).
23. Being considerate to others, including courtesy, promptness,
friendliness, kindness,
compassion, benevolence (courtesy).
24. Public accountability, information disclosure, openness,
involving the public in the
process (accountability).
25. Misrepresentation of professional/academic credentials
(credentials).
26. Professionalism (professionalism).
27. Objectivity (objectivity).
28. Exposing violations of ethics or laws of others (exposing
others).
29. Avoiding conflicts of interest, as contrasted to making the
interest of the principal para-
mount over personal interests (conflicts of interest).
30. Receiving improper gifts (improper gifts).
31. Respect for client’s dignity, self-determination (respect for
dignity).
32. Respect for pluralism and diversity (pluralism).
33. Treatment of employees (treatment of staff).
34. Lobbying to change laws to support profession/industry
(lobbying).
40. 252 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
cant differences among the three types relating to the presence
of the various types of
code provisions. After testing to see that the descriptive data
were not significantly
different for government associations from outside the selected
Washington/Vir-
ginia/Maryland area, an additional twelve national government
association codes
were added to the study. Analyses were performed using the
original government
association codes, and these new codes added.
Findings
A total of 341 of the 664 associations contacted directly (see
note 2) responded (51.4
percent).4 A total of 46 of the 66 government associations
responded (69.7 percent).
A total of 101 of the 164 nonprofit associations responded (61.6
percent). A total of
194 of the 434 for-profit associations responded (44.7 percent).
Many of those that
did not respond had Web sites. The fact that the site did not
include a code did not
validate that the association lacked a code. However, if a code
was found, it was
included in the study as a “response.”
Data were available for all the associations with respect to
budget size, number
41. of staff, and the date the association was formed. The latter was
recoded as “months
old.” The mean budget for 901 reporting associations was $3.82
million. The mean
number of staff was 26. The mean number of months was 576.5.
The responding associations were larger and older. The mean
budget of
333 associations was $4.2 million. The mean number of staff
was 31, and the
mean age was 607 months. The government associations had a
mean budget of
$2.98 million, a mean staff of 22.97, and were an average of
525 months old.
The nonprofit associations had a mean budget of $3.98 million,
a mean staff of
27.16, and were an average of 569 months old. The for-profit
associations had
a mean budget of $3.84 million, a mean staff of 25.69, and were
an average of
587 months old.
A statistical analysis was performed (using chi-squares) to
determine whether
the codes differed by type of organization with respect to each
of the thirty-four
independent variables chosen. The results included additional
government associa-
tion codes. The findings were the same for every variable when
these additional
codes were excluded, although the validity of the statistical
analysis was increased
by having more cases to examine.
An additional analysis was performed to compare the codes of
government and
42. nonprofit associations, government and for-profit associations,
and nonprofit and
for-profit associations, using the same methodology used to
compare all three. The
justification was to determine whether there were statistically
significant differ-
ences between two types of associations (government and
nonprofit, government
and for-profit, and nonprofit and for-profit) when the original
analysis demonstrated
that there were no differences among the three, or vice versa
(see Table 2, Table 3,
and Table 4).
The chi-square analysis of the thirty-four independent variables
shows some
interesting results. As pointed out by Gaumnitz and Lere
(2002), research involv-
ing content analysis of codes is still in the exploratory level.
While they looked for
common themes among the codes of business organizations, and
found some, the
comparison of associations across constituency types is a new
direction. Among
the findings were the following:
Codes of Ethics of Nonprofit, Tax-Exempt Membership
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P U B L I C I N T E G R I T Y SUMMER 2007 • 253
TABLE 2
Comparison of Government Codes to Nonprofit Codes
43. Government Nonprofit
n = 25 n = 51
Name of variable
(% with code
provision)
(% with code
provision) χ2 p-value
Public interest 24 16 0.772 0.380
Client interest 8 47 11.372 0.001*
Respect for law 48 47 0.006 0.938
Confidentiality 72 71 0.016 0.899
Fairness 52 24 6.160 0.013*
Antidiscrimination 40 45 0.177 0.674
Corruption 24 18 0.427 0.513
Integrity 52 69 1.993 0.158
Proficiency 28 49 3.041 0.081
Credit to others 12 29 2.814 0.093
Enforcement 20 29 0.776 0.381
Support for association 44 36 0.450 0.502
Upgrading knowledge 44 36 0.450 0.502
45. Pluralism 8 24 2.692 0.101
Treatment of staff 8 8 0.001 0.981
Lobbying 4 10 0.777 0.378
*significant at the 0.05 level.
254 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
TABLE 3
Comparison of Government Codes to For-Profit Codes
Name of variable
Government
n = 25
(% with code
provision)
For-profit
n = 74
(% with code
provision) χ2 p-value
Public interest 24 18 0.499 0.480
Client interest 8 28 4.351 0.037*
47. Personal life 24 4 8.996 0.003*
Competition 4 26 5.446 0.020*
Courtesy 36 8 11.308 0.001*
Accountability 24 19 0.299 0.584
Credentials 24 7 5.626 0.018*
Professionalism 20 24 0.196 0.658
Objectivity 40 10 12.255 < 0.001*
Exposing others 32 15 3.538 0.060
Conflicts of interest 56 18 13.916 < 0.001*
Improper gifts 32 5 12.408 < 0.001*
Respect for dignity 12 1 5.465 0.019*
Pluralism 8 3 1.352 0.245
Treatment of staff 8 16 1.039 0.308
Lobbying 4 8 0.480 0.488
*significant at the 0.05 level.
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
P U B L I C I N T E G R I T Y SUMMER 2007 • 255
48. TABLE 4
Comparison of Nonprofit Codes to For-Profit Codes
Name of variable
Nonprofit
n = 51
(% with
code
provision)
For-profit
n = 74
(% with
code
provision) χ2 p-value
Public interest 16 18 0.076 0.782
Client interest 47 28 4.573 0.032*
Respect for law 47 54 0.591 0.442
Confidentiality 71 30 20.266 < 0.001*
Fairness 24 42 4.511 0.034*
Antidiscrimination 45 15 13.937 < 0.001*
Corruption 18 10 1.813 0.178
Integrity 69 70 0.039 0.844
50. Objectivity 22 10 3.592 0.058
Exposing others 39 15 9.600 0.002*
Conflicts of interest 57 18 20.896 < 0 .001*
Improper gifts 12 5 1.659 0.198
Respect for dignity 35 1 26.987 < 0.001*
Pluralism 24 3 13.167 < 0.001*
Treatment of staff 8 16 1.896 0.168
Lobbying 10 8 0.108 0.742
*significant at the 0.05 level.
256 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
1. Working in the public interest: This provision was found in
24 percent
of government codes, compared to 16 percent of nonprofit codes
and 18
percent of for-profit codes. One might reasonably have expected
that gov-
ernment associations would find this an attractive provision to
include in
their codes because it is one of the principal differences that
distinguishes
government organizations from business organizations.
However, the
51. results did not confirm this.
2. Respect for law: This provision was found in 48 percent of
government
codes, compared to 47 percent for nonprofit codes and 54
percent for for-
profit codes. Again, there might have been a expectation that
this generic
provision would be attractive for government associations, and
this was not
the case.
3. Fairness: Only about half of the government associations
mentioned this
in their codes. One might have expected this provision to be
more salient
in government-related codes than in the other two sectors
because govern-
ment is charged with making decisions that have broad
implications for the
common good.
4. Antidiscrimination: One would have expected this to be a
cornerstone of a
government association ethics code, but only ten of the twenty-
five govern-
ment codes included such a provision.
5. Corruption: Provisions relating to corruption and bribes
appeared in only
six of twenty-five government codes (the resignation of a sitting
member
of Congress in December 2005 after the admission that he
routinely ac-
cepted bribes has focused national attention on this type of
ethical lapse).
52. 6. Integrity: Only thirteen of twenty-five government codes
mentioned
integrity provisions, including truthfulness. A democracy relies
to a great
extent on political leaders’ not lying, and it is difficult to
fathom the lack of
consistency with respect to having such provisions in codes that
apply to
government officials.
7. Proficiency: More than half of the nonprofit codes mentioned
proficiency/
competence, compared to only 28 percent of government codes.
One might
have expected this topic to be of at least equal salience in
government-re-
lated association codes.
8. Enforcement: Only thirty-seven of 150 codes mentioned
enforcement of
the code, supporting the view that codes tend to be aspirational
rather
than regulatory. If a major purpose of having a code is to
influence be-
havior, then a strong case can be made for having tangible
sanctions for
violations.
9. Upgrading Knowledge: A slightly higher, but not statistically
significant,
percentage of for-profit codes (49 percent) mentioned
continuing educa-
tion (or, at least, keeping up with the latest technical
developments in the
field), which was a higher percentage than either government
53. (44 percent)
or nonprofit (36 percent).
10. Sexual Misconduct: Not a single government or for-profit
code mentioned
sexual misconduct, surprising considering the legal and social
implications
of ethical lapses in this area and the attention such lapses
received during
the Clinton years. Almost a quarter of the nonprofit codes
mentioned this
topic. Considering the shockwave created by the Monica
Lewinsky scan-
Codes of Ethics of Nonprofit, Tax-Exempt Membership
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P U B L I C I N T E G R I T Y SUMMER 2007 • 257
dal, one would have expected more attention to this type of
ethical lapse.
11. Quality: If there is a “quality revolution” in the government,
nonprofit, and
for-profit sectors, it was not evident from the codes of ethics.
Only thirty-
three of 150 codes mentioned quality of services.
12. Improper Gifts: Only eight of the twenty-five government
codes had a pro-
vision relating to improper gifts, a surprisingly small number
considering
the potential for abuse in this area.
54. 13. Client Dignity/Pluralism: Nonprofit association codes were
much more
likely to have provisions relating to client dignity (35 percent)
and plural-
ism (24 percent) than their government (12 percent and 8
percent, respec-
tively) and for-profit counterparts (1 percent and 3 percent,
respectively).
At a minimum, such provisions should be appropriate for
government
associations, particularly at a time of rapidly changing
demographics in
which minorities are increasing coming in contact with
governments (and
governments are increasingly hiring minorities).
In summary, this study found some especially interesting
results, most notably
that no government code had a direct reference to sexual
misconduct. For those
who are involved with the task of creating new ethics codes or
modifying existing
ones, the data should be of value in the consideration of what
content to include or
modify in their documents.
Conclusion
To paraphrase the political scientist Wallace Sayre, government,
business, and
nonprofit organizations are the same in all but the most
important respects. This
study focuses on one such important respect, ethical
considerations, and illustrates
that the context of the role of a professional or trade association
clearly affects the
55. content of its code. The study of nonprofit, tax-exempt 501(c)
membership associa-
tions is a ripe area for research. Whereas all are technically
within the same sector
(i.e., the nonprofit sector), the culture and behavior of these
organizations may in
fact differ considerably, reflecting the culture and behavior of
the principal sector
or professional background and education represented by most
of their member-
ships. The purpose of this study was to examine one narrow
aspect of organizational
culture—the organization’s code of ethics—and determine
whether the principal
constituency is a predictor of the content of its code. The
analysis validates that this
is indeed the case. While the intention was not to provide a
normative discussion
of code provisions, this paper may make a contribution in
suggesting what are the
appropriate contents of an ethics code, depending upon the
principal constituency
of the organization.
NOTES
1. The content analysis consists of reviewing each ethics code
provision, and making
a judgment about which of the thirty-four constructs that
comprise the dependent variables
created for this study (see below) makes the best fit. In the
event that there was only a
minimal relationship to any of the constructs, no attempt was
made to “force” individual
code provisions into a construct. If a provision was able to fit
into two or more constructs,
56. a judgment was made as to which had the best fit. In answering
the research question, three
existing databases were employed—the Internal Revenue
Service’s Master List of Exempt
258 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
Organizations, a printed directory titled National Trade and
Professional Associations of
the United States, and the on-line Associations Unlimited
database (GaleNet 2002).
2. More than 8,000 national trade and professional associations
representing pro-
cessors, manufacturers, and service industries are listed in the
latest edition of National
Trade and Professional Associations of the United States
(Columbia Books 2006). Most
of these are tax-exempt under Section 501(c)(6) of the Internal
Revenue Code. Based on
IRS statistics, the number of these associations increased at the
rate of about 2 percent
each year during the 1990s (Internal Revenue Service 2006).
The number of organiza-
tions exempt under Section 501(c)(6) of the Internal Revenue
Code during fiscal year
2005 was 86,485 (IRS 2006).
3. For sampling purposes, a “for-profit” association
constituency means that the
organization has a Standardized Industrial Code (SIC) of 0110–
7900 and does not fit
57. better in the two other categories of organizations. A
“nonprofit” association constituency
means that the organization has an SIC of 8000 (Health
Services), 8200 (Educational
Services), 8300 (Social Services), or 8400 (Museums,
Botanical, and Zoological Gardens)
and does not fit better in the two other categories of
organizations. A “governmental”
association constituency means that the organization has an SIC
of 9100 (Executive,
Legislative, and General), 9200 (Justice, Public Order, and
Safety), 9400 (Administration
of Human Resources), 9500 (Environmental Quality and
Housing), 9600 (Administration
of Economic Programs), or 9700 (National Security and
International Affairs) and does
not fit better in the two other categories of organizations. The
intent was to characterize
these organizations by whether their membership consists of
people who work primarily
in the public, nonprofit, or private sector.
4. Of ninety-one government associations, twenty-five had
codes, thirty-three had
no codes, twenty did not respond, and thirteen were not
contacted directly (either because
they did not have valid e-mail addresses or did not answer the
telephone or return mes-
sages left on an answering machine). Of 318 nonprofit
associations, fifty-one had codes,
fifty had no code, sixty-three did not respond, and 154 were not
contacted directly. Of
572 for-profit associations, seventy-six had codes, 118 had no
code, 240 did not respond,
and 138 were not contacted directly. In total, of the 664
contacted directly or indirectly,
58. 150 had codes (see Appendix), 201 had no codes, and 323 did
not respond.
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62. 260 • P U B L I C I N T E G R I T Y SUMMER 2007
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Appendix
Association Name Type
Accrediting Bureau of Health Education Schools 2
Air Conditioning Contractors of America 3
Air Line Pilots Association 3
Air Traffic Control Association 3
American Academy of Physician Assistants 2
American Academy of Podiatric Sports Medicine 2
American Alliance for Health, Physical Education, Recreation
& Dance 2
American Association for Marriage and Family Therapy 2
American Association of Collegiate Registrars and Admissions
Officers 2
American Association of Family and Consumer Sciences 2
American Association of Pastoral Counselors 2
American Association of Police Polygraphers 1
63. American Association of Tissue Banks 2
American Boat Builders & Repairers Association 3
American Bus Association 3
American College of Radiology 2
American Correctional Association 1
American Correctional Health Services Association 1
American Council on Education 2
American Dance Therapy Association 2
American Family Therapy Association 2
American Financial Services Association 3
American Folklore Society 2
American Institute of Chemists 2
American Institute of Floral Designers 3
American Institute of Parliamentarians 1
American International Freight Association 3
American Jail Association 1
American Land Title Association 3
American Medical Women’s Association 2
64. American Medical Writers Association 3
American Moving and Storage Association 3
American Music Therapy Association 2
American Occupational Therapy Association 2
American Osteopathic Academy of Addiction Medicine 2
American Physiological Society 2
American Podiatric Medical Association 2
American Psychological Association 2
American Resorts & Residential Development 3
American Society for Clinical Laboratory Science 2
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
P U B L I C I N T E G R I T Y SUMMER 2007 • 261
Association Name Type
American Society for Horticultural Science 2
American Society for Nutritional Sciences 2
American Society for Public Administration 1
American Society of Addiction Medicine 2
65. American Society of Appraisers 3
American Society of Crime Laboratory Directors 1
American Society of Interior Designers 3
American Society of Law Enforcement Trainers 1
American Society of Pension Actuaries 3
American Society of Travel Agents 3
American Speech-Language Hearing Foundation 2
American Textile Manufacturers Institute 3
American Traffic Safety Services Association 3
American Wind Energy Association 3
Architectural Woodwork Institute 3
Aseptic Packaging Council 3
Asphalt Emulsion Manufacturers Association 3
Association for Ambulatory Behavioral Healthcare 2
Association for Healthcare Philanthropy 2
Association of American Medical Colleges 2
Association of Consulting Foresters of America 3
Association of Government Accountants 1
66. Association of International Photography Art Dealers 3
Association of Machinery and Equipment Appraisers 3
Association of OCC and ENV Clinics 2
Association of Specialists in Cleaning and Restoration 3
Building Owners & Managers Institute International 3
Club Managers Association of America 3
Construction Management Association of America Foundation 3
Direct Selling Association 3
Distance Education & Training Council 2
Distributive Education Clubs of America 2
Electronic Retailing Association 3
Endocrine Society 2
Equipment Leasing Association 3
Government Finance Officers Association of the United States
and Canada 1
Health Insurance Association of America 3
High Technology Crime Investigation Association 1
Independent Lubricant Manufacturers Association 3
67. International Association of Assessing Officers 1
International Association of Chiefs of Police Incorporated 1
International Association of Law Enforcement Intelligence
Analysts 1
262 • P U B L I C I N T E G R I T Y SUMMER 2007
Gary M. Grobman
Association Name Type
International City County Management Association 1
International Claim Association 3
International Franchise Association 3
International Institute of Municipal Clerks 1
International Society of Fire Service Instructors 1
International Window Cleaning Association 3
International Wood Products Association 3
Irrigation Association 3
Lamaze International 2
Management Association for Private Photogrammetric
Surveyors 3
68. Manufactured Housing Institute 3
Modular Building Institute 3
Mortgage Bankers Association of America 3
NAFSA Association of International Educators 2
National Air Duct Cleaners Association 3
National Air Filtration Association 3
National Art Education Association 2
National Asphalt Pavement Association 3
National Association for College Admission Counseling 2
National Association for Court Management 1
National Association for Drama Therapy 2
National Association for Practical Nurse Education & Service 2
National Association of Broadcasters 3
National Association of Chain Drug Stores 3
National Association of Charterboat Operators 3
National Association of Chemical Distributors 3
National Association of Credit Management 3
National Association of Development Companies 3
69. National Association of Energy Service Companies 3
National Association of Home Builders of the United States 3
National Association of Insurance and Financial Advisors 3
National Association of School Psychologists 2
National Association of Schools of Art and Design 2
National Association of Schools of Theater 2
National Association of Social Workers 2
National Association of State Agencies for Surplus Property 1
National Association of Student Personnel Administrators 2
National Association of Surety Bond Producers 3
National Auto Auction Association 3
National Black Police Association Incorporated 1
National Burglar and Fire Alarm Association 3
National Catalog Managers Association 3
Codes of Ethics of Nonprofit, Tax-Exempt Membership
Associations
P U B L I C I N T E G R I T Y SUMMER 2007 • 263
Association Name Type
70. National Communications Association 3
National Forum for Black Public Administrators 1
National Grain and Feed Association 3
National Industrial Transportation League 3
National Institute of Governmental Purchasing 1
National Investor Relations Institute 3
National Paint & Coatings Association 3
National Rehabilitation Association 2
National School Boards Association 1
National Sheriffs Association 1
National Society for Histotechnology 2
National Spa and Pool Institute Middle Atlantic Chapter 3
National Stone and Gravel Association 3
NCSL–Legislative Information and Communications Staff 1
North American Deer Farmers Association 3
Outdoor Advertising Association of America 3
Outdoor Power Equipment Aftermarket Association 3
Painting & Decorating Contractors of America 3
71. Self Storage Association 3
Society for In Vitro Biology 2
Society for Nutrition Education 2
Society of Neurosurgical Anesthesia & Critical Care 2
Society of Toxicology 2
Solar Energy Industries Association 3
Towing and Recovery Association of America 3
Truckload Carriers Association 3
Yacht Brokers Association of America 3
(1 = Government, 2 = Nonprofit, 3 = For-Profit)
ABOUT THE AUTHOR
Gary M. Grobman is an adjunct professor of nonprofit
management at Gratz College,
Melrose Park, Pennsylvania. He is the author of the textbook,
Introduction to the Non-
profit Sector: A Practical Approach for the 21st Century, 2nd
ed. (2007), and several
other nonprofit management books.