Relational coordination theory makes visible the social processes, the human interactions, that underly the technical process of coordinating complex work. It describes the management of interdependence not only between tasks but also between the people who perform those tasks.
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
Developing Innovative Models of Prqactice at the Interface Between the NHS an...BASPCAN
Messages from a Scoping Review.
Barry Luckock, University of Sussex, Brighton, UK
Jane Barlow, University of Warwick, Coventry, UK
Christopher Brown, UCL, Institute of Education London UK
This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
Developing Innovative Models of Prqactice at the Interface Between the NHS an...BASPCAN
Messages from a Scoping Review.
Barry Luckock, University of Sussex, Brighton, UK
Jane Barlow, University of Warwick, Coventry, UK
Christopher Brown, UCL, Institute of Education London UK
A Quantitative Explanatory Correlational Study to examine the relationship between role ambiguity, self efficacy and interdisciplinary collaboration in hopes to improve working relationships which will then result in improved service delivery.
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
In a time of growing health expenditures and inefficiencies, ageing populations, rise of chronic diseases, co-morbity and technical evolutions, there is a worldwide quest for performant, innovative and sustainable health systems that are, a.o. effective and cost efficient, patient-centric, integrated and co-creative and able to deal with the growing society dynamics.
Effectively implementing strategic initiatives that tackle the aforementioned challenges or dissolve existing problems appears a frightening task since the majority of the implementations fail.
Current approaches and frameworks addressing organizational changes are fragmented, heterogeneous and mostly descriptive. In this study, we aim to design and develop a more prescriptive, holistic and integrated approach.
This thesis project extends current research on how Product-Service/ Systems (PSS) increase the competitiveness of what businesses provide to society. In particular, when the significant stakeholders who create value, structured as a network, are also involved in the co- development of the value proposition. Applying the Framework for Strategic Sustainable Development (FSSD), this study looks at how the early stages of a strategic planning process for sustainability could improve this co-development of PSS. The field research helped to understand the particularities of co-developing PSS and how the planning process could be adapted using the FSSD. As a result, theoretical dimensions, and general guidelines to put these into practice, are recommended in a model. The theoretical dimensions were field tested and refined. It was discovered that when creating the aspirational goals of the network, including other perspectives, in addition to companies and the customer’s, could expand the perception of value available to be provided. To do so is proposed a systematic understanding of the situation, and its socio-ecological context, where the activities of the value-based network of stakeholders are performed.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
A Quantitative Explanatory Correlational Study to examine the relationship between role ambiguity, self efficacy and interdisciplinary collaboration in hopes to improve working relationships which will then result in improved service delivery.
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
Tackling failures, complexity and integration in (re)engineering health systemsRaphael Wouters
In a time of growing health expenditures and inefficiencies, ageing populations, rise of chronic diseases, co-morbity and technical evolutions, there is a worldwide quest for performant, innovative and sustainable health systems that are, a.o. effective and cost efficient, patient-centric, integrated and co-creative and able to deal with the growing society dynamics.
Effectively implementing strategic initiatives that tackle the aforementioned challenges or dissolve existing problems appears a frightening task since the majority of the implementations fail.
Current approaches and frameworks addressing organizational changes are fragmented, heterogeneous and mostly descriptive. In this study, we aim to design and develop a more prescriptive, holistic and integrated approach.
This thesis project extends current research on how Product-Service/ Systems (PSS) increase the competitiveness of what businesses provide to society. In particular, when the significant stakeholders who create value, structured as a network, are also involved in the co- development of the value proposition. Applying the Framework for Strategic Sustainable Development (FSSD), this study looks at how the early stages of a strategic planning process for sustainability could improve this co-development of PSS. The field research helped to understand the particularities of co-developing PSS and how the planning process could be adapted using the FSSD. As a result, theoretical dimensions, and general guidelines to put these into practice, are recommended in a model. The theoretical dimensions were field tested and refined. It was discovered that when creating the aspirational goals of the network, including other perspectives, in addition to companies and the customer’s, could expand the perception of value available to be provided. To do so is proposed a systematic understanding of the situation, and its socio-ecological context, where the activities of the value-based network of stakeholders are performed.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
Macro Environment and Organisational Structure A Reviewijtsrd
This piece of work theoretically or descriptively considered the impact of the external environment on the structure of organizations. The key variables being organizational structure the dependent variable and the external environment of the organization as the independent variable . Dimensions of organizational structure adopted were centralization, formalization, standardization, specialization and configuration while the measures of external environment applied were level of uncertainty or changeability, intolerance or xenophobia and complexity. The theoretical foundation was hinged on social identity theory and contingency theory. Meaning, types and factors affecting organizational structure were considered alongside environmental factors. It was observed that the external environment has great impact on the organization and is largely responsible for the dynamic nature of the business world. It was therefore recommended that an adequate environmental scanning be carried out to ascertain the stability or otherwise of the environment to be able to know which structural type to adopt at every point in time. Hannah Chika, Anyanwu | Dr. Justin Mgbechi. O. Gabriel "Macro Environment and Organisational Structure: A Review" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-1 , December 2020, URL: https://www.ijtsrd.com/papers/ijtsrd35834.pdf Paper URL : https://www.ijtsrd.com/management/organizational-behaviour/35834/macro-environment-and-organisational-structure-a-review/hannah-chika-anyanwu
This paper argues that sustainable industrial systems depends on only on good environmental and public health outcomes but also on adequate employment and earning capacity in a well-functioning and equitable economic system.
This paper reports on a comparative case study of three ongoing research and development (R&D) projects, each conducted virtually across multiple sites and involving varying degrees of task uncertainty due to its stage on a continuum of the R&D process, from basic fundamental Research to scale-up and commercial Development.
This study applies the methodology of sociotechnical systems(STS) analysis to assess the influence of virtuality and task uncertainty on the quality of the deliberations; specifically, the knowledge development barriers experienced at the various stages on the R&D continuum. Then, building on the theory of organizations as information processing systems, and referencing extant literature on the relationship between coordinating mechanisms and the efficacy of virtual work, this comparative case study has identified different types of coordination mechanisms and their impact in reducing or eliminating knowledge development barriers for differing levels of task uncertainty, from the high uncertainty of basic Research to the lower uncertainty of scale-up Development. Results of this study extend previous findings about coordination of virtual R&D that have focused almost exclusively on the product Development stage of the R&D continuum.
Moreover, the study demonstrates how STS analysis can provide insights into the impact of coordination mechanisms on the performance of virtual R&D organizations. For practitioners, one implication is to explicitly design the deliberations and coordination of virtual R&D as part of the planning for projects such as multi-university search.
Four Day Workweek Policy For Improving Employment and Environmental Condition...Sociotechnical Roundtable
Can working less lead to a healthier economy and better environmental conditions? Which factors should be taken into consideration when forming an answer to this question? In this article Nicholas Ashford and Giorgos Kallis discuss how affluent economies often have shorter work-weeks and why, under the right conditions, more free time can decrease unemployment and help develop a greener, more sustainable Europe.
Alzheimer's disease (AD) is recognized as a public health crisis worldwide (IADRP, 2013). AD is a complex neurodegenerative disease and the leading cause of dementia among the elderly people (Evans et al., 1989). Currently, there are approximately five million AD cases in the United States and about 35 million cases worldwide (Alzheimer's Disease International, 2009.
Adaptive Work Systems: A Perspective on the Evolution of Socio-Technical Systems in Today's World presentation given by Stu Winby at 2012 STS Roundtable Conference in Canterbury, UK
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxglendar3
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Running Head ORGANIZATIONAL CULTURE AND CHANGEORGANIZATIONAL CU.docxtodd581
Running Head: ORGANIZATIONAL CULTURE AND CHANGE
ORGANIZATIONAL CULTURE AND CHANGE 4
Organizational Culture and Change
Name: John Blair
Institution Affiliation: Rasmussen College
Author Note
This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.
Organizational Culture and Change
NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.
NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.
The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor emplo.
Assignment 2 Discussion QuestionBased upon the assigned reading f.docxkarenahmanny4c
Assignment 2: Discussion Question
Based upon the assigned reading for
Module 1
, describe how the evolutions of healthcare delivery in the United States positively or negatively affect the current health care system. Provide examples with your response.
INTRODUCTION
Managers are found in every organization. They apply principles of management to address basic organizational needs. Systems thinking provides a useful paradigm and structure for managerial activities. Quality initiatives and good customer service enhance the operations and potential for success of any organization. This chapter introduces all three subjects: management, systems thinking, and quality improvement.
MANAGEMENT
Management evokes images of control, motivation, and operations—internal activities that are essential in organizations. Referring to the individuals who perform those activities, one contemporary source defines management as “those in charge of running a business” (Princeton University
2010
). Another offers the following definition: “the person or persons that are in charge of running a business establishment, organization or institution” (American Heritage
2006
). Traditionally, the primary activities (also referred to as functions) of managers have been categorized as planning, organizing, leading or motivating, and controlling (Schermerhorn
2009
). In this book, we use the term
facilitating
to encompass the motivational and leadership activities emphasized in health organizations. We also add the activity
improving
to each of the four functions to emphasize the foundational importance of continuous quality improvement in all management activities. The chapters of this book are grouped around the four management functions of:
planning for improvement, organizing for improvement, facilitating improvement
, and
control and improvement
. Managers and the four categories of management activities are essential to ensure the smooth operation of an entity.
Management has many experts (both by reputation and by self-proclamation) who have published books on the subject (see references and resources at the end of the chapter). The common thread is the need to guide an organization toward its goals. A related common element of a manager’s job is providing guidance and sufficient resources for employees to be productive. Other important aspects of managing that have emerged more recently include applying systems thinking, continuously improving the quality of services and programs, and providing excellent customer service. These are discussed in greater detail later in this chapter.
Competencies are defined as effective applications of knowledge, skills, attitudes, and values in complex situations (Calhoun et al.
2002
). A diverse range of managerial competencies is needed in all working milieus. Work that is related to health is undertaken in a wide variety of settings, including private organizations that are classified as for-profit or nonprofit and pub.
Glossary of Terms Glossary of Terms Term Meaning a.docxbudbarber38650
Glossary of Terms
Glossary of Terms
Term Meaning
action research model collecting information, feeding back information to the
client system, developing and implementing action
programs to improve system performance
agenda-setting interventions a type of process consultation intervention that sets aside
time when process issues will be specifically discussed
apart from content issues; agenda-setting interventions do
not include determining the task items to be discussed
analytical model analysis used for basis of change; it is useful in diagnosing
interdepartmental issues as this model examines
departmental structure, time orientation, members'
orientations to others, and members' orientations to goals
analyzer style consultant high on effectiveness, low on morale
apathetic mode follows established routine and avoids responsibility
autonomy one of the five core job dimensions in the job
characteristics model; the degree to which the job
provides independence to the individual in scheduling the
work and determining procedures
avoiding style a style of managing conflict that avoids conflict by
withdrawing
behavioral strategies places emphasis on the use of human resources
boundaryless a term that refers to reducing conflict between divisions
and departments
career life planning matching career and life goals
cause maps this model uses mathematical representations of perceived
causal relationships among variables; the results are
incorporated into a matrix of relationships
change leader a person responsible for change in an organization
changing the corporate culture difficult to do because the culture is based on past
successes; firms can decline, stagnate, or be destroyed if
culture cannot change; there are five reasons that justify
large-scale cultural changes: (1) values that do not fit the
changing environment; (2) competitive industry that
rapidly changes; (3) mediocre company; (4) firm joins
ranks or large companies; and (5) small firm that is
growing rapidly
charismatic mode relies on leaders to determine if change is desirable
cheerleader style consultant high on morale, low on effectiveness
client sponsor person or group within the organization that has requested
the consultant's help and who interfaces with the
consultant
client systems an organization employing a consultant to assist them in
planning change
clique when three or more persons within a larger group select
one another as a subgroup
closed questions specific questions that can normally be answered either
yes or no
closed systems exists only in theory; is self-contained and isolated from
its environment
closure tendency to fill in missing information to complete a
perception
complementary transaction occurs when a message sent from one ego state receives
an expected response from the other person's appropriate
ego state
compromising style a style of managing co.
SYMPOSIUM CONCLUSION FUTURE RESEARCH ON THE DIMENSIONS OF.docxssuserf9c51d
SYMPOSIUM CONCLUSION: FUTURE RESEARCH
ON THE DIMENSIONS OF COLLABORATION
JOY A. CLAY
University of Memphis
As the research findings in this symposium
demonstrate, public and nonprofit managers in health and
human service agencies continue to collaborate with
multiple goals in mind. As would be anticipated, the
collaborations described in the symposium generally
addressed service gaps, enhanced services, improved
access, and expanded programs. A common underlying
expectation was that participation in the collaboration
would further an agency’s mission (Goodsell, 2011). As
cautioned by Word in her commentary, however, making
joint decisions and sharing power does not come easy when
agencies also must respond to countervailing pressures that
inherently flow from the agency’s political, social, and
economic contexts.
Overall, the symposium examines levels of
linkages, decision-making, hierarchy, autonomy, shared
administration, governance, outcomes, and more.
Reflecting their various research questions, the authors use
a variety of methods to examine the multiple dimensions of
collaboration. Clearly, the symposium’s researchers are
building on and adding to our knowledge about
cooperation, coordination, and collaboration (Keast,
Brown, & Mandell, 2007; Keast, Mandell, Brown, &
Woolcock, 2004) as well as how to assess the multiple
dimensions of collaboration. The authors effectively used
existing instruments and models to understand
collaboration dimensions but also propose new models and
test metrics/variables.
140 JHHSA SUMMER 2012
RESEARCH DIRECTIONS
The case authors and practitioner commentaries
respectively offer interesting suggestions for potentially
fruitful research directions. In reacting to the symposium,
key research directions appear to have some urgency.
Clearly, an important area of research should include a
fuller examination of collaboration impacts, beyond the
outcomes of a specific collaborative effort to community-
wide issues of equity, diversity, fairness, and
responsiveness. Mayhew’s research draws attention to the
need for more attention to how end users, not just the
collaboration participants, assess the effectiveness of the
collaboration and whether the resulting programming
actually yields innovation and effectiveness. Similarly,
Wrobel comments that assessing additional stakeholders,
especially parents, is needed to assess the impact on the
children and families served by a collaborative. These
researchers convincingly argue that there has been
insufficient attention to measure end user perceptions of
outcomes from collaborations.
Especially relevant to health and human services
sectors, research directed at improving our capacity to
identify specific indicators that pinpoint cultures of
competition vs. collaboration could enable participants and
policymakers to build more effective collaboration ...
Alzheimer's disease (AD) is recognized as a public health crisis worldwide (IADRP, 2013). AD is a complex neurodegenerative disease and the leading cause of dementia among the elderly people (Evans et al., 1989). Currently, there are approximately five million AD cases in the United States and about 35 million cases worldwide (Alzheimer's Disease International, 2009.
The focus of this case study is on the Uniform Data Set (UDS), a longitudinal database on Alzheimer’s patients, and the 29 Alzheimer’s Disease Centers (ADC) that submit their data to the UDS and actively collaborate in the ongoing maintenance, development and research utilization of the database. The ADCs are based in major medical institutions across the United States. They have a multi-decade track record of collaborative research and a networked and virtual approach to the scientific study of AD. The central coordinating mechanism for the ADCs and the UDS is the National Alzheimer’s Coordinating Center (NACC), which is located at the University of Washington. The NACC coordinates data collection and supports collaborative research among the ADCs.
While concerns about poverty and earning capacity were raised now and then, it was only after the 2008 financial crisis that employment and the earning capacity of people were catapulted into the center stage of political discourse. Part of this discourse has focused on the relationship between employment and consumption, where the tension between providing jobs and decreasing the environmental footprint of industrialized and industrializing states was acknowledged. This relationship has historically focused on increasing production and consumption with insufficient or little regard to their effects on the environment, and energy and resource limits.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
Le nuove frontiere dell'AI nell'RPA con UiPath Autopilot™UiPathCommunity
In questo evento online gratuito, organizzato dalla Community Italiana di UiPath, potrai esplorare le nuove funzionalità di Autopilot, il tool che integra l'Intelligenza Artificiale nei processi di sviluppo e utilizzo delle Automazioni.
📕 Vedremo insieme alcuni esempi dell'utilizzo di Autopilot in diversi tool della Suite UiPath:
Autopilot per Studio Web
Autopilot per Studio
Autopilot per Apps
Clipboard AI
GenAI applicata alla Document Understanding
👨🏫👨💻 Speakers:
Stefano Negro, UiPath MVPx3, RPA Tech Lead @ BSP Consultant
Flavio Martinelli, UiPath MVP 2023, Technical Account Manager @UiPath
Andrei Tasca, RPA Solutions Team Lead @NTT Data
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!