Friday, January 24, 2014

Conference: 2014 Strategic Recruitment Summit


24th to 26th February 24th-26th 2014
Orlando, Florida, United States of America

Website

This year’s program is designed to be inclusive, and to be more interactive, so that leaders of recruiting initiatives, teams, and functions can talk with each other across industries, and includes a broader array of organizations.
  1. Collaborate on Talent Pipelines and Engage Outstanding Candidate Experiences
  2. Engage with Teams on Marketing & Talent Attraction & Social Recruiting
  3. Partner with Mobile, Social Media, & the Cloud on Technology Innovation
  4. Engage in Data Driven Decision-making with Hiring Managers and the Business
  5. Adapt Talent Acquisition to Strategic Staffing Needs for Globalization

Methods of Leadership Selection in Military Colleges


Developing leadership in military colleges has been a major focus of such institutions. Leadership extends beyond military service and into government, business, civics, and many other arenas. Understanding how leadership is developed in military colleges can help other universities learn how to select and develop those for advanced leadership development. The researchers Shepherd & Horner (2010) assessed the metrics used in undergraduate military schools to determine their effectiveness in evaluation.

Leadership in the business world and military service has been around for a long time. Fredrick Taylor introduced leadership in the scientific management field (1916). It wasn’t long after that the Hawthorne studies of the 1920’s and 1930’s discussed the linkages between environment and employee output (Roethlisberger, 1941). Leadership is then a conception of self within a wider environment.

Military colleges seek to develop leadership for later military usage by offering increasing levels of responsibility, chain-of-command socialization, and theoretical work on leadership. Each helps to put into practice experience, learning, and structure to develop a stronger personal conception of leadership among graduates. It is hoped they will put this to strong use in securing the country’s interests.

Leadership is seen as a continuum of development that includes a number of stages within broader aspects of understanding. Leadership is first seen in a dependent state (stages 1–3) where people follow others but recognize leadership appointments. It then moves onto continued development (stages 3–4) where they recognize the interdependence of leadership with others. In the final development, concepts of leadership responsibility (stages 5-6) emerge where leaders develop their followers while developing themselves.

The study found that not all measures are beneficial for finding leaders within a particular environment. They believe that multiple measurements such as peer ranking, cumulative grade point average, and leadership knowledge appear to be valid approaches. This provides an assessment of intelligence, awareness, and peer perception. Heavy reliance on a single measure may not only ignore the other aspects of leadership but may also cut out minority leaders that do not have the same cultural backgrounds.

Shepherd, R. & Horner, D. (2010). Indicators of leadership development in undergraduate military education.  Journal of Leadership Studies, 4 (2).

Thursday, January 23, 2014

Economic Systems Grow Through Sustainable Reinvestment



Business and cities exist together and follow similar stages of growth and decline. Each invests back into itself to foster higher levels of economic interaction and revenue development. Governments seek to create a net return on tax investments while businesses seek revenue returns on new product/service lines.  Without constant reinvestment and growth, the system eventually declines. 

Sustainability can be seen as a positive return on investment money that allows for reinvestment back into the system for future growth. Governments may reinvest resources in schools, roads, police, WI-FI, fiber optic cables, etc. to realize greater levels of income generating interactivity. The basic development mechanics between business and government are similar even though they take different forms.

Economic hubs must draw in resources to fuel future growth. Resources may come in the form of new business start-ups or existing corporate reinvestment. Private investment increase local revenue streams that raise tax revenue (not tax rate) and create more tax paying employment opportunities (not tax rate). Growth can be seen as the total increase in economic activity and revenue development throughout the hub. 

Young governments and business entities may grow quickly but will eventually move into a mature stage when they reach homeostasis with the market. During this mature stage, a consistent percentage of revenue should be reinvested back into their systems to maintain future growth. This reinvestment ensures that the system continues to develop, improves the lives of its residents, lowers transactional costs, and attracts new investments. 

 When a system is not sustainable, or fails to reinvest back into itself, it declines. The system may begin to lose residents, raise taxes, fail to attract businesses, take unnecessary debt or fall behind on needed infrastructure improvements. Eventually the system may need to painfully revamp itself, seek outside assistance, or perish into history as resources disinvest and make their way into better-managed systems.

Call for Papers: 2014 Spring Global Management Conference


Conference
Proposal Deadline: February 28th, 2014

7th to 8th March 2014
Los Angeles, California, United States of America

Website

Submission of an abstract, topic of interest or proposal will be accepted for the purpose of registration. Time schedule to be determined later after all the papers have been received. 30 minute presentation per paper

Understanding the Universal Traits of High Performance


Giftedness is often seen in the context of culture and therefore may only partially explain the phenomenon. The authors Foreman and Renzulli (2012) argue that giftedness should be seen as those unique traits that apply to the population across various cultural vantage points. As each culture emphasizes certain behaviors as appropriate they inherently skew the recognition of the traits that lead to higher performance.  Having universal and global gifted traits will help in the proper identification and development of this unique population.

North American scholars are seen as advanced within their gifted assessment and understanding. They still struggle with finding practical applications of such ability and falter under the multiple perspectives and conceptions. Certain traits may be more universal in nature and transcend local cultures depending on which philosophical perspective the researcher desires to take.

Philosophical traditions focus on different fundamental aspects of truth. This naturally impacts their scientific understandings and can lead to skewed understandings. For example, pragmatist’s perspectives by William James and John Dewey believe that truth is from putting concepts into practice.

Social constructionists would argue that science is culturally oriented and cannot be easily separated unless one believes in a global culture. Pragmatists focus on emic and etic understandings while constructionists focus more on the emic side. Emic looks at the person within a culture while etic is focused on universal traits that can be applied to other cultures.

The author argues that understanding giftedness should now move beyond culture to more pragmatic etic approaches whereby the traits have universal application. Culture, when studying the gifted, can be seen as a bias, whereby specific traits are accepted or rejected only because they have or do not have cultural relevance to the people judging them.

Let us put this to an example. You have two tribes. One tribe values hunting while the other tribe values writing. If a gifted person is raised as a hunter and excels in this skill and is then transferred to the other tribe they would be viewed as less competent. The person may have been able to master both but has no training or experience in the other culturally laden occupation.

The author argues that giftedness research should begin to focus more closely on universal traits. Through universal traits that apply across multiple cultures a more beneficial understanding can be found and applied for development. Through new theoretical and culturally neutral approaches the research can advance to higher levels of understanding and development.

Comment: If gifted is primarily a biological trait that cannot be ignored or thwarted then it will be universal in its nature. If that development includes a more connected brain that efficiently processes information and sees the multiple possibilities of different situations then culture will determine how it is manifested. Depending on culture, family, and educational perspective the gifted will be pushed down varying paths as artists, laborers, theorists, sports players, religious figures, writers, actors, etc. through the value projections of their upbringing.

Foreman, J. & Runzulli, J. (2012). Culture, globalization and the study of giftedness: reflections on persson’s analysis and recommendations for future research. Gifted and Talented International, 27 (1)