scholarly journals Building computer tools for negotiation- The Family_Negotiator Project

1996 ◽  
pp. 551-558
Author(s):  
E. Bellucci ◽  
J. Zeleznikow
Keyword(s):  
2018 ◽  
pp. 5-26 ◽  
Author(s):  
Stanislav Darula

Three elements mainly wind, water and sun seemed to determine in ancient ages the basic phenomena of life on Earth. Architectural history documented the importance of sun influence on urban and building construction already in layouts of Mesopotamian and Greek houses. Not only sun radiation but especially daylight played a significant role in the creation of indoor environment. Later, in the 20th century, a search of interaction between human life in buildings and natural conditions were studied considering well­being and energy conscious design recently using computer tools in complex research and more detail interdisciplinary solutions. At the same time the restricted daytime availability of natural light was supplemented by more efficient and continually cheaper artificial lighting of interiors. There are two main approaches to standardize the design and evaluation of indoor visual environment. The first is based on the determination of the minimum requirements respecting human health and visibility needs in all activities while the second emphasizes the behaviour and comfort of occupants in buildings considering year­around natural changes of physical quantities like light, temperature, noise and energy consumption. The new current standardization basis for daylight evaluation and window design criteria stimulate the study of methodology principles that historically were based on the overcast type of sky luminance pattern avoiding yearly availability of sky illuminance levels. New trends to base the daylight standardization on yearly or long­term availability of daylight are using the averages or median sky illuminance levels to characterise local climatological conditions. This paper offers the review and discussion about the principles of the natural light standardization with a short introduction to the history and current state, with a trial to focus on the possible development of lighting engineering and its standards in future.


2000 ◽  
Vol 12 (3) ◽  
pp. 329-345
Author(s):  
CARLOS DIUK ◽  
ENRIQUE TANDETER
Keyword(s):  

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Karol Król ◽  
Dariusz Zdonek

Purpose The range of official business that can be handled online has grown in the recent decade. In many cases, e-services are a must. At the same time, the economic impact and social importance of mobile technology have increased. Mobile devices are becoming more and more popular, and their applications diversify. It comes as no surprise that mobile users expect e-services and official information to be available through this channel. The purpose of this paper is to identify problems (difficulties) occurring when browsing websites of local government units (LGU) on mobile devices. Design/methodology/approach The comfort of website browsing depends mostly on the development technique, and the way content is published. Responsive websites are much easier to view on mobile devices than “static” ones. The study involves 400 websites of LGU in Poland. The websites were subjected to quantitative and qualitative analyses with selected techniques and computer tools. Findings The set of 400 websites contained 119 (29.75%) that were not responsive. It exhibited a substantial potential for the optimisation of websites for mobile devices. The study revealed the most common usability failures such as distorted images, “scattered icons”, partial responsiveness and bothersome messages in pop-ups. Originality/value The research identified the most widespread problems with the tested websites. The study yielded recommendations for local governments, which may be useful when managing content, upgrading the website or replacing it with a new one.


2014 ◽  
Vol 46 (2) ◽  
pp. 68-72 ◽  
Author(s):  
Patrick Mayfield

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the correct documents, having good governance mechanisms in place, etc. People just distract and get in the way. Some tend to concentrate on these technicalities working their computer tools, rather than leaning towards people. The result is huge waste. Organisational change will always cut across different business functions, boundaries and across silos of working. This is where stakeholder engagement leads to successful outcomes. Design/methodology/approach – It is a surprise to many, but listening is probably the most powerful influencing strategy of all. The key is to ask the person you seek to influence, first for their thoughts, fears, and aspirations. If you can show you are genuinely interested, you begin to break down any barriers to change. This helps focus on the need for change rather than present the solution first. Yes, time is money, but often we can let this get in the way of engaging successfully. Conversations like this do take time. It feels counter-intuitive. Findings – There is growing evidence that people who make better leaders have a leaning towards action, they are never victims of “paralysis by analysis”. The self-aware, pro-active manager leading change understands that relationships are central to success and are thinking about their relationships in a real and active way. They think about their mental landscape and on that landscape they see the vital importance of stakeholders and are prepared to spend a far higher proportion of their discretionary time devoted to engaging with other people, quite apart from the structured meetings and emails that we usually describe as “communicating”. Originality/value – Most management books are written with the assumption that the business world is rational, but when it comes to change, it appears this is far from the case. We are taught to put a reasonable proposition to people, the business case, the plan, and so on, then expect people to mull it over for a while, then jump into action – reason – analyse – act. But nearly always the actual sequence is – see – feel – act. There is little doubt that people engage with their stakeholders better if there is some kind of emotional connection.


2012 ◽  
Vol 4 (2) ◽  
pp. 111-119 ◽  
Author(s):  
Ilya M. Goldin ◽  
Kevin D. Ashley ◽  
Christian D. Schunn
Keyword(s):  

Sign in / Sign up

Export Citation Format

Share Document