Masculinities in organizational cultures in engineering education in Europe: results of the European Union project WomEng

2006 ◽  
Vol 31 (1) ◽  
pp. 5-14 ◽  
Author(s):  
F. Sagebiel ◽  
J. Dahmen
2015 ◽  
Vol 7 (2) ◽  
pp. 113-123
Author(s):  
Maria Jabłońska-Wołoszyn

Abstract Using competencies to manage business organizations and to base a competency model on attributes of a preferable organizational culture is a common practice in business. Competency criteria allow improvement of workers’ performance by informing them what behaviors further achieving the required organizational goals. Public organizations, faced with challenges of being a part of the European Union, have been learning how to use competencies to pursue new goals and create new organizational cultures of the offices. The goal of this article is to present practices of the competencies evaluation usage in the Customs Service to shape behaviors accordingly to its preferable organizational culture.


2019 ◽  
Vol 29 (5) ◽  
pp. 1-5 ◽  
Author(s):  
Pascal Tixador ◽  
Markus Bauer ◽  
Christian-Eric Bruzek ◽  
Albert Calleja ◽  
Guy Deutscher ◽  
...  

2021 ◽  
Author(s):  
Giorgio Liotti ◽  
Rosaria Rita Canale

AbstractWas the European Central Bank able to assure the relaunch of the European project after the weakening of the post-crisis period? To answer this question, this paper presents an empirical analysis connecting citizen trust in the European Union with a variable intended to be a measure of the monetary policy strategy of the European Central Bank, namely, the interest rate on government bonds extracted from the 1-year maturity yield curve. The dynamic panel technique, applied to nineteen Eurozone countries for the time span of 2004–2018, estimates the presence of a long-run common relationship between the variables despite allowing different short-run adjustment mechanisms. Results are revealed to be not univocal: the easy monetary policy strategy is associated for the whole period with a decline of trust, and therefore, despite its impressiveness, it was not sufficient to relaunch the European Union project. However, when considering the change in strategy of the post-2013 period, it seemed to have contributed to a slight inversion of the decline of trust. These results highlight the importance of non-conventional measures and call for further support from coordinated policy action as a response to the negative shock deriving from the COVID-19 pandemic.


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