PHOTOLUMINESCENCE OF NANOCRYSTALLINE CdTe, INTRODUCED INTO POROUS SILICON

A method of colloidal synthesis of monodisperse nanocrystals (NC) with high stability, narrow bands of photoluminescence (PL) and high quantum yield has been developed. The process of colloidal synthesis took place at room temperature and for the passivation of NC used a variety of surfactants. The surface of NC CdTe was modified by introducing them into a matrix, organic or crystalline. In our case, the matrix was porous Silicon (PS), that is a composite structure was formed on the basis of the matrix and NC semiconductor. Nanocomposite structures of PS – NC CdTe were obtained by introducing colloidal solutions of NC CdTe into the solid matrix of PS and subsequent processing at a certain temperature regime. The photoluminescent properties of a composite system in which the matrix is microcrystalline PS and the second component is NC CdTe deposited from a colloidal solution of NC CdTe have been studied. The peculiarity of this system is that both components have PL of different intensities.The large difference in PL intensities and different positions of the radiation bands allowed, comparing the PL spectra of the colloidal solution of NC CdTe, PS and NC CdTe – PS at different stages of introduction of CdTe nanoparticles into the porous Silicon surface, to identify the interaction and mutual influence of the two constituent materials. The main disadvantages of the method are its relative novelty, which leads to the need for empirical selection of some parameters of the synthesis. The planned change of properties of PS and colloidal solutions of NC CdTe by variation of technological methods of synthesis and processing methods will allow to control the physical properties of this composite system and use it to develop new principles of design and creation of new generation sensor devices.

Success Talk: Narrative Accounts of Organizational Change

Based on evidence from narrative accounts of organizational change, the potential of dialogic approaches that privilege joint construction of both change challenges and interventions appears very promising. This evidence also demystifies the notion of “well-planned” change, may further strengthen moves away from n-step programmatic approaches to change intervention, reminds readers of the importance of procedural fairness, and invites further research in terms of collective leadership. Where retrospective stories through which participants distinguished perceived success and failure provide the data for analysis, it is important that findings are understood within a narrative rather than an objective frame of reference.

An analysis of the issues and benefits in EDRMS Implementation - A case study in a NZ public sector organisation

<p>Purpose – The purpose of this paper is to study the issues occurred and benefits gained during this recent Electronic Document and Records Management System (EDRMS) implementation within the resolution team, legal team and ministerial services team of a New Zealand public organisation so that it can benefit future organisation-wide implementation. Design/Methodology/approach – Interview questions were developed based on literature review and semi-structured interview was used to collect data from key users of affected business units as well as EDRMS administrators. Interview results were then compared with pre-defined critical successful factors (CSFs) which include: top management support, mature recordkeeping practices, business classification schemes and effective user cooperation, on-going training and support, Well-planned change strategy and communication to find if there is any potential gap within this implementation. Findings – Issue such as: Lack of early user buy-in or Lack of senior management support arising during the implementations was direct result of violating EDRMS CSFs. Thus, for future deployment, project team needs to correct the issue based on CSFs. However, there are also benefits gained during this implementation which include: Improves overall information quality and efficiency and Enhancing the retention of knowledge base, etc. Practical implications – Before creating a new file in the EDRMS system, users need to do a search first to check if there is any existing file to avoid duplication. Moreover, business rules around naming convention should be in place before the implementation to guide the users to properly name EDRMS files or folders to avoid duplication. Originality/value – This paper will assist the case organisation or any other NZ public organisations for any future EDRMS deployment.</p>

An analysis of the issues and benefits in EDRMS Implementation - A case study in a NZ public sector organisation

<p>Purpose – The purpose of this paper is to study the issues occurred and benefits gained during this recent Electronic Document and Records Management System (EDRMS) implementation within the resolution team, legal team and ministerial services team of a New Zealand public organisation so that it can benefit future organisation-wide implementation. Design/Methodology/approach – Interview questions were developed based on literature review and semi-structured interview was used to collect data from key users of affected business units as well as EDRMS administrators. Interview results were then compared with pre-defined critical successful factors (CSFs) which include: top management support, mature recordkeeping practices, business classification schemes and effective user cooperation, on-going training and support, Well-planned change strategy and communication to find if there is any potential gap within this implementation. Findings – Issue such as: Lack of early user buy-in or Lack of senior management support arising during the implementations was direct result of violating EDRMS CSFs. Thus, for future deployment, project team needs to correct the issue based on CSFs. However, there are also benefits gained during this implementation which include: Improves overall information quality and efficiency and Enhancing the retention of knowledge base, etc. Practical implications – Before creating a new file in the EDRMS system, users need to do a search first to check if there is any existing file to avoid duplication. Moreover, business rules around naming convention should be in place before the implementation to guide the users to properly name EDRMS files or folders to avoid duplication. Originality/value – This paper will assist the case organisation or any other NZ public organisations for any future EDRMS deployment.</p>

Study of Nigerian employees shows effect of change leadership on attitudinal support for changes

Purpose The purpose of the research was to examine how change leadership activities could help bring about employee support for planned organizational change. Design/methodology/approach The authors tested their theories on employees at Nigeria’s Federal Ministry of Education (FME), which was undergoing major reforms. The “Ministerial Strategic Plan” was to be implemented over four years from 2018 to 2022. Data came from employees at FME headquarters. Of the 212 respondents to a questionnaire, 58% were females, 85% were principal staff, while 15% were support staff. Findings Analysis showed that of the three hypothesized direct effects from change leadership, only the path from change leadership behaviors to cognitive appraisal (H1a) was statistically significant. The paths from change leadership to emotional response (H1b) and change leadership to intentions to support change (H1c) were not statistically significant. Meanwhile, hypothesis 2, which stated "employee cognition and emotion toward a change serially mediates the relationship between change leadership and employee behavioral intentions toward a planned change" was fully supported. Originality/value Previous studies had suggested an effect from change leadership behaviors, but there was a lack of the types of empirical evidence gathered in Nigeria. The results could also help managers to plan for changes by revealing the critical role of employees’ cognitive appraisal of the proposals. Change agents should focus on employee attitudes to changes as precursors to desired positive behavior.

Implementing Mckinsey 7S Model of Organizational Diagnosis and Planned Change, Best Western Italy Case Analysis

Best Western Italy operates under BW international Inc. a leading hotel and resort brand that provides high quality accommodation services in numerous countries across the globe. All of Best Western hotels are owned and managed independently. BW Italy is the brand’s center for operations and reservation in the European market. It has gained recognition from its unique reservations services involving strategic partners to ensure their customers receive the best services at standardized rates. To reinforce its vision and mission, BW Italy management came up with a yearlong “Make a Difference” program to enhance employee commitment by aligning their goals to those of the company. This would entail organizational change which involves a system-wide transfer and application of behavioral science knowledge to the strategic development, enhancement, and reinforcement of the plans, process, and structures that result in organizational efficiency and effectiveness. The results included rearrangement of top management to establish a flatter organizational structure with improved distribution of leadership. A year after the program had been concluded, the General Manager was aware that its implementation had created colossal excitement and interaction among the employees who had taken part in it. However, four employees had refused to participate in the program while the company had recruited ten new employees after the program had ended. BW Italy needs to formulate a strategy to ensure that the “Make a Difference “program changes are internalized by its employees and institutionalized within the organization. The case analysis utilized secondary data acquired through a case study performed on BW Italy during the implementation of the program. Data was analyzed through the McKinsey 7s Model an effective tool used in analyzing organizational change. The McKinsey 7s Model is an effective tool aimed at depicting how effectiveness can be achieved within an organization through the interaction of 7 different organizational elements namely structure, strategy, skill, system, shared values, style, and staff. Keywords: Make a difference, Organizational change, Change program, Organizational goals, Mission and values, Employee commitment, Top management, Organizational diagnostic models, Performance outcomes

INFLUENCE OF ORGANIZATION RESTRUCTURING ON PERFORMANCE OF SELECTED MEDIA FIRMS IN KENYA

Purpose: The current study sought to establish the influence of organization restructuring on performance of selected media firms in Kenya. The study specifically sought to establish the influence of cost restructuring, governance reformation, downsizing and processes centralization on performance of selected media firms in Kenya. Methodology: The theories that guided the study includes Transaction Cost Theory, Agency Theory, Social Exchange Theory and Planned Change Theory. The study adopted a descriptive research design. The target population of the study comprised of three media firms in Kenya (Nation Media Group, Royal Media Services and Standard Group Limited). A total of 340 employees in the managerial positions of the selected media firms were targeted in the study. The study adopted Yamane (1967) sampling formula in acquiring a sample of 183 respondents. The study used quantitative data that was collected from respondents using 5 point Likert scales questionnaire with closed ended questions. A pilot test was conducted prior data collection to assess the reliability and validity of the questionnaires. Data was analyzed using SPSS. Both descriptive and inferential statistics were used. The study findings were presented in form of tables and figures for easier interpretation. Findings: The study established that Cost Restructuring, Governance Reformation and Downsizing positively and significantly influences performances of media firms and that increase in one indicator increases the levels of performances. Process Centralization was found to positively influence performance levels of media firms but to insignificant levels. Unique Contribution to Theory Practice and Policy: The study provided recommendations to the media firms to enhance their cost restructuring practices since the practice bears positive influence on performance, to capitalize on reforming their respective governance since the practice bears positive influence on performance, to enhance downsizing activity since the practice bears positive influence on performance and to partly focus on enhancing centralization processes since the practice bears positive but insignificant influence on performance.