External link to Ethics in Public Health Case Study

Ethics in Public Health Case Study

Ethics in Public Health Case Study   Step 1: Select one of the following case studies for your paper: Jennings, B., Kahn, J., Mastroianni, A., and Parker, L. S. (n.d.). Ethics and public health: Model curriculum. Retrieved from http://www.aspph.org/wp-content/uploads/2014/02/EthicsCurriculum.pdf Module 4: Community-based practice and research: collaboration and sharing power Introductory information: p. 103-117 (14 pages) Case Study 1: Providing culturally appropriate services in a changing community p. 119-122 […]

External link to Organizational culture in higher education

Organizational culture in higher education

Tiemey, W. (1988). Organizational culture in higher education. The Journal of Higher Education, 59(1), 2-2\. Tiemey, W. (2006). Trust and the public good. New York: Peter Lang. Tiemey, W. G., Corwin, Z., & Colyar, J. (2005). Preparing for college: Nine elements of effective outreach. Albany, NY: State University of New York Press. Tilly, C. (2005). Identities, boundaries, and social ties. Boulder, CO: Paradigm Press. Traud, […]

External link to The Journal of Higher Education

The Journal of Higher Education

118 The Journal of Higher Education ‘” It is important to note that much of the literature on social network analysis uses a more positivistic and quantitative approach stemming from matrix algebra and graph theory to formalize principles from social psychological concepts such as groups (Daly, 2010a, 2010b). Social network analysis is typically associated with this quantitative work using specialized software such as UCINET. Quantitative […]

External link to Interactions and Sense-Making

Interactions and Sense-Making

Interactions and Sense-Making The findings about how the nature of the interactions between people in the network deeply influencing the outcomes has important implica- tions for college campuses. Academic debate (embraced by faculty) is often counter to dialogue and openness necessary for positive network interactions. It may be that colleges and universities face a particular challenge around networks because dialogue necessary for learning and change […]

External link to Central Actors and Opinion Leaders

Central Actors and Opinion Leaders

Central Actors and Opinion Leaders Organizational theory suggests that if higher education institutions are loosely coupled and place less emphasis on formal authority, central actors may be less important than opinion leaders for campus networks (Kezar, 2001). Furthermore, campuses are expert organizations where people do not necessarily react and change based on pure influence but evaluate the veracity of the individual more. Opinion leaders may […]

External link to Diversity of Ties and Subgroups

Diversity of Ties and Subgroups

Diversity of Ties and Subgroups Organizational theory also suggests that given the diversity of stake- holders and groups in higher education by discipline or unit and divi- sion (alumni affairs vs. business), higher education is likely to have significant heterophily and have many diverse ideas flowing that can lead to change. However, the diversity may lead to difficulty in trust formation. Yet the many subgroups […]

External link to Longevity of Ties and Organic Versus Artificial Networks

Longevity of Ties and Organic Versus Artificial Networks

Longevity of Ties and Organic Versus Artificial Networks One might assume that because campuses (and as a result, disciplin- ary groups/professional organizations) have many long-term employ- ees that there are more opportunities for individuals to be connected through long-term ties. Also long-term employment may facilitate or- ganic networks, and so there may be less of a need to artificially con- stmct networks to facilitate change. […]

External link to Examination of Social Network Structures

Examination of Social Network Structures

Examination of Social Network Structures: Strong and Weak Ties and Connectedness Given that strong ties are important for creating change, we know very little about the existing ties on campuses and whether or not cam- puses are well-positioned for change. One might suspect that the diffi- culty encountered by many change initiatives on campuses might mean that weak ties exist. It may be that strong […]

External link to Organizations Intentionally Influencing Networks

Organizations Intentionally Influencing Networks

Organizations Intentionally Influencing Networks Not only do organizations unintentionally shape networks, but orga- nizations can also attempt to influence network creation and direction.”’ Organizations can purposefully influence networks by creating inter- organizational linkages or structures to promote interaction (Reagans & McEvily, 2003; Tilly, 2005; Tsai, 2002). Cross-functional teams are one way that businesses have helped create networks within otherwise siloed organizations (Tsai, 2002). Within education, […]

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