Academic literature on the topic 'Leadership Leadership Communication in organizations Communication in personnel management'

Leaders influence the lives of many and impact the success of a wide variety of organizations. Career and Technical Education (CTE) Administrative Directors provide leadership in CTE school settings as they lead and manage personnel, facilities, curriculum, and student services. This study sought to determine the essential leadership skills that are important for success as a CTE Administrative Director. The findings indicated that there are a variety of leadership skills that are important for success as a CTE Administrative Director. The top three include self-responsibility and management, leadership and coaching, and written communication. As a result of these findings, CTE leadership programs could enhance leadership preparation and efforts to cultivate the development of leadership skills by CTE Administrative Directors.

Many sectors worldwide have been impacted by government restrictions resulting from the COVID-19 pandemic. For example, restrictions on travel have resulted in major losses for organizations operating within the aviation sector. This study aims to emphasize the challenges faced by these organizations while they implement turnaround management strategies. The study is based on 30 semi-structured interviews with frontline managers working for airline service providers in three different departments of an airport in Australia. The organization has implemented several turnaround management strategies to survive the crisis caused by COVID-19 restrictions, creating new challenges for its work environment. Our findings indicate that the frontline managers faced two main challenges during and after the implementation of turnaround management strategies. First, inadequate human resources, caused by a lack of personnel resources and poor leadership selection. Second, a lack of communication, caused by excluding frontline managers from the turnaround management planning stage; poor sharing of information during the implementation stage; inadequate direction of frontline managers; and a lack of feedback channels regarding the change process. Based on its findings, the study recommends building a frontline manager task force and creating a strategic communication plan for frontline and senior managers.

ABSTRACT The COVID-19 pandemic requires military nurse leaders in various patient care settings to engage in disaster response. Evidence supports essential leadership attributes for nurses that include skilled communication, organizational influence, and personnel management. Yet, nursing expertise that shapes nurse leader responsibilities during disaster management remains unclear. A description of how military nurse leaders contributed their nursing expertise during the COVID-19 pandemic response at one U.S. Military health care facility is provided to begin to delineate disaster management responsibilities.

The article aims to define a behavioral matrix regarding the style of leadership applied to management in a public company. The dimensions include communication and persuasion, ethics, empathy, knowledge and information management, the desire to learn, the objective’s achievement, adaptability, innovation, and decision making. The behavioral competencies correlate with the four dimensions of emotional intelligence related to personal abilities such as self-knowledge and self-management, but also social competences, such as awareness and the management of relationships with others. The article analyses the extent to which the emotional intelligence among the personnel that makes up the middle management influences organizational climate at the company level.

Purpose The purpose of this research paper is to identify and describe the key leadership skills associated with great leaders in the sales discipline. Nine critically important sales leadership skills are identified and discussed in this manuscript with the purpose of getting sales leaders think about skill set development while providing those responsible for sales leadership development an opportunity to think through some critically important questions. Design/methodology/approach A sample of over 300 sales personnel were asked to individually describe the best sales leader with whom they had ever worked for during your career. Focus groups were then conducted to identify the most critical skills for sales leadership success. A content analysis of the focus group findings were then used to tabulate the key findings in this paper. Findings Key findings from this focus group study identified a wide range of critically important leadership skills and behaviors that included: emotional intelligence and 360° communication skills, possessing the ability to effectively coach and develop sales personnel, the ability to create clear performance expectations and accountability, problem-solving and conflict resolution skills, the ability to engage a sales workforce, strategic acumen, character and integrity, and data Mining and analytical skills, among others. Research limitations/implications The key findings from this research provide the reader with a host of potentially testable hypotheses as well as ideas and findings for future sales leadership research. 10;This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. 10. Practical implications This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. Social implications The social implications of the study make it clear that great sales leaders take great care of their workforces, develop their people, and demonstrate great character and integrity in the workplace. Originality/value This paper will identified nine specific leadership skills and practices required for high performance in this regard. Focus group findings will challenge the readers thinking on several key fronts while at the same time providing them with a punch list of critically important behaviors that can be targeted and developed. This information is important for both individual performers as well as those responsible for sales leadership development in their organizations.

Organizational change is seen as any observation that is empirical in nature within a firm of any variations in form of quality, shape and state over time as a result of deliberate introduction of new acting, operating as well as the thinking. The general objective of this study was to establish the influence of strategic change management on NGO`s performance in Mandera County. The purpose of this study was to establish how organization structure influences on NGO`s performance in Mandera County, to examine the effect of leadership on NGO`s performance in Mandera County, finding the impact of organizational structure on NGO`s performance in Mandera County and to determine the effect of environment on NGO`s performance in Mandera County. The study design was a descriptive survey. The study targeted by the study was 215 people from two category groups’ thus county government employees and NGOs in Mandera County. The sample size for this study was 129 chosen randomly from the two groups which are 60% of the target population. Primary data was used exclusively in this research. Data collected in this study was analysed qualitatively and quantitatively. Before analysis, qualitative data was put together in terms of similar themes and presentation was done using graphs, charts and frequency distribution tables. In order to arrive at inferences content, analysis was used in a systematic and objective way to bring together message sought. On the other hand data collected quantitatively was analyzed by the use of correlations, descriptive statistics and linear regression analysis with the support of STATA software package used in social research. The output was presented on figures and tables. The study found a strong correlation coefficient between NGOs performance and organizational culture. There exists a significant positive relationship between leadership and NGOs performance in Mandera County. There was a positive correlation coefficient between NGOs performance in Mandera County and organization structure. There was a positive correlation between employee participation and NGOs performance in Mandera County. The study concludes that all dimensions of organization culture namely teamwork; communication, reward and recognition as well as training and development are important determinants of performance. Organizational culture is an important internal environmental aspect that can lead an organization either to succeed or fail. The study concludes organizational structures address the organization of work activities, including both personnel and production systems. That the absence of quality leadership in an organizational setting negatively affect performance and this leads to stagnation in organizational operations leading to missed organizational objectives. Employee participation not only get the involvement of employees but enhances the feeling that they matter in their opinion while at the same time provide valuable information required by the managers to make better and informed decisions in regards to implementing change. The study recommends further studies on effect of strategic change management on performance of public organization as well as profit making organizations so as to be able to compare the results.

Research methodology The case was created via an interview of the protagonist. Case overview / synopsis The case describes the dilemma a young leader, Captain Bryson, faces after a few months in his new organization. Amid a routine meeting, two of CPT Bryson’s direct reports get into a verbal (and nearly physical) altercation over a relatively benign issue. CPT Bryson must decide how to handle the conflict at that moment. Further, the organization is resource constrained, so the personnel will be working in the same organization for at least the next six months. Therefore, CPT Bryson must try to diagnose the types and sources of conflict so that he can decide on how to manage the conflict in both the short and long terms. Complexity academic level This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on conflict management, developmental communication (counseling), emotional intelligence and power and influence.

Studies have been conducted to optimize the processes of personnel management in pharmacies, to determine the relationship between the type of a pharmacist’s personality and the availability of organizational and career competencies. In order to determine the competencies necessary for the work performed, the analysis of the specifics of the pharmacists’ work (at the examples of a manager, a pharmacist with higher education, and a pharmacist with secondary professional education) has been carried out. An expert assessment of the questionnaire has been made to assess the significance of five clusters of competencies (will and leadership, interpersonal communication, organizational and strategic skills, self-positioning) in relation to the specifics of the activities at the pharmacy. The relationship between the positions of specialists and the level of development of their competencies has been determined and expressed quantitatively (from 1 to 5 points). There is a low correlation between the indicators of the competencies of the managers and pharmacists. It confirms the need for differentiation in the formation of sets of competencies for training the specialists. Based on the Lominger competencies model and the results of expert research, the ‘Personality type – position’ matrix for a pharmacy’s manager has been constructed. A personality type was determined by means of the questionnaire of Myers & Briggs test. An algorithm for determining the optimal personality type of a candidate for the position of manager has been presented. Similar calculations can be made for pharmacists with higher education and pharmacists with secondary professional education. The data obtained make it possible to use them in the determination of a working place, hiring, and rotation of specialists.

Background. This article examines personnel and patient experiences of videoconferencing (VC) trials on tablet computers between oncology certified nurses (OCNs) and patients with cancer who live at home. The study points to organizational pitfalls during the introduction process. In many different arenas, the use of VC has increased recently owing to improved Internet access and capacity. This creates new opportunities for contact between patients living at home and their nurses. Video conferencing presupposes knowledge about Internet access, training, and usability of technological equipment. The aim of this pilot study was to illuminate patients’ and nurses’ experiences of the technical functionality, usability, and training of tablet use in VC in primary cancer care. The results point to the drawbacks concerning the introduction of VC. Method. A pilot study with an explorative design was used to describe patients’ and OCNs’ experiences of technical functionality and usability of VC on tablet computers. After a three-month trial, data were gathered, focusing on both patients’ and nurses’ perspectives. Individual interviews with four female OCNs, aged 32–65 (mean 46), and six patients with cancer, two men and four women aged 49–78 (mean 69), were content-analyzed. Results. The analysis revealed two main categories: network connectivity and tablet usability and training and educational pitfalls. Conclusion. When planning VC implementation, the organizational leadership should consider network access and stability, as well as individualized VC training on tablets. Ensuring patient safety should also be a priority. Further research should provide knowledge of technological and educational pitfalls, and possible implications of VC on the care quality of nursing.

Disaster management is often portrayed in negative rather than positive terms. Although, it is claimed that proper preparation for any disaster has been planned, it frequently fails to achieve positive outcomes from the planning itself. The emergency operation and coordination center (EOCC) which is the central point for all coordination and organising works is normally to be blamed for disaster response failure. Hence, the objective of this study is to examine issues with effective emergency operation and coordination center (EOCC) during disaster response. This study uses a qualitative research method. The researcher conducts an interview survey and focus group discussion for data collection in order to gain a comprehensive overview of the situation and understand the phenomena involved. The population for this study is infantry army officers. Purposive sampling is used such that only those personnel involved in disaster response are interviewed. This study found that the EOCC organization structure is clear and it follows the command and control military hierarchy. The leader with the relevant rank, having the experience and knowledge on managing disaster and having the respect and control from subordinates is appointed for the leadership role in the EOCC. However, inter-agency cooperation can be an issue as there is an overlapping of roles and responsibilities and inter-agency power struggle. Therefore, this issue leads to chaos and tension in the EOCC as there would be variance and inconsistency in the coordination and communication among infantry personnel and inter-agency.

This research aims to provide a theory of enterprise social networking that generates and/or sustains a culture of employee engagement within a chosen South African private sector company. Based on an extensive review of interesting literature and the application of a grounded theory process in a chosen case, this research work provides a theory of enterprise social networking sustaining and growing employee engagement together with an explanatory theoretical framework that makes the theory more practical. Employee engagement is defined as “the harnessing of organisation member’s selves to their work roles; in engagement people employ and express themselves physically, cognitively, and emotionally during role performances.” This research regards employee engagement as a three part concept composed of a trait (personality/cognitive) aspect, a state (emotional) aspect, and a behavioural aspect. Research has shown that employee engagement has an unequivocal positive impact on business outcomes, such as profitability, business performance, employee retention and productivity. Employee engagement can be regarded as a culture if it is abundant within the organization’s employee population. Gatenby et al. (2009) propose that employee engagement is fostered by creating the desire and opportunity for employees to connect with colleagues, managers and the wider organisation. This standpoint is supported by Kular et al. (2008) who state that the “key drivers of employee engagement identified include communication, opportunities for employees to feed their views upward and thinking that their managers are committed to the organisation.” Further indicators of employee engagement include strong leadership (particularly in the form of servant leadership), accountability, a positive and open organisational culture, autonomy, and opportunities for development. One of the key facets of employee engagement is connection. A complementary definition of social media, an umbrella under which enterprise social networks fall, is that “(it) is more of a relationship channel, a connection channel. Each and every tweet, update, video, post, is a connection point to another human being. And it’s the other human being who will determine your worth to them.” Social media provides participants with access to a larger pool of resources and relationships than they would normally have access to. This enlarged relationship/resource pool is a result of expanding human and social capital enabled through social media tools. In order to produce a theory of enterprise social networking sustaining and growing a culture of employee engagement a rigorous grounded theory methodology coupled with a case study methodology was applied. The case study methodology was used to identify a suitable research site and interesting participants within the site while the grounded theory process was used to produce both qualitative and quantitative data sets in a suitability rigorous fashion. The corroborative data was then used to discover and define the emergent theory.

The purpose of this paper is to describe the current communication techniques and strategies used by political parties resulting in these parties achieving significant growth, understand the components of those communication techniques in order to isolate the factors attributing to this achieved success and develop a model that can be replicated from a business organization in order to achieve similar beneficial results.The study revealed that there is a clear connection between political parties and business organizations, broadening the research fields of both entities respectively. Furthermore, the findings were categorized based on potential value, with practices such as “thriving on dissatisfaction”, “taking advantage of emotions”, “showing visible structures as an organization / political party”, “intentional use of weak signals”, “leader’s direct connection to audience” and “formulating receiver interpretation of signals” appearing to have high potential in achieving success if implemented correctly in the communication strategy.

Mini-study project (MBA)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Business Process Re-engineering (BPR) has been undertaken by many organisations with the hope of dramatically improving their competitive position. In most cases however, this undertaking has been a failure. For the success of the BPR, organisational and people issues are of critical importance and cannot be overlooked, as often is the case. Many organisations have not recognised the fundamental need of fully addressing the "soft people issues" during their re-engineering exercises. The ability of the Management team and Management Consultants to filter through these soft issues is of critical importance to the success of the BPR. This study discusses leadership as the first topical issue. Within the parenthesis of LNDC, it then explores the leadership skills required by management of this institution. Leadership is intensely studied from the traits models, situational, consistency models to the transformational leadership styles. Change leadership forms an important basis of the discussions. Organisational culture is one important aspect that has to be considered during change initiative. Crafting and creating appropriate organisational culture forms the centrepiece of leaders' consideration during organisational change. The ability of a leader to create shared values within the organisation leads to building a strong corporate culture that distinguishes between organisations. The McKinsey's seven S model provides a firm framework for most changing organisations. This model illustrates how the soft, yet important issues powerfully impact the BPR process. All of these namely, strategy, structure, systems, style, skills, staff and shared values, are equally important and if any one of them is not properly aligned with the rest, the whole change process may become a failure. This model impacts all seven S's of the organisational dimension and is driven by strategy. Communication on the other hand forms another important element of the discussions. This study shows that without proper communication during organisational change, the whole change process can become a complete failure. The ability of a leader to disseminate intended information appropriately to the employees requires one to have skills and communication methods that are applicable to that particular organisational setting. After undertaking a survey at the LNDC, the researcher concluded that management, at this corporation lacks leadership skills necessary for managing change in an organisation. Recommendations have been made suggesting that the either the CEO be replaced or trained in leadership skills. This would help the organisation to successfully implement the intended change process.
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The study was conducted in collaboration with Volvo Cars in the spring of 2019. The study examined the leadership of workshop managers in Sweden, Spain, Italy, Brazil, Chile, Mexico, Belgium and Poland. The purpose of the study was to investigate how leadership can be developed to increase the possibilities for successful implementations of Volvo Personal Service and to investigate which parts of Lean Leadership are required for Volvo Cars to be able to run and develop the leadership of VPS workshops successfully. Selected questions for the study would generate which pitfalls could be identified in the workshop managers' leadership based on research and how Volvo Cars would develop the leadership of these workshops in order for them to be more in line with Lean Leadership. The aim of the study has been to generate a written document for Volvo Cars regarding how the company should guide or develop the existing leadership to lay the foundation for successful implementations and continued development of VPS. The thesis is based on a pilot study in which five areas of improvement were mapped to finally decide that the leadership of the workshop managers was the area of improvement that should be investigated deeper. Volvo Cars has noted that the implementation of VPS not always is successful in all workshops and wanted to investigate whether the problem could lie with the workshop managers in Volvo workshops. Case study was chosen as a research strategy for the study, since only one research unit would be investigated, that is, connect Volvo workshops and their workshop managers. The survey was conducted with a qualitative design because the research questions and chosen research strategy were supplemented with a mixed form of data collection to deliver the best possible results for the study. Personal interviews and web surveys were chosen as methods for the data collection. During the pilot study, it emerged that there was suspicion that the leadership conducted by the workshop managers is a form of command and control. The workshop managers also experienced difficulties in changing their leadership and focusing on supporting and developing leadership instead of controlling leadership. The result of the survey shows the total opposite, the workshop managers conduct a coaching leadership with a great focus on the employees' development, their own development and continuous improvements, which also are important elements of Lean Leadership. The conclusions that the study has laid the foundation for are that the workshop managers conduct a leadership that is not at all in line with what Volvo Cars predicted. The workshop managers have shown clearly that they possess characteristics that support Lean Leadership, but they have also proven that in many situations they conduct Lean Leadership and that they are fully capable of changing their own leadership. The result will mainly benefit Volvo Cars and their continued work with VPS, but other organizations in the industry can also use the study's results regarding the new leadership.
Undersökningen har genomförts i samarbete med Volvo Cars under våren år 2019. Vid undersökningen har ledarskapet hos verkstadschefer i Sverige och på marknaderna Spanien, Italien, Brasilien, Chile, Mexiko, Belgien och Polen undersökts. Undersökningens syfte var att undersöka hur ledarskapet kan utvecklas för att öka möjligheterna till lyckade implementeringar av Volvo Personal Servicesamt undersöka vilka delar av Lean Leadership som krävs för att Volvo Cars ska kunna driva och utveckla ledarskapet i VPS-verkstäder på ett framgångsrikt sätt. Valda frågeställningarför undersökningen skulle genera vilka fallgropar som gick att identifiera i verkstadschefernas ledarskap utifrån forskning samt hur Volvo Cars skulle utveckla ledarskapet hos dessa verkstäder för att de ska ligga mer i linje med Lean Leadership. Måletmed undersökningen har varit att undersökningen skulle generera i ett underlag till Volvo Cars gällande hur det ska vägleda eller utveckla det befintliga ledarskapet för att lägga grund för lyckade implementeringar och fortsatt utveckling av VPS. Examensarbetet grundar sig i en förstudie där fem förbättringsområden kartlades för att slutligen besluta om att verkstadschefernas ledarskap var det förbättringsområde som skulle undersökas djupare. VolvoCars har uppmärksammat att implementeringen av VPS inte blir lyckad i alla verkstäder och ville undersöka om problemet kunde ligga hos verkstadscheferna i anslutna Volvo-verkstäder. Fallstudie valdes som forskningsstrategi för undersökningen eftersom enbart en undersökningsenhet skulle undersökas, det vill säga ansluta Volvo-verkstäder och deras verkstadschefer. Undersökningen genomfördes med en kvalitativ design av anledningen att forskningsfrågorna och vald forskningsstrategi skulle kompletterats med en mixad form av datainsamling för att leverera bästa möjliga resultat för undersökningen. Personliga intervjuer och webbenkäter valdes som metoder för datainsamlingen. Vid förstudien framkom det att det rådde misstankar om att det ledarskap som bedrivs av verkstadscheferna är en form av kommando och kontroll. Verkstadscheferna upplevdes även ha svårigheter med att förändra sitt ledarskap och fokusera på ett supporterande och utvecklande ledarskap istället för ett kontrollerande ledarskap. Resultatetav undersökningen visar motsatsen, det vill säga att verkstadscheferna bedriver ett coachande ledarskap med stort fokus på medarbetarnas utveckling, sin egen utveckling och ständiga förbättringar vilket även visar på viktiga grunddelar i Lean Leadership. De slutsatser som studien legat till för är att verkstadscheferna bedriver ett ledarskap som inte alls ligger i linje med vad Volvo Cars förutspått. Verkstadscheferna har visat tydligt att de besitter egenskaper som stödjer Lean Leadership men de har även bevisat att de i många situationer bedriver Lean Leadership och att de är fullt kapabla till att förändra sitt egetledarskap. Resultatet kommer främst gagna Volvo Cars och deras fortsatta arbete med VPS men även andra organisationer inom verkstadsbranschen kan nyttja studiens resultat gällande det nya ledarskapet.

Thesis (Ph.D.)--Antioch University, 2007.
Title from PDF t.p. (viewed August 5, 2008). Advisor: Carolyn Kenny. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy July 2007."--from the title page. storytelling, stories, portraiture, organizational culture, corporate culture, organizational behavior, narrative Includes bibliographical references (p. 193-198).

Being one of the driving forces of social, economic, and cultural development, the tourism sector is of great importance in terms of developing countries in particular. In that regard, countries that want to get more shares from tourism movements have to follow the rapid developments in the sectorial sense and respond to changing customer expectations. In order to ensure high-quality service and guest satisfaction in tourism and therefore the continuity of the business, the qualifications of the people employed in the sector are extremely significant. There are many criteria and sub-criteria when employing the employees. Some of the main criteria discussed in the literature are communication skills, leadership skills, flexibility, decision making, communication skills, analytical skills, and consistency. The important thing is to evaluate and decide about which skill could be more important in which department. Within the scope of this research, personnel selection criteria in tourism business are evaluated. In the study, firstly the conceptual framework about personnel selection criteria is established and personnel selection criteria in tourism are determined in the light of this framework. Then, multi-criteria decision-making method ARAS is used to evaluate the alternatives in line with personnel selection criteria. As a result of the study, the findings obtained by the ARAS method are interpreted.

Crisis times are characterized by a dynamically changing and evolving need set that should be evaluated and acted upon with the least amount of latency. Though the established practice of response to rescue and relief operations is largely institutionalized in norms and localized; there is a vast sea of surging goodwill and voluntary involvement that is available globally to be tapped into and channelized for maximum benefit in the initial hours and days of the crisis. This is made possible with the availability of real-time, collaborative communication platforms such as those facilitated by Facebook, Google and Twitter. They enable building and harnessing real-time communities as an amorphous force multiplier to collate, structure, disseminate, follow-through, and close the loop between on-ground and off-ground coordination on information, which aids both rescue as well relief operations of ground response organizations. At times of emergencies, amorphous online communities of citizens come into existence on their own, sharing a variety of skill sets to assist response, and contribute immensely to relief efforts during earthquakes, epidemics, floods, snow-storms and typhoons. Since the Haiti earthquake in 2010 to the most recent Ebola epidemic, online citizen communities have participated enthusiastically in the relief and rehabilitation process. This chapter draws from real world experience, as authors joined forces to set up JKFloodRelief.org initiative, to help the government machinery during floods in the state of Jammu & Kashmir (JK) in India in September 2014. The authors discuss the structure and nature of shared leadership in virtual teams, and benefits of channelizing global goodwill into a purposeful, and sustained effort to tide over the initial hours when continued flow of reliable information will help in designing a better response to the crisis. The authors discuss the lessons learned into 5 actionable dimensions: first, setting up response-led citizen communities with distributed leadership structure, in coordination with the on-ground teams. Second, communicating clearly and consistently about sourcing, structuring, and disseminating information for both internal team challenges, solutions, and plans with shared goal-preserving policies, as well as external public awareness. Third, developing partner ecosystem, where identifying, opening communication lines, and involving key stakeholders in community ecosystem - corporates, nonprofits, and government provide a thrust for large-scale timely response. Fourth, complementing and catalyzing offline efforts by providing a public outlet for accountability of the efforts, which recognizes actions in both off-ground and on-ground environments for volunteers, key stakeholders and citizens. Lastly, the fifth dimension is about follow-up & closure, with regrouping for assessing role, next steps, and proper acknowledgement of various stakeholders for a sustainable partnership model, in addition to communicating outcome of the efforts transparently with every stakeholder including citizen donors to ensure accountability. With the extensive description of each of these dimensions via narrative of experiences from the JKFloodRelief.org initiative, the authors aim to provide a structure of lessons learned that can help replicate such collaborative initiatives of citizens and organizations during crises across the world.

Communication Accommodation Theory (CAT) allows us to manage our personal and social identities. According to the theory, people adjust speech, vocal patterns, and gestures to help promote mutual understanding in communication (Gallois & Giles, 2015). CAT helps us examine how to emphasize or minimize the differences between ourselves and others during verbal and non-verbal interactions. Language, context, identity, and intergroup and interpersonal factors are used in this theory to make interaction adjustments. Interpersonal control, interpretability, discourse management, and emotional expression are CAT strategies. There are also several supporting approaches that can help manage communication and adjust to receiver reaction including organizational dynamics, active listening, developing the leader within, style diversity, and ongoing self-assessment. The chapter concludes with information on building individual and team trust.

Today many IS departments and individuals are attempting to transform from technical groups and specialists to user oriented functions and customer support personnel. The major responsibility of the traditional IS department has evolved from the development, operation, and support of technology to the management of information. In the university environment, managers of information have traditionally been librarians. Librarians have increasingly become users of electronic information resources. A merger of the library with computing and telecommunications brings together technical expertise with information management skills. This case study describes the process of integrating the library, computing and telecommunications services in a University. Within the last two years, a new manager in the newly created position of Chief Information Officer merged these diverse organizations. We will describe the techniques used during the first year to foster communication, develop new strategic direction, and create and implement a new organizational structure. We will focus on establishing leadership, the organizational change and operational planning process, and the initial implementation of the new organizational structure. We will describe some of the problems and obstacles that needed to be addressed, including new management’s establishment of trust and control, creating an environment for change, managing change amid strong time pressures, human resource issues, and resource constraints.

A sales person has to have many qualities in order to become an ace salesperson. Communication skills and inter-personal skills are absolutely necessary for a sales person to succeed in the marketplace. He also has to have coordination skills and the ideal condition would be to develop leadership skills as well. This is because these are requirements of moving up the hierarchy where performance is not good enough – potential for higher positions are also needed. The organization structure in sales organizations are developed on the basis of the product-market combination as well as the spread of the organization. The specialization of the organization is also dependent on the degree of centralization of the organization. Key or major accounts are very important for the organization. The organizations have separate teams to manage these accounts as they are mostly spread across a wide geographical area. As in major accounts, the sales team overall has to perform a lot of coordination work. This coordination is with several departments within the organization and with many external agencies and stake holders as well. So, meetings become very important for sales management – both external as well as within the sales team. There is an underlying theme of competition within and outside the sales team. Sales persons are motivated by challenges – and so does the market. So, contests are held regularly – and, sometimes, they are an ongoing process within the sales team.

This chapter provides information regarding the importance of interpersonal communication in work settings. Whether in corporations or in educational settings, effective interpersonal communication is paramount, and required to ensure that pertinent information is properly conveyed. This is important to strategic leadership in that much thought and discussion must be focused on how, when, where, and what leaders communicate. If these elements are properly considered, organizations will be better positioned to benefit from positive outcomes yielded from a strategic approach to communication. Interpersonal communication is an abstract element that has significant implications for all organizations.

Rethinking leadership at all levels is required to reach the goals of learning and education in 2030 through which learners will take the lead in orchestrating the process and manner of their own learning and in choosing their personal learning journeys. The fourth industrial revolution will continue to change the ways we act, perform, live, work, and learn. Therefore, there is a need for a social revolution that includes the understanding of transhumanism and its effects. The term “cutting edge” does not concern technology as much as it concerns humans. Accordingly, transhumanism is crucial for a sustainable ecosystem of learning with and through technology and digital transformation, which encompasses all levels of institutions—macro, meso, and micro. This chapter is focused on future trends, issues, and challenges in management and leadership as well as on issues and challenges in communication, which is essential in both leadership and smart learning.

In this chapter, the authors explore leadership and its relation to emotion. While looking at who is a leader, they present the basics around the concept of emotional intelligence, and its huge impact in the last decades. Research findings will be presented to highlight fundamental characteristics of leaders, such as mindfulness, the ability to manage emotions of the self and the others, empathy, as well as social skills, intended as the ability to handle relationships, in group and social settings. Furthermore, they introduce the concept of emotional labour, which consists of a range of work-related emotions, and the four Cs theory that suggests we should appreciate emotions according to context, challenges, communication, and community. Lastly, the authors present models and processes to measure leadership traits, such as performing a social network analysis or a personality test.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

Social Engineering, in view of the current dependence of information systems and information and communication technologies organizations, is of great interest in creating conditions, in order to reduce the threats and vulnerabilities, to which organizations are exposed. Thus, Social Engineering is considered to have emerged as a serious threat in virtual communities and is an effective way of attacking information systems, by creating conditions in order to jeopardize business continuity. The article presents the problem in the field of Information Security, emphasizing concerns in the field of Social Engineering in view of the vulnerabilities to which the generality of organizations is exposed. The research methodology adopted is Design Science Research, given the specificity of the problem. The main results are the literature review in the field of Social Engineering, with special emphasis on attack models and a reflection of the real-world professional experience.

As with all their assets, organizations need management when it comes to their reputation. Having a successful corporate reputation is closely related to how corporations manage their existing reputation. The main components of long-term corporate reputation are categorized as appealing to emotions, product and service quality, vision and leadership, financial performance, workplace environment and social responsibility (Fombrun et al., 2013: 253). Among these components, financial performance is positioned as one of the main factors that come to the fore especially in crisis situations. Financial performance is also an effective factor in building trust in all relationships established with the target audience. Therefore, organizations should reflect their financial performance with a good corporate communication strategy in order to create a solid corporate reputation based on trust. The Covid-19 pandemic, which affected the whole world in 2019, negatively affected many corporations in Turkey economically. In the face of this situation, which can be described as a global crisis, corporations carried out corporate communication activities that support corporate reputation management in order to turn the crisis into an opportunity. It is seen that especially the financial performances of the corporations are highlighted among these activities carried out with the aim of strengthening the positive image of the corporations in the eyes of their stakeholders and the public. Within the scope of this research, the press releases published by five companies operating within the automotive sector in Turkey, among the sectors given in the Sectoral Impact of Covid 19 on the Economy report of Global Times (2020), were examined through the content analysis method in the context of financial performance indicators. The purpose of the research is to reveal how organizations reflect their strategies, which include the elements that reflect their financial performance in their press releases, to the public. As a result of the research, the financial performance indicator that took the most place in all the press releases examined was determined as “competitive advantage”.

Information and Communication Technologies in the context of social organizations, enhance the definition of strategies to optimize the use of Information Systems in order to provide better support services to their users. The paper presents a real case of optimizing the current information system of a social organization in which it proposes to develop an integrative and multidisciplinary prototype incorporating sustainability concerns in the context of sustainable development objectives to improve cooperation between the Institution and its users. The methodology adopted was based on the literature review of the thematic and the case study. The main results point to the added value that a multidisciplinary and aggregator prototype can constitute in order to incorporate sustainability concerns in the technical, environmental, social, economic and individual fields.

Abstract Gender equality in the energy sector is still a challenge for the timely attainment of the United Nations Sustainable Development Goal (SDG) 5 on empowering women. To enable solutions roadmaps, the UN Expert Group on Resource Management launched "Women in Resource Management" in April 2019. This paper summarizes the initiative's progress to date and how it maneuvered through the pandemic, delivering several quick wins benefitting women in oil and gas, geothermal, and mining. The initiative focuses on the energy sector (Oil & Gas, Renewables, Mining). As per the UNECE - Gender 2020 annual report, "The Women in Resource Management aims to determine achievable, global outreach goals to explore how resource management can help attain SDG 5, recognizing the importance to provide women and girls with, inter alia, equal access to education and decent work, and that their representation in economic decision-making processes will fuel sustainable economies and benefit societies". Work done till May 2021 includes:Review of a series of resource management projects to evaluate challenges and opportunities in enhancing performance from the perspective of gender.Selection of cases and country-specific study cases that exemplify how SDG 5 aims could be applied in resource management. The initiative deliverables and timeline for the future include:Dialogues on policy, aimed to boost gender participation in resource managementA network of women engaged in resource management projectsWebinars with global outreachIssue recommendations for the consideration and incrementing the participation of gender in resource management A comparison of critical elements considered diagnostic for women's empowerment such as female workforce percentages, participation of women in leadership and technical roles across several segments of resource management will be assessed per region with a global outlook. Other indicators valuable for the proposed assessment will be shared in this paper covering communication programmes and tools, empowerment and knowledge-sharing workshops, strategies and frameworks to increase active participation and awareness of women and men on the importance of gender equality for the sustainability of the energy sector. The initiative's roadmap was shared to collectively join efforts in an initiative that needs to compel the related organizations and stakeholders to generate step-changing actions to attain SDG 5 by 2030 and fully benefit from the impacts of diversity and inclusion in resource management, which benefit the sector. The participation of women in technical, organizational and leadership roles in resource management is imperative to ensure the sustainability of the energy sector in actionable paths. The roadmap and quick wins shared in this paper will inspire governmental, private, not-for-profit, multilateral, and other organizations dealing with the complex objective of incrementing the participation of women in resource management. The pursuit of gender equality strategies enables the success of SDG 5, especially if done with a collaborative effort that creates social and economic value at a global scale. Immediate objectives of the future activities of this initiative are to shape teams to address and advance research, communication of best practices and opportunities in mining (minerals and U/To resources), Oil and Gas, Renewables (including groundwater) and Public Sector and Talent Development.

Sažetak: Jedna od posljedica pandemije korona virusa velik je šok i za europsko i za svjetsko gospodarstvo. Utjecaj na razne sektore i poduzeća ovisi o nizu čimbenika, među ostalim o mogućnosti prilagodbe radnih mjesta, odnosno načina obavljanja radnih zadataka u kontekstu epidemioloških mjera. Organizacije se suočavaju s potrebom novoga strateškog pristupa u organizaciji poslova, zaštiti zdravlja na radnome mjestu, komuniciranju u novim okolnostima, vođenju, motiviranju, te upravljanju prihodima i troškovima. U New Yorku se, primjerice, samo 14% od više od milijun službenika do sredine siječnja vratilo u svoje urede, čime su ugroženi mnogi mali poduzetnici (trgovine, restorani), ali i život na Manhattanu. Za vrijeme proljetnog zatvaranja 62% zaposlenih Amerikanaca radilo je od kuće, što je više nego dvostruko više u odnosu na nekoliko godina ranije. Mnogi su od njih izrazili zadovoljstvo brzom prilagodbom i učinkovitošću, međutim novija istraživanja pokazuju kako rad od kuće ima i negativnih učinaka, poput onih vezanih uz izravnu komunikaciju, dijeljenje znanja, kreativno rješavanje izazova, ali i odvajanje privatnog i poslovnog života. U ovome se radu analiziraju elementi kvalitete radnoga mjesta, načini prilagodbe i organizacije rada različitih djelatnosti u pandemijskim uvjetima, te prednosti i nedostaci rada od kuće / na daljinu u potrazi za odgovorom na pitanje je li budućnost u hibridnim radnim mjestima. Abstract: One of the consequences of the corona virus pandemic is a major shock to the economies worldwide. The impact on various sectors and companies depends on several factors, including the possibility of adapting jobs, i.e., the way of performing work tasks in the context of epidemiological measures. Organizations face the need for a new strategic approach in work organization, in workplace health protection, with communication under new circumstances, as well as in leadership, motivation, and revenue and cost management. In New York, for example, only 14% of more than a million employees returned to their offices by mid-January, threatening many small businesses (shops, restaurants) but also the living in Manhattan. During the spring lockdown, 62% of employed Americans worked from home which is more than twice as many as a few years earlier. Many of them expressed satisfaction with the quick adjustment and efficiency, but recent research shows that working from home also has negative effects, such as those related to direct communication, knowledge sharing, creative problem solving, but also the separation of private and business life. This paper analyses the elements of workplace quality, ways of adapting and organizing the work of different activities in pandemic conditions, and advantages and disadvantages of teleworking in search of an answer to the question of whether the future is in hybrid workplaces.

In the mid-1980s, the impact of three decades of uranium processing near rural Fernald, Ohio, 18 miles northwest of Cincinnati, became the centre of national public controversy. When a series of incidents at the uranium foundry brought to light the years of contamination to the environment and surrounding farmland communities, local citizens’ groups united and demanded a role in determining the plans for cleaning up the site. One citizens’ group, Fernald Residents for Environmental Safety and Health (FRESH), formed in 1984 following reports that nearly 300 pounds of enriched uranium oxide had been released from a dust-collector system, and three off-property wells south of the site were contaminated with uranium. For 22 years, FRESH monitored activities at Fernald and participated in the decision-making process with management and regulators. The job of FRESH ended on 19 January this year when the U.S. Secretary of Energy Samuel Bodman and U.S. Environmental Protection Agency Administrator Stephen Johnson — flanked by local, state, and national elected officials, and citizen-led environmental watchdog groups including FRESH — officially declared the Fernald Site clean of all nuclear contamination and open to public access. It marked the end of a remarkable turnaround in public confidence and trust that had attracted critical reports from around the world: the Cincinnati Enquirer; U.S. national news programs 60 Minutes, 20/20, Nightline, and 48 Hours; worldwide media outlets from the British Broadcasting Company and Canadian Broadcasting Company; Japanese newspapers; and German reporters. When personnel from Fluor arrived in 1992, the management team thought it understood the issues and concerns of each stakeholder group, and was determined to implement the decommissioning scope of work aggressively, confident that stakeholders would agree with its plans. This approach resulted in strained relationships with opinion leaders during the early months of Fluor’s contract. To forge better relationships, the U.S. Department of Energy (DOE) who owns the site, and Fluor embarked on three new strategies based on engaging citizens and interested stakeholder groups in the decision-making process. The first strategy was opening communication channels with site leadership, technical staff, and regulators. This strategy combined a strong public-information program with two-way communications between management and the community, soliciting and encouraging stakeholder participation early in the decision-making process. Fluor’s public-participation strategy exceeded the “check-the-box” approach common within the nuclear-weapons complex, and set a national standard that stands alone today. The second stakeholder-engagement strategy sprang from mending fences with the regulators and the community. The approach for dispositioning low-level waste was a 25-year plan to ship it off the site. Working with stakeholders, DOE and Fluor were able to convince the community to accept a plan to safely store waste permanently on site, which would save 15 years of cleanup and millions of dollars in cost. The third strategy addressed the potentially long delays in finalizing remedial action plans due to formal public comment periods and State and Federal regulatory approvals. Working closely with the U.S. and Ohio Environmental Protection Agencies (EPA) and other stakeholders, DOE and Fluor were able to secure approvals of five Records of Decision on time – a first for the DOE complex. Developing open and honest relationships with union leaders, the workforce, regulators and community groups played a major role in DOE and Fluor cleaning up and closing the site. Using lessons learned at Fernald, DOE was able to resolve challenges at other sites, including worker transition, labour disputes, and damaged relationships with regulators and the community. It took significant time early in the project to convince the workforce that their future lay in cleanup, not in holding out hope for production to resume. It took more time to repair relationships with Ohio regulators and the local community. Developing these relationships over the years required constant, open communications between site decision makers and stakeholders to identify issues and to overcome potential barriers. Fluor’s open public-participation strategy resulted in stakeholder consensus of five remedial-action plans that directed Fernald cleanup. This strategy included establishing a public-participation program that emphasized a shared-decision making process and abandoned the government’s traditional, non-participatory “Decide, Announce, Defend” approach. Fernald’s program became a model within the DOE complex for effective public participation. Fluor led the formation of the first DOE site-specific advisory board dedicated to remediation and closure. The board was successful at building consensus on critical issues affecting long-term site remediation, such as cleanup levels, waste disposal and final land use. Fluor created innovative public outreach tools, such as “Cleanopoly,” based on the Monopoly game, to help illustrate complex concepts, including risk levels, remediation techniques, and associated costs. These innovative tools helped DOE and Fluor gain stakeholder consensus on all cleanup plans. To commemorate the outstanding commitment of Fernald stakeholders to this massive environmental-restoration project, Fluor donated $20,000 to build the Weapons to Wetlands Grove overlooking the former 136-acre production area. The grove contains 24 trees, each dedicated to “[a] leader(s) behind the Fernald cleanup.” Over the years, Fluor, through the Fluor Foundation, also invested in educational and humanitarian projects, contributing nearly $2 million to communities in southwestern Ohio, Kentucky and Indiana. Further, to help offset the economic impact of the site’s closing to the community, DOE and Fluor promoted economic development in the region by donating excess equipment and property to local schools and townships. This paper discusses the details of the public-involvement program — from inception through maturity — and presents some lessons learned that can be applied to other similar projects.