The Experts below are selected from a list of 71844 Experts worldwide ranked by ideXlab platform

Bob Lonne - One of the best experts on this subject based on the ideXlab platform.

  • social justice and high quality human services visioning the place of a Contemporary Professional association
    Australian Social Work, 2009
    Co-Authors: Bob Lonne
    Abstract:

    The current world situation is plagued by “wicked problems” and a widespread sense of “things are going to get worse”. We confront the almost imponderable consequences of global habitat destruction...

  • social justice and high quality human services visioning the place of a Contemporary Professional association
    Faculty of Health; Institute of Health and Biomedical Innovation, 2009
    Co-Authors: Bob Lonne
    Abstract:

    The current world situation is plagued by “wicked problems” and a widespread sense of “things are going to get worse”. We confront the almost imponderable consequences of global habitat destruction and climate change, as well as the meltdown of the financial markets with their largely yet to be seen damage to the “real economy”. These things will have considerable negative impacts on the social system and people's lives, particularly the disadvantaged and socially excluded, and require innovative policy and program responses delivered by caring, intelligent, and committed practitioners. These gargantuan issues put into perspective the difficulties that confront social, welfare, and community work today. Yet, in times of trouble, social work and human services tend to do well. For example, although Australian Social Workers and Welfare and Community Workers have experienced phenomenal job growth over the past 5 years, they also have good prospects for future growth and above average salaries in the seventh and sixth deciles, respectively (Department of Education, Employment and Workplace Relations, 2008). I aim to examine the host of reasons why the pursuit of social justice and high-quality human services is difficult to attain in today's world and then consider how the broadly defined profession of social welfare practitioners may collectively take action to (a) respond in ways that reassert our role in compassionately assisting the downtrodden and (b) reclaim the capacity to be a significant body of Professional expertise driving social policy and programs. For too long social work has responded to the wider factors it confronts through a combination of ignoring them, critiquing from a distance, and concentrating on the job at hand and our day-to-day responsibilities. Unfortunately, “holding the line” has proved futile and, little by little, the broad social mandate and role of social welfare has altered until, currently, most social programs entail significant social surveillance of troublesome or dangerous groups, rather than assistance. At times it almost seems like the word “help” has been lost in the political and managerial lexicon, replaced by “manage” and “control”. Our values, beliefs, and ethics are under real threat as guiding principles for social programs.

Walter Lorenz - One of the best experts on this subject based on the ideXlab platform.

Celia Whitchurch - One of the best experts on this subject based on the ideXlab platform.

  • beyond administration and management reconstructing the identities of Professional staff in uk higher education
    Journal of Higher Education Policy and Management, 2008
    Co-Authors: Celia Whitchurch
    Abstract:

    This paper describes an empirical study associated with earlier reviews of the changing roles and identities of Contemporary Professional staff in UK higher education (Whitchurch, 2004; 2006a; 2006b). The study draws on the narratives of twenty-four individuals to illustrate that identity movements cannot be captured solely in terms of a shift from ‘administration’ to ‘management’, or of a collective process of Professionalisation. Contemporary ideas about the fluidity of identity (Delanty, 2008; Taylor, 2008) are used to theorise the empirical data, and to develop a conceptual framework that describes emerging identities by means of three categories of bounded, cross-boundary, and unbounded Professionals. This framework demonstrates that Professional staff are not only interpreting their given roles more actively, but that they are also moving laterally across functional and institutional boundaries to create new Professional spaces, knowledges, relationships and legitimacies. It is suggested, therefore, that the roles and identities of Professional staff are more complex and dynamic than organisation charts or job descriptions might suggest.

John Nalbandian - One of the best experts on this subject based on the ideXlab platform.

  • facilitating community enabling democracy new roles for local government managers
    Public Administration Review, 1999
    Co-Authors: John Nalbandian
    Abstract:

    Dennis Hays, administrator of the Unified Government of Wyandotte County/Kansas City, Kansas, found himself in an unfamiliar role. In the presence of the governor, the mayor, and other dignitaries, Hays was asked to take the lead in a press conference announcing that the International Speedway Corporation had begun negotiating with the Unified Government as a partner in the construction of a NASCAR racetrack. His highly visible role in the project was being recognized and future expectations were being cast. Kansas City, Kansas, once a manufacturing stronghold in northeast Kansas, is a city searching for lost pride. Hays, analytical and compassionate, and educated to believe that the role of the manager is to work backstage, found himself leading a project that would have significant effect on the sense of community in this city and on his own definition of Professionalism. This research, based on data gathered from open-ended survey questions, correspondence, and in-depth panel discussions, also utilizes earlier findings for a "then and now" examination of the Contemporary roles, responsibilities, and values of city managers. City managers are seen as community builders and enablers of democracy. With those goals, they have become skilled at facilitative leadership and at building partnerships and consensus. Also, they have become more aware that legitimacy of the city manager role demands more than a legal foundation in council-manager government, the manager's adherence to the value of efficiency, and making recommendations based on "the greatest good for the greatest number over the long run." In today's political environment of diverse and conflicting interests, managers must anticipate and attend to claims for equity, representation, and individual rights if they are to succeed as partner to the elected officials and citizens they serve and as leader of the Professional staff they supervise. The Past In my earlier review of Professionalism in local government I concluded that city management had transformed itself over several decades in three fundamental ways. It had "moved from an orthodox view of a dichotomy between politics and administration to the sharing of functions between elected and appointed officials; from political neutrality and formal accountability to political sensitivity and responsiveness to community values themselves; and from efficiency as the core value to efficiency, representation, individual rights, and social equity as a complex array of values anchoring Professionalism" (Nalbandian, 1991, 103). The first change represented an evolution of roles, the second a broader statement of Professional responsibility, and the third set out to capture the Contemporary value base of city management. Those familiar with Professionalism in local government will see that to a large extent many recent changes have reinforced these transformations. During the ten years, the following changes stand out: * Community building has become part of the city management Professional's responsibility. * Managers are expected to facilitate participation and representation and to develop partnerships. * There is less adherence to council manager government as the "one best form." * The manager's internal administrative role has become more process oriented. What's New Community Building Historical reviews of city management reveal a continuing search for the meaning of Professionalism (Stillman, 1974). As social, economic, political, and technological trends create new contexts, the roles, responsibilities, and values of practicing Professionals change. In my earlier project, I tried to define Professionalism in local government as grounded in a broader array of community values than had been posited traditionally. But what I failed to articulate was the search for a sense of community as a way to conceptualize a context for Contemporary Professional work. …

Henrik Sveidahl - One of the best experts on this subject based on the ideXlab platform.

  • musicians as makers in society a conceptual foundation for Contemporary Professional higher music education
    Frontiers in Psychology, 2021
    Co-Authors: Helena Gaunt, Celia Duffy, Ana Coric, Isabel Gonzalez R Delgado, Linda Messas, Oleksandr Pryimenko, Henrik Sveidahl
    Abstract:

    This paper considers the purpose, values and principles underpinning higher music education (HME) as one of the performing arts in a context of turbulent global change. Recognising complex challenges and opportunities in this field, HME is addressed from dual perspectives: educating the next generations of Professional musicians, and higher music institutions’ (HMEIs) engagement in society. The paper has a particular focus on the sector within HME that is dedicated to intensive practical craft training for performers, composers, programmers, producers, managers and teachers. We argue that there is an urgent need for fresh orientating frameworks through which to navigate HME’s development. We examine concepts such as artistic citizenship, social responsibility and civic mission increasingly perceived to be relevant to the sector, and we explore their connections to concepts of artistic excellence, imagination and creativity, and musical heritage. We identify apparent dichotomies of value within Contemporary HME, including between intrinsic and instrumental purpose in the arts, cultural heritage and new work, artistic imagination and entrepreneurship, and we argue that creative tensions between what have hitherto easily been perceived as opposing concepts or competing priorities need to be embraced. To support our argument we draw on the particular ethnomusicological concept of ‘musicking’, and we look towards a partnering of artistic and social values in order to enable HME to respond dynamically to societal need, and to continue to engage with the depth and integrity of established musical traditions and their craft. Based on this discussion we propose a conceptual foundation: the ‘musician as a maker in society’, in which developing vision as a musician in society, underpinned on the one hand by immersion in musical artistry and on the other hand sustained practical experience of connecting and engaging with communities, offers invaluable preparation for and transition into Professional life. We propose that this idea, connecting societal and artistic vision and practice, is equally essential for HMEIs as it is for musicians, and sits at the heart of the position they evolve within their local communities and wider society.