1.

Record Nr.

UNINA9910458379303321

Autore

Ritchie Donald A. <1945->

Titolo

Doing oral history / / Donald A. Ritchie

Pubbl/distr/stampa

New York, New York : , : Oxford University Press, , 2015

©2015

ISBN

0-19-932935-4

0-19-939519-5

0-19-932934-6

Edizione

[Third edition.]

Descrizione fisica

1 online resource (xvi, 347 p.)

Collana

Oxford Oral History Series

Disciplina

907.2

Soggetti

Oral history

Oral history - Methodology

Historiography

Electronic books.

Lingua di pubblicazione

Inglese

Formato

Materiale a stampa

Livello bibliografico

Monografia

Nota di bibliografia

Includes bibliographical references and index.

Nota di contenuto

Introduction and Acknowledgments; 1. An Oral History of Our Time; Memory and Oral History; Public History and Oral History; 2. Setting Up An Oral History Project; Funding and Staffing; Equipment; Processing; Legal Concerns; Archiving and the Internet; 3. Conducting Interviews; Preparation for the Interview; Setting up the Interview; Conducting the Interview; Concluding the Interview; 4. Using Oral History in Research and Writing; Oral Evidence; Theory; Publishing Oral History; 5. Videotaping Oral History; Setting and Equipment; Processing and Preserving Video Recordings; Video Documentaries, Exhibits, and the Internet; 6. Preserving Oral History in Archives and Libraries; Managing Oral History Collections; Sound Recordings; Digital Oral Archives; Donated Interviews; Legal Considerations; Public Outreach; 7. Teaching Oral History; Oral History in Elementary and Secondary Schools; Oral History in Undergraduate and Graduate Education; Institutional Review Boards; 8. Presenting Oral History; Oral History Websites; Community History; Family Interviewing; Therapeutic Uses of Oral History; Museums and Historic Sites; Radio and Television; Performance; Appendix 1: Best Practices of the Oral History Association; Appendix 2:



Sample Legal Release Forms; Notes; Bibliography; Internet Resources; Index.

Sommario/riassunto

Doing Oral History is considered the premier guidebook to oral history, used by professional oral historians, public historians, archivists, and genealogists as a core text in college courses and throughout the public history community. Over the past decades, the development of digital audio and video recording technology has continued to alter the practice of oral history, making it even easier to produce quality recordings and to disseminate them on the Internet. This basic manual offers detailed advice on setting up an oral history project, conducting interviews, making video recordings, preserving oral history collections in archives and libraries, and teaching and presenting oral history. Using the existing Q&A format, the third edition asks new questions and augments previous answers with new material, particularly in these areas: 1. Technology: As before, the book avoids recommending specific equipment, but weighs the merits of the types of technology available for audio and video recording, transcription, preservation, and dissemination. Information about web sites is expanded, and more discussion is provided about how other oral history projects have posted their interviews online. 2. Teaching: The new edition addresses the use of oral history in online teaching. It also expands the discussion of Institutional Review Boards (IRBs) with the latest information about compliance issues. 3. Presentation: Once interviews have been conducted, there are many opportunities for creative presentation. There is much new material available on innovative forms of presentation developed over the last decade, including interpretive dance and other public performances. 4. Legal considerations: The recent Boston College case, in which the courts have ruled that Irish police should have access to sealed oral history transcripts, has re-focused attention on the problems of protecting donor restrictions. The new edition offers case studies from the past decade. 5. Theory and Memory: As a beginner's manual, Doing Oral History has not dealt extensively with theoretical issues, on the grounds that these emerge best from practice. But the third edition includes the latest thinking about memory and provides a sample of some of the theoretical issues surrounding oral sources. It will include examples of increased studies into catastrophe and trauma, and the special considerations these have generated for interviewers. 6. Internationalism: Perhaps the biggest development in the past decade has been the spreading of oral history around the world, facilitated in part by the International Oral History Association. New oral history projects have developed in areas that have undergone social and political upheavals, where the traditional archives reflect the old regimes, particularly in Eastern Europe, the Middle East, Asia, Africa, and Latin America. The third edition includes many more references to non-U.S. projects that will still be relevant to an American audience. These changes make the third edition of Doing Oral History an even more useful tool for beginners, teachers, archivists, and all those oral history managers who have inherited older collections that must be converted to the latest technology.



2.

Record Nr.

UNINA9910782474403321

Autore

Weiss David S (David Solomon), <1953->

Titolo

The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro

Pubbl/distr/stampa

Mississauga, ON, : John Wiley & Sons Canada, c2005

ISBN

1-283-20324-3

9786613203243

0-470-15876-X

Descrizione fisica

1 online resource (356 p.)

Altri autori (Persone)

MolinaroVince <1962->

Disciplina

658.4/092

Soggetti

Leadership

Lingua di pubblicazione

Inglese

Formato

Materiale a stampa

Livello bibliografico

Monografia

Note generali

Description based upon print version of record.

Nota di bibliografia

Includes bibliographical references and index.

Nota di contenuto

Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview

UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS

DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY



TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS

TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS

Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS

WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED?

Sommario/riassunto

Studies consistently show that quality leadership development programs pay off for companies -- in the form of shareholder returns, market share growth, and sales. However, many companies have inadequate leadership development programs. This book challenges traditional views of leadership development with a perspective that focuses on recognizing leadership as a source of competitive advantage. If you're a manager or an HR leader, The Leadership Gap offers the practical, effective strategies you need to close the leadership gap in your organizations, unleashing leadership potential for