LEADER 01316nam a2200373 i 4500 001 991001094149707536 005 20020507183143.0 008 940520s1984 ||| ||| | eng 020 $a3540133313 035 $ab10800074-39ule_inst 035 $aLE01306923$9ExL 040 $aDip.to Matematica$beng 082 0 $a511 084 $aAMS 03D05 084 $aAMS 62C 084 $aAMS 68-06 084 $aAMS 90A05 084 $aQA267 100 1 $aBorger, Egon$051951 245 10$aLogic and machines :$bdecision problems and complexity /$ceds. E. Borger, G. Hasenjaeger, and D. Rodding 260 $aBerlin ; New York :$bSpringer-Verlag,$c1984 300 $avi, 456 p. :$bill. ;$c25 cm. 500 $aIncludes bibliographies 650 4$aComputational complexity$xCongresses 650 4$aDecision making$xCongresses 650 4$aMachine theory$xCongresses 700 1 $aHasenjaeger, G.$eauthor$4http://id.loc.gov/vocabulary/relators/aut$01358773 700 1 $aRodding, D. 907 $a.b10800074$b21-09-06$c28-06-02 912 $a991001094149707536 945 $aLE013 68-XX BOR11 (1984)$g1$i2013000142531$lle013$o-$pE0.00$q-$rl$s- $t0$u0$v0$w0$x0$y.i10903914$z28-06-02 996 $aLogic and machines$93371091 997 $aUNISALENTO 998 $ale013$b01-01-94$cm$da $e-$feng$gxx $h0$i1 LEADER 04862nam 22006733 450 001 9910772081003321 005 20230501055949.0 010 $a1-4473-6468-6 010 $a1-4473-6466-X 010 $a1-4473-6467-8 024 7 $a10.56687/9781447364672 035 $a(MiAaPQ)EBC30499391 035 $a(Au-PeEL)EBL30499391 035 $a(OCoLC)1377545596 035 $a(MdBmJHUP)musev2_111858 035 $a(DE-B1597)646115 035 $a(DE-B1597)9781447364672 035 $a(CKB)26505581400041 035 $a(EXLCZ)9926505581400041 100 $a20230426d2023 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aSocial Care in the UK's Four Nations $eBetween Two Paradigms 205 $a1st ed. 210 1$aBristol :$cPolicy Press,$d2023. 210 4$dİ2023. 215 $a1 online resource (227 pages) 225 0 $aSustainable care 311 $a1-4473-6465-1 311 $a1-4473-6464-3 327 $aFront Cover -- Half-title -- Series page -- Social Care in the UK's Four Nations: Between Two Paradigms -- Copyright information -- Table of Contents -- Series editors' preface -- List of figures, tables and boxes -- About the authors -- Acknowledgements -- 1 Comparing adult social care systems in the UK -- Introduction: from slow collapse to urgent crisis -- What is 'care'? -- Comparing care systems -- Twenty-five years of social care devolution -- Studying a care policy 'experiment': a realist approach -- Key tools for comparison -- Research design -- Analysis -- The structure of the book -- 2 What is social care policy for? -- Solving the 'problem' of care -- What is social care? -- What should social care policy do? -- Wellbeing -- Fairness -- Rights -- Quality -- Sustainability - for all? -- Conclusion -- 3 What is in crisis? The context of care policy in the four nations -- The care diamond -- What constitutes 'the 'crisis'? -- The 'crisis of demand' -- The 'crisis' of family -- The 'crisis' of the state -- The 'crisis' of the market -- The 'crisis' of community -- Conclusion: a differentiated crisis? -- 4 The mechanisms of social care reform -- Redistribute the costs of care -- Free personal care -- A funding cap -- Incremental change -- Ending risk-pooling -- Personalise support -- Support for unpaid carers -- Invest in prevention -- Integrate with health -- Professionalise the workforce -- Assessing progress -- Conclusion -- 5 The outcomes of social care reform -- Focus on outcomes -- Redistribute the costs of care -- Personalise support -- Support unpaid carers -- Invest in prevention -- Integrate with health -- Professionalise the workforce -- Who's best? -- Conclusion -- 6 Territorial policy communities: scale, style and scope -- Territorial policy communities -- Scale -- Style -- Scope -- Jurisdictional powers -- Agenda capacity. 327 $aMulti-level governance -- Centre-local relations -- Conclusion -- 7 The limits of social care reform -- Divergence and convergence -- Incremental versus transformative change -- The policy mix -- Standardised versus differentiated approaches to social care -- Paradigm 1: standardised care -- Paradigm 2: differentiated care -- Comparing the two paradigms -- Universalism versus particularism -- Conclusion -- 8 Conclusion: between care paradigms -- Convergence and divergence -- Success for whom? -- Conclusion -- References -- Index. 330 $aThe devolution of social care policy has led to key differences emerging between the UK's four care systems. This book presents research on the perspectives of social care policy makers within the UK's four care systems, concluding that when given equal capacity to reform, the systems in each nation may take radically different shapes. 606 $aSocial service$xGovernment policy$2fast$3(OCoLC)fst01123234 606 $aSocial policy$2fast$3(OCoLC)fst01122738 606 $aDecentralization in government$xSocial aspects$2fast$3(OCoLC)fst00888963 606 $aDecentralization in government$xSocial aspects$zGreat Britain 606 $aSocial service$xGovernment policy$zGreat Britain 607 $aGreat Britain$2fast 607 $aGreat Britain$xSocial policy 608 $aElectronic books. 615 7$aSocial service$xGovernment policy 615 7$aSocial policy 615 7$aDecentralization in government$xSocial aspects 615 0$aDecentralization in government$xSocial aspects 615 0$aSocial service$xGovernment policy 676 $a361.320941 700 $aNeedham$b Catherine$01461094 701 $aHall$b Patrick$042569 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910772081003321 996 $aSocial Care in the UK's Four Nations$93662988 997 $aUNINA LEADER 00683nam0 22002291i 450 001 UON00145862 005 20231205102901.94 100 $a20020107d1964 |0itac50 ba 101 $atam 102 $aIN 105 $a|||| 1|||| 200 1 $aAntavan anai$fS. 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M.$3UONV087737$0787378 801 $aIT$bSOL$c20251107$gRICA 912 $aUON00145862 996 $aAntavan anai$91754225 997 $aUNIOR LEADER 04739nam 22007575 450 001 9910337792303321 005 20251010083518.0 010 $a9781484236062 010 $a1484236068 024 7 $a10.1007/978-1-4842-3606-2 035 $a(CKB)4100000004975340 035 $a(MiAaPQ)EBC5439817 035 $a(DE-He213)978-1-4842-3606-2 035 $a(CaSebORM)9781484236062 035 $a(PPN)229498426 035 $a(OCoLC)1047730921 035 $a(OCoLC)on1047730921 035 $a(Perlego)4514083 035 $a(EXLCZ)994100000004975340 100 $a20180628d2019 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aEvolving Digital Leadership $eHow to Be a Digital Leader in Tomorrow?s Disruptive World /$fby James Brett 205 $a1st ed. 2019. 210 1$aBerkeley, CA :$cApress :$cImprint: Apress,$d2019. 215 $a1 online resource (321 pages) 311 08$a9781484236055 311 08$a148423605X 320 $aIncludes bibliographical references. 327 $aPart I: Digital Leadership -- Chapter 1: Start Here -- Chapter 2: TL;DR -- Chapter 3: Becoming a Digital Leader -- Chapter 4: Career Success Pyramid -- Chapter 5: The Evolution of Digital Leadership -- Chapter 6: Unnatural Selection: Evolving Faster Than the Pace of Change -- Part II: Awareness -- Chapter 7: Humans as a Full Stack -- Chapter 8: Experts and Achievers -- Chapter 9: Preferences and Patterns -- Chapter 10: Personality Types -- Part III: Intention -- Chapter 11: Intention - The Secret to Success -- Chapter 12: Understanding What's Important -- Chapter 13: Successful Intentions -- Part IV: Attention -- Chapter 14: Attention - Self -- Chapter 15: Attention - Team -- Chapter 16: Attention - Stakeholders -- Part V: Reflection -- Chapter 17: Reflection -- Chapter 18: Reflection Methods -- Chapter 19: Reflecting Together -- Chapter 20: Coaching and Mentoring -- Chapter 21: It's Not Cheating.-. 330 $aGet ready to be an effective digital leader, influencer, disruptor, and catalyst for change in the digital world! As a leader you need to constantly evolve to achieve sustained success. The world is being transformed by Digital. The pace of change is constantly accelerating and volatility and complexity are the new norms. Digital leaders are at the forefront of these waves of change, creating new markets and transforming traditional ones. This book is a framework and set of tools that will help you develop a deep awareness of yourself, your teams, and your stakeholders. The powerful four-step process (designed to remain relevant over time) ensures that you are embracing adversity, driving disruption, and unlocking your full leadership potential. What You'll Learn: Be an influencer, disrupter, and catalyst for change in a disruptive world Know five key career recommendations from 40 digital leaders with more than 400 years of combined experience Use the four steps of the Unnatural Selection framework to facilitate your personal evolution and digital leadership success Demystify what makes people tick using the Human Full Stack, which is a model analogous to the technical full stack, so that complex behaviors are easier to understand Embody intentionality to avoid distractions and achieve what?s important?your personal evolution, growing amazing teams, and influencing stakeholders. 606 $aStrategic planning 606 $aLeadership 606 $aTechnological innovations 606 $aCareer development 606 $aSchool management and organization 606 $aSchool management and organization 606 $aIndustrial organization 606 $aBusiness Strategy and Leadership 606 $aInnovation and Technology Management 606 $aCareers in Business and Management 606 $aOrganization and Leadership 606 $aOrganization 615 0$aStrategic planning. 615 0$aLeadership. 615 0$aTechnological innovations. 615 0$aCareer development. 615 0$aSchool management and organization. 615 0$aSchool management and organization. 615 0$aIndustrial organization. 615 14$aBusiness Strategy and Leadership. 615 24$aInnovation and Technology Management. 615 24$aCareers in Business and Management. 615 24$aOrganization and Leadership. 615 24$aOrganization. 676 $a658.514 700 $aBrett$b James$4aut$4http://id.loc.gov/vocabulary/relators/aut$035868 801 0$bUMI 801 1$bUMI 906 $aBOOK 912 $a9910337792303321 996 $aEvolving Digital Leadership$92105744 997 $aUNINA