Participation has become an orthodoxy in the field of development, an essential element of projects and programmes. This book analyses participation in development interventions as an institutionalised expectation – a rationalized myth – and examines how organisations on different levels of government process it. At least two different objectives of participation are appropriate and legitimate for international organisations in the field: the empowerment of local beneficiaries and the achievement of programme goals. Both integrate participatory forums into the organisational logic of development interventions. Local administrations react to the institutionalised expectation with means-ends decoupling, where participatory forums are implemented superficially but de facto remain marginalised in local administrative processes and activities. The book furthermore provides a thick description of the organisationality of participation in development interventions. Participatory forums are shown to be a form of partial organisation. They establish an order in the relationship between administrations and citizens through the introduction of rules and the creation of a defined membership. At the same time, this order is found to be fragile and subject to criticism and negotiation.

Smart leaders know that they would greatly increase productivity and innovation if only they could get everyone fully engaged. So do professors, facilitators and all changemakers. The challenge is how. Liberating Structures are novel, practical and no-nonsense methods to help you accomplish this goal with groups of any size. Prepare to be surprised by how simple and easy they are for anyone to use. This book shows you how with detailed descriptions for putting them into practice plus tips on how to get started and traps to avoid. It takes the design and facilitation methods experts use and puts them within reach of anyone in any organization or initiative, from the frontline to the C-suite. Part One: The Hidden Structure of Engagement will ground you with the conceptual framework and vocabulary of Liberating Structures. It contrasts Liberating Structures with conventional methods and shows the benefits of using them to transform the way people collaborate, learn, and discover solutions together. Part Two: Getting Started and Beyond offers guidelines for experimenting in a wide range of applications from small group interactions to system-wide initiatives: meetings, projects, problem solving, change initiatives, product launches, strategy development, etc. Part Three: Stories from the Field illustrates the endless possibilities Liberating Structures offer with stories from users around the world, in all types of organizations -- from healthcare to academic to military to global business enterprises, from judicial and legislative environments to R&D. Part Four: The Field Guide for Including, Engaging, and Unleashing Everyone describes how to use each of the 33 Liberating Structures with step-by-step explanations of what to do and what to expect. Discover today what Liberating Structures can do for you, without expensive investments, complicated training, or difficult restructuring. Liberate everyone's contributions -- all it takes is the determination to experiment.

Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC).

(Black & White version) Fundamentals of Business was created for Virginia Tech's MGT 1104 Foundations of Business through a collaboration between the Pamplin College of Business and Virginia Tech Libraries. This book is freely available at: http://hdl.handle.net/10919/70961 It is licensed with a Creative Commons-NonCommercial ShareAlike 3.0 license.

Structure and Agency in Young People’s Lives brings together different takes on the possible combinations of agency and structure in the life course, thus rejecting the notion that young individuals are the single masters of their lives, but also the view that their social destinies are completely out of their hands. ‘How did I get here?’ This is a question young people have always asked themselves and is often asked by youth researchers. There is no easy and single answer. The lives that are told, on one hand, and their interpretation, on the other, may have the underlying idea of 'own doing' or the idea of 'social determinism' or, more accurately and frequently, a combination of the two. This collection constitutes a comprehensive map on how to make sense of youth’s biographies and trajectories, it questions and reshapes the discussion on the role and responsibility of youth studies in the understanding of how people juggle opportunities and constraints, and contributes to escaping what Furlong and Cartmel identified as the "epistemological fallacy of late modernity", in which young people find themselves responsible for collective failures or inevitabilities. It can thus interest students, researchers and professors, youth workers and all of those who work for and with young people.

This book explores person markers, the linguistic elements that provide points of reference to speech-act participants. Michael Cysouw develops a new framework for the typology of person marking based on the rejection of the notion of plurality for its analysis. When a mother says "Mummy is going to say goodnight now", Mummy is the person marker in a way that in English is confined to motherese but which is used more commonly in some other languages and may also be characteristic of much earlier forms. Dr Cysouw divides the person markers of 400 languages into paradigms. He considers how the structure of these person paradigms relates to their function. His investigation provides a clear account of how person markers work syntactically, pragmatically, and semantically as well as giving fresh insights into aspects of linguistic change, language-relatedness, and the interfaces between discourse, syntax, and semantics. The combination of a typological and a comparative approach results in the first outline of a cognitive map of the paradigmatic structure of person marking.