Management benchmarks of cultural policy
As public policy, cultural policy focuses on providing conditions for free and undisturbed exercise of cultural rights: right to culture and information, right to cultural identity, right of intellectual property protection, right of participation in cultural life, etc.Cultural rights are specified as a distinct class in the catalogue of international principles regarding culture created by The Cultural Diversity Network, consisting of ministers in charge from many countries such as: cultural heritage preservation, free movement of works and creators, dialogue between cultures, diversity promotion, etc.In this respect, it defines also “the intervention areas” along with actions to be taken, so that each stage of cultural policy, understood as a process of continuous construction, should gain more value. Therefore, as public policy, cultural policy has an undisputed impact on urban/rural areas/territories, at least according to the authorities’ intention to correct some discrepances as regards the number and location of cultural services in the community area, their equipping, easy access of inhabitants to cultural institutions, the density and representativity of the cultural life itself.
The Connection between National Culture and Organizational Culture: A Literature Review
Although there is a major challenge for international business to successfully adapt various cultures and their influence on the everyday operations of businesses. Such aptness needs to comprehend culture, cultural variety, opinions, stereotypes and values. Culture directs the way human beings act and conduct themselves in certain situations in life. It also explicates the way people from time to time treat others or talk about others. Consequently, culture in this circumstances is understood by a distinct set of people through its ideas, values, and traditions. These are the ideas, values, aspirations and traditions formed overtime by organisations that justified them to label it as ‘organizational culture’. This study made an analysis on the dissimilarities between national culture and organizational culture and discovered that Management under no circumstances can change a national culture, it can only know and utilize it. Whereas management can construct and occasionally change an organizational culture. Therefore, national culture dissimilarities exist more in values than in practices whilst organizational culture dissimilarities exist more in practices than in values.
Prediction of Muscular Endurance (Work Performance) From Individual Differences in Initial and Post Training Increments in Static Strength
Forty college men were given tests for static strength and strength endurance prior to an isotonic strength training program. Experimental results indicate that individual differences in static strength are a poor criterion in the prediction of muscular endurance. Following an increase in static strength resulting from isotonic strength training pre-training static strength and post-training strength increments are not indicative of an individual's performance in a hand grip endurance activity.