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This chapter is an abridged version of NRC 10CFR35 that describes the conditions for the uses of byproduct materials in humans for medical purposes. Issues of license requirement, dosage measurement, calibration of equipment, radiation safety officer, radiation safety committee, and written directives are discussed. Survey meter and measurement of exposure rate are described. Conditions of medical mobile service are spelled out. Medical events are defined and requirements for their reporting are elucidated. Also conditions for reporting the fetal dose are given.

This study aims to model a workforce-planning problem of pilot roles which include captain and first officer in an airline company and to make an efficient plan having maximal utilization of minimum workforce requirements. To tackle this problem, a mixed integer programming based a new mathematical model is proposed. The model considers different conditions such as employing pilots with different skill types, resignations, retirements, holidays of pilots, transitions between different skills regarding needs of the demands during the planning horizon. The application of the proposed approach is investigated using a case study with real-world data from an airline company in Turkey. The results show that a company can use transitions instead of new employment and this is a more suitable medium-term production and human resource planning decision.

A forecast is merely a prediction about the future values of data. Financial forecasts span a broad range of areas, and each of the forecasts is of interest to a number of people and departments in a firm. A sales manager may wish to forecast sales (either in units sold or revenues generated). This prediction is of interest to the operations (manufacturing) department in order to predict the materials and time needed to create the product. The corporate financial officer is interested in the amount of cash required to support the projected level of sales and how much available cash inflow he can eventually expect to pay financial costs, cover expansion programs, and provide cash payouts to investors. In short, good forecasting underlies the construction of an operational cash budget.

Interviewees’ backgrounds, opinions and motivations are assessed to provide context about the type of person who becomes a chief police officer; this supports subsequent interpretation of their accounts of the right to exercise power and contributes to knowledge about police cultures. It is identified that chief officers are predominantly well educated, middle class and have liberal attitudes, and a third are women. They were attracted to policing by public service and excitement, the latter was associated with the power inherent to policing. A pronounced attraction to power may have delegitimating consequences, including using power for selfish purposes, which partly explains interviewees’ support for constitutional controls on police power. Chief officers’ approaches to power are found to be affected by gendered cultural norms, which emphasise competition and action, and it is identified that there is insufficient support and encouragement for chief police officers to reflect on the use of police power.

Data on gun violence in the home is concerning. Most accidental shooting deaths of children occur in the home when children play with a loaded gun when their parents are not home (Children’s Hospital of Philadelphia, Gun violence: Facts and statistics; 2020). People who have access to firearms are at twice the risk of homicide and more than three times the risk of suicide than those who do not own or have access to a gun (Children’s Hospital of Philadelphia, Gun violence: Facts and statistics; 2020). About 90% of police suicides involve a firearm, usually an officer’s service weapon (Johnson, The 12 deadliest hours of the day; 2019, Heyman et al., The Ruderman white paper on mental health and suicide of first responders; 2018). Furthermore, a police officer is more likely to take his/her own life than dying in the line of duty (Heyman et al., The Ruderman white paper on mental health and suicide of first responders; 2018). This makes it challenging to protect police officers from their own weapons during times of depression, anxiety, and other mental health issues that lead to suicidal thoughts. However, there are proactive measures officers, their families, and police agencies can take to reduce both accidental shooting deaths and suicide.

Over the decades, law enforcement organizations have continued to screen and hire law enforcement employees based upon standards established through job task analysis that support knowledge, skills, and abilities with some degree of validity and reliability in the outcomes. Procedural adjustments to the employment process have occurred through court decisions, legislative mandates, and governmental policies. Most pre-employment assessments follow the medical disease pathogenetic model seeking to identify personality disorders, mental stability, and psychopathologies that could hinder an officer’s ability to perform his or her official duties.

The police culture has been described as a culture of fear and intimidation when an officer experiences PTSD and attempts to seek mental health assistance because officers do not talk about these topics, making the police culture a catalyst for trauma, preventing officers from seeking assistance (Hakik & Langlois, Salus Journal, 8: 117–151, 2020). The law enforcement profession has a long-standing, unspoken tradition that has created a mentality that one does not talk about the job’s difficulties or the psychological problems it brings, creating a code of secrecy surrounding police mental illness and increasing physical and mental health problems for officers, including suicide. As the suicide rates of law enforcement officers continue to increase, leadership is called upon to prevent this crisis from continuing. Officers are taught in their academies to run towards danger, ignore pain, and focus on threats. At work this strategy works well; however, officers may not be aware of how their jobs impact their own mental health and the mental health of their families. Using Gestalt and Feature-Intensive Processing, officers can identify what strategies are effective at work. They can also identify what cognitive changes lead to healthier responses both at home and at work. Ultimately, these cognitive changes may in turn reduce the chances of burnout, vicarious trauma, and PTSD. Many strategies to reduce the stigma surrounding seeking professional psychological help and promoting mental wellness are suggested in this chapter.

This chapter describes a staff development intervention workshop called ‘Revitalising Care’™ (RC), [21] for Nursing groups in the National Health Service UK. Nursing in the UK is facing numerous challenges, one of which is staff retention. The workshop including coaching integrates breathing techniques, positive psychology and adopts emWave® technology to support staff to cope with stressful events proactively. The project was commissioned by the Scottish Government’s Directorate for the Chief Nursing Officer, Patients, Public and Health Professions (CNOPPP), Persons Centred Delivery Group in 2013–2015. An evaluation assessment instrument from the Institute of HeartMath (IHM) USA called the ‘Personal and Organisational Quality Assessment’ (POQA) questionnaire was administered to 126 participants pre and post the workshop. Evidence of effectiveness of the programme is presented. A summary of lessons learnt and guidance for staff development professionals embarking on similar projects in the future is suggested.

This article aims to identify the traits of a Chief Design Officer, with the purpose of fostering a cultural dialogue between design and the corporate environment. In the synergy of such dialogue, it arises from reflections on the evolution of design management between 1950 and 2020 as a strategic resource and the urgency to integrate a Chief Design Officer in the organisational structure of companies.

With the growth in air traffic volume, automation tools are being developed to increase the capabilities of Air Traffic Control Officers (ATCOs). In this paper, a novel approach to unearth Air Traffic Control (ATC) strategies from raw simulator data is described by utilizing executed radar commands obtained via mouse click data. Five sets of air traffic simulation exercise data were used to identify potential conflicts and unearth likely strategies undertaken using a proposed strategy identification model. The preliminary results demonstrate the success of the model in its ability to identify four distinct strategies adopted by the controllers to safely navigate air traffic conflicts that occurred during the simulation and the conflict type in which they occurred. Strategies identified were also verified by an expert panel to be effective in solving the targeted conflict type. The proposed model can be used to objectively identify ATC strategies for use in automation development. Civil Aviation Authority of Singapore (CAAS) Nanyang Technological University Accepted version This project is supported by the Civil Aviation Authority of Singapore and Nanyang Technological University, Singapore under their collaboration in the Air Traffic Management Research Institute.

A police stop must be based on founded suspicion: an officer’s ability to correctly discriminate suspicious behavior. However, police stops can be influenced by negative attitudes toward Black individuals. We conducted a systematic review of empirical articles published from 2014 to 2019 that investigated the relationship between racial prejudice and police stops on PsycInfo using keywords such as “race,” “ethnic,” “police stop,” “traffic stop,” and “stop and frisk.” Results included 16 studies conducted in the United States, England, Wales, and the Netherlands and showed that Black men were the most frequent targets of police stops; that many individuals who have been stopped by the police reported negative perceptions of the police force; that the Stop, Question, and Frisk strategy used by some U.S. police departments proved to be a type of stop that favors racial selectivity; and that traffic stops were favorable environments for racially biased actions by officers. We conclude that institutional racism in police stops proves to be a problem shared by several countries, including Brazil. We suggest more investigations to characterize institutional racism in the police force and in other settings and interventions aimed at reducing individual biases and collective racist practices.

We examine design and Human Factors supporting sensemaking, resilience and performance on the bridge of the frigate HNoMS Helge Ingstad that collided with the tanker Sola TS in 2018. We are presenting a framework to evaluate the design based on a system perspective. The frigate was a modern ship, with seven seamen on the bridge, performing operations during night. The officer of the watch considered Sola TS as a part of a land-based installation. The officer did not get clear indication from supporting systems on the bridge that Sola TS was a moving ship. The workload on the bridge was high with many alarms, officers in training, and communication through VHF. No personnel fatalities, but the frigate sank. The cost of a new frigate is estimated to be 1400 Mill USD. The accident analysis benefits from the sensemaking perspective, the design of bridge systems did not support reliable sensemaking.

Chapter three examines Nikolai Karazin’s “military project” and demonstrates how he at once applauds the Russian expansion and laments the “excessive” violence accompanying it on both sides. As a dedicated Russian military officer, the artist vividly presents heroic Russian soldiers and their selfless commanders, fighting against a predominantly cowardly and treacherous enemy. This stereotypical picture is made more balanced by several exceptions among his countrymen and the local people, but even more so by the author’s sincere empathy for those suffering on both sides. The “military project” is presented in the context of the “imperial networks,” highlighting the personal connections between privileged officers closely linked to the metropole and the tensions between them and regular officers of common background.

At the time of Alex Du Toit’s birth in the late nineteenth century, the territory that would become South Africa in 1910 had undergone a period of important intellectual development contextualised by its position as both a colony and emerging nation. This was compounded by the mineral discoveries of Kimberley and the Witwatersrand and their implications for the study of geology. And Du Toit’s history was emblematic of this new nation. Of French Huguenot descent, his ancestry dated to Francois Du Toit, originally from Northern France, who arrived in South Africa in 1687. The Huguenots were Protestants fleeing religious discrimination in France and the Dutch East India Company (VOC) settlement at the Cape provided a haven. They were incorporated into the fledging Dutch community and given land on which to farm. They would later become identified with the Afrikaner population. Du Toit’s middle name, “Logie”, however, suggested a more complicated family history. Captain Alexander Logie was a Scottish officer in the Royal Navy who married a Du Toit and subsequently adopted her nephew who was christened Alexander Logie Du Toit. This younger Du Toit married Alexander Logie’s niece, Anna Logie. The match produced four children, the oldest of whom was Alexander Logie Du Toit. From the outset, then, Du Toit represented the complex mix of Briton and Afrikaner that would play out in intricate ways in the early twentieth century.

216 officers from seven nations: Bulgaria, Cameroun, Denmark, Finland, Italy, the Philippines, and Spain were asked their perception of the “unit´s morale” during deployment abroad in asymmetric wars. Half of them saw no morale problems. Major national differences appeared here as only 20% of Spanish officers reported morale problems whereas 90% of Danish officers did. The other half of 109 officers did mention 160 reasons for a drop in morale related to either War, leadership, or individual problems. The 109 officers’ views are distributed rather equally on the three categories. Nevertheless, a majority of Danish officers (15 out of 17) reported war factors. In contrast, 10% or less of officers from Spain, Finland, Bulgaria and the Philippines gave the same answer. Over half of the Italian officers saw leadership factors causing morale problems (14 out of 26) while no officer from the Philippines and a few from Spain did so. Almost three out of four officers from the Philippines found that individual problems created morale problems. Only one out of five officers or less from the other nations identified the same cause. Some of the national differences are tentatively explained. Of the 75 solutions suggested, 75% said it was for the military leadership to remedy. The result of the study for the concept of morale and how to handle morale problems in a military unit operating in asymmetric warfare is discussed.

In the existing maritime traffic flow simulation, the other ship follows the initially set route regardless of the movement of the own ship, so the interaction between the own ship and the other ship’s movement in the actual maritime traffic environments cannot be reflected. To solve this problem, we provide realistic simulation environments for maritime traffic analysis based on the agent-based ship officer’s behaviour model for MASS and microscopic simulation of traffic flow. In this paper, we developed the agent-based ship officer’s behaviour model, which attempts to capture the behavioural patterns of a ship officer during an instance of ship collision. The main function of the ship officer’s behaviour model is to receive the characteristics of the ship officer and the ship, to determine encounter situations and to transmit the initial response distance, alter course, and change speed according to the navigational expertise, navigational errors and VTS control to the ship navigation agent. In addition, to verify the behavior model, we conducted the agent-based simulation prototype for maritime traffic with ship officer’s behavior model. The results of this study will be used to develop maritime traffic simulation platform in a digital environment.

United Nations Police (UNPOL) officers who are deployed to United Nations Peacekeeping Missions worldwide must first undergo pre-deployment training. After arrival in the mission area, UNPOL officers go through another week of induction training. Both pre-deployment and induction training provide training and insight into the cultural paradigms of the population of the mission area. The idea being that the UNPOL officers must be prepared to work with host country nationals. The problem is that UNPOL missions are comprised of police officers from dozens of different nationalities. The hyper-diversity of an UNPOL organization means that UNPOL officer will encounter significant cross-cultural challenges simply working with each other. UNPOL officers never receive cultural training to facilitate their ability to work with people from all over the world. This chapter covers the newly identified and described concept of complex acculturation, which is the cultural phenomenon of having to adjust to multiple new cultures simultaneously. An understanding of complex acculturation could be a significant element in the improvement of UNPOL efficiency in peacekeeping missions around the world.

I spent the first decade of my existence in the small working class and mostly white Catholic mining town of Birtley in north-east England. Aside from labouring full-time as a parent to my siblings and I my mother worked as an Avon-lady, while my father, having worked down the mines upon leaving school, then became a police officer. Adored, disciplined and comfortably acquiescent here to the demands of a divine sovereign promising immortality in paradise, when I was ten my parents, successful in their chosen careers and socially mobile, moved us to the new town of Washington. In some ways, this marked the end of my childhood. Thrown into a liminal space, distressing recurrent dreams involving the movement of time, space and matter first entered into my conscious experience. I would wake from these and my mother would find me sitting at the top of the stairwell outside my bedroom in a semi-conscious state of terror.

Police departments throughout the world have experienced increases in community–police conflict, with associated problems of patrol officers leaving the profession. Finding innovative solutions to these external and internal threats will require openness to new ideas, especially from patrol officers who are on the front line of these challenges. The present study examined predictors for which patrol officers reported the greatest “openness to new ideas” for their police profession. Predictors considered included officer demographics (age, years of service, education), self-perceptions (health concerns, symptoms of post-traumatic stress disorder, PTSD), and workplace perceptions (supervisor fairness, peer camaraderie, occupational pride). Hundred and fifty patrol officers completed anonymous surveys from police departments in Istanbul, Turkey (98.0% male; 41.3% with college education; mean age = 26.65 years; mean experience = 4.25 years). Multiple regression analysis revealed that openness to new ideas was significantly associated with the officer having a college education, few PTSD symptoms, and strong perceptions of peer camaraderie and occupational pride. Present results suggest that police departments seeking innovative solutions to their external and internal challenges might look to patrol officers with these characteristics. Additionally, departments could develop conditions that enhance these officer characteristics associated with innovative thinking by offering tuition grants, PTSD counseling services, officer bonding activities, and public celebrations of officers doing exceptional work.

Mental illness has already become a complication and controversial topic within the criminal justice system in the eyes of medical and psychological professionals and the public-at-large. People with such a medical condition cannot function normally and routinely make irrational decisions in many situations. According to the American Psychiatric Association, in a single year nearly 1 in 5 (or 19%) of U.S. adults experience some form of mental illness. The Statistics Help Officer Training (SHOT) project is an ongoing officer-involved shooting database at Western Connecticut State University in Danbury in Connecticut. According to the SHOT data, it is revealed that at least 1 in every 4 (or 25%) of all police shootings in the United States involve an individual who exhibited symptoms of mental illness. As such, it should be obvious that police officers should be better trained to deal with the mentally ill in order to better identify relevant and underlying mental health conditions, direct those individuals to proper resources for treatment, and to avoid the use of force by police personnel.

The destruction of the theatre and the cultural therapy process by the Jamaica Labour Party government underlined the profound neo-colonial ideology of neoliberal socio-politics on mental health public policy. The very successful ten-year-old radio psychiatry program hosted by the Senior Medical Officer of the Bellevue Mental Hospital is described and it’s abrupt cessation in the same period as the destruction of the Garden Theatre is chronicled. The Authoritarian JLP Prime Minister is identified as the architect of the destruction of the Garden Theatre and for dismissal of the Radio Psychiatrist (‘Fired on the Air’) and the attempt to remove all elements of democratic socialism of the previous People’s National Party and its collaboration with Cuba’s Fidel Castro is posited as the motive for this authoritarian vandalism.

Brazilian organizations must comply with the Brazilian General Data Protection Law (LGPD) and this need must be carried out in harmony with legacy systems and in the new systems developed and used by organizations. In this article we present an overview of the LGPD implementation process by public and private organizations in Brazil. We conducted a literature review and a survey with Information and Communication Technology (ICT) professionals to investigate and understand how organizations are adapting to LGPD. The results show that more than 46% of the organizations have a Data Protection Officer (DPO) and only 54% of the data holders have free access to the duration and form that their data is being treated, being able to consult this information for free and facilitated. However, 59% of the participants stated that the sharing of personal data stored by the organization is carried out only with partners of the organization, in accordance with the LGPD and when strictly necessary and 51% stated that the organization performs the logging of all accesses to the personal data. In addition, 96.7% of organizations have already suffered some sanction / notification from the National Data Protection Agency (ANPD). According to our findings, we can conclude that Brazilian organizations are not yet in full compliance with the LGPD.

The Nuclear Regulatory Commission (NRC) is responsible for regulating nuclear material, including any nuclides used in brachytherapy. All medical sources are classified as nuclear byproduct material. Use of byproduct material requires an authorized user and a radiation safety officer, as well as a written directive and a quality management program (QMP). Deviations from the written directive may be classified as medical events (misadministrations) depending on their severity.

This chapter analyzes George Floyd’s murder, perpetrated by a White police officer in Minnesota in 2020. Through the analysis of this event, this chapter distinguishes between the Body-Body and the Body-Space. The former is an autonomous body with which the person enjoys full moral and political autonomy, whereas the latter has the characteristic of being public. The Body-Space is a public space subject to the control and violence of institutions. This distinction allows for the comprehension of the necropolitical mechanisms within American society, in which the Body-Space has served as the historical apparatus to exercise control over the non-white population.

Agalawatta is a natural disaster-prone area in Kalutara district which has a uniform weather pattern with seasonality. A descriptive cross-sectional study was conducted among aged 15–59-year-old permanent residents in Agalawatta Medical Officer of Health area to assess the knowledge, reported practices and their associated factors of disaster preparedness. Interviewer administered questionnaire was used to ascertain data. A knowledge score was developed based on questions on different aspects of knowledge on disasters and disaster preparedness. Majority of the respondents found floods (72.9%, n = 436) and landslides (67.1%, n = 401) as the most commonly occurring natural disasters in Agalawatta. Only 16.2% (n = 97) of the study population was having more than the middle value of the knowledge score (i.e. 45 out of 90). Participants with previous experience in natural disasters had higher knowledge compared to those who were not (58.7% vs. 41.4%, p < 0.01). Only, 17.9% (n = 107) of the population identified “divisional focal point” as a stakeholder who needs to contact during a disaster and 33.3% (n = 199) of the study population has identified a potential safe location to move during a natural disaster in the area. Those who have experienced previous disasters were having higher knowledge and favorable practices than who haven’t experienced a disaster.

Police officers are required to make crucial life and death decisions in relation to themselves, colleagues, or members of the public. On many occasions this decision making process is undertaken during extremely stressful conditions. It is imperative that when force is used it is proportionate, lawful, accountable, and necessary. The use of force is a necessary tool for police officers and can conflict, albeit justifiably, with their moral obligation to protect life and preserve order. The attitude and behaviour of the officer in responding in an appropriate manner can impact how a society perceives whether their human rights are being protected or abused. This ultimately reflects upon public confidence in policing. This Chapter looks at the legal and police processes around the use of Force. For instance, Article 2 of the European Charter of Human Rights protects citizens’ “Right to Life”. Most police forces have a Code of Ethics around the use of Force. The use of force is also defined in statute and the test cases mentioned here, Beckford v The Queen” and Forrester v Leckey state a police officer’s obligations. The Case of McCann (1995) involving IRA members in Gibraltar also sets this out.

This chapter focuses on Tolstoy’s contribution to one of the most topical European debates of the second half of the nineteenth century: the debate on the meaning and value of life. The pioneer of the emergent idealistic current in Russian philosophy was a renowned physician and public educator Nikolai Pirogov, whose essay “Questions of Life,” meditated the problem of modern education, whose utilitarian bent encourages young people to adopt a purely pragmatic attitude to life. Pirogov’s experience as a military surgeon in Sevastopol lent authority to his pronouncements about the meaning of life and death, raising public awareness of the contemporary value crisis. Tolstoy, who served as an artillery officer in Sevastopol, was certainly familiar with Pirogov’s ideas. His turn to pedagogy was inspired both by Pirogov and by Pirogov’s teacher, Wilhelm von Humboldt, whose ideal of liberal personality Pirogov and then Tolstoy tried to adapt to Russian reality. Tolstoy’s search for the meaning of life and wisdom eventually brought him closer to professional philosophers. In 1887 at Nikolai Grot’s invitation, Tolstoy gave a lecture at the Moscow Psychological Society. This lecture, “On the Concept of Life,” became the basis for his only purely philosophical treatise On Life, which this chapter analyzes in detail.

This chapter asks and examines two questions: what are the major factors that impact the role of management and leadership in police service delivery in Taiwan, and how do they relate to the high citizen satisfaction with police services? The authors take a legal-institutional perspective and identify several important factors that impact the role of management and leadership in police service delivery. This chapter identifies six legal-institutional factors that are important to police service delivery in Taiwan, including police enforcement laws, standard operating procedures (SOPs), command and control systems, appointment system of police chiefs, local autonomous actions, and shifting structural characteristics of communities. These factors affect the management and leadership of the local police department and impact the first-line police officer’s service delivery. Lastly, this chapter offers a discussion on how these factors contribute to the high citizen satisfaction rate with police service delivery in Taiwan.

This chapter describes Robert Eisler’s arrest following the Nazi annexation of Austria and his subsequent confinement for 15 months in Dachau and Buchenwald concentration camps. In the camps, Eisler made friends with like-minded prisoners like the rare book dealer Hans P. Kraus and the historian of bread and baking Heinrich E. Jacob, as well as a Jehovah’s Witness who had read his book on the historical Jesus. The chapter also looks at what Eisler wrote about Hitler and the Nazis in the ten years he lived after leaving Buchenwald, and narrates the strange story of the S.S. officer Friedrich Murawski, who was expelled for having plagiarized Eisler’s work on the historical Jesus.

The chapter explores a series of overlapping discussions from the 1960s to the mid-1970s concerning the need to preserve natural areas for ecological research and observation, as well as the need for ecologists to be advocates for ecological science in the light of modern environmental problems. The U.S. Forest Service was also actively promoting the creation of Research Natural Areas and making them available for ecological research. A report prepared under the auspices of The Institute of Ecology in the mid-1970s drew attention to the desirability of creating a large network of experimental ecological reserves across the U.S. and its territories. This report led to three workshops during which ecologists debated what such a network of research sites might look like. The third workshop’s proposals led directly to the creation of the Long Term Ecological Research (LTER) Program, which began in 1980 with funding from the National Science Foundation (NSF). The chapter follows these conversations with particular emphasis on the participation of Jerry F. Franklin, who took part in early discussions about expanding ecological research infrastructure while serving as Ecosystem Studies Program Officer at NSF during 1973–1975. He subsequently was director of the H.J. Andrews Ecosystem Research Project, which joined the LTER Program in 1980, chaired the LTER Program’s Coordinating Committee from 1982 to 1995, and established and directed LTER’s coordinating office from 1982 to 1996. In 1997 the Network Office shifted to the University of New Mexico, beginning a new phase in the coordination of the developing network.

In 2030, there are still three main activity areas that a Chief Human Resource Officer must take care of: (1) People and Talent Management, (2) Organization Design & Change, and (3) Management and Leadership of the HR department. While the tasks as such remain rather stable, there are significant changes in how they are done. The way these activities are performed is heavily influenced by technology that automatically processes data and communicates with humans. We delineate these changes in terms of the three Cs of Smart HRM that characterize HRM in 2030: “Conversational HR”, “Connected Robotics,” and “Controlled Analytics.” Together, these three Cs drive HR practices both in terms of efficiency as well as quality. We illustrate this by describing some use cases of the various technologies along the HR Value Chain. In addition, the three Cs produce another “C” as an unintended consequence: they corroborate a “Chasm between digital winners and digital losers”—and HR needs to address this divide.

The business environment is changing, and likewise, consumer behaviours are changing. Brands are becoming aware of the consumers’ power to shape the brand through engagement. It has, therefore, become critical for brands to be aware of the contemporary issues around brand management, especially the prospects of social media, sustainable consumption and ethical practices. To manage these issues, there is a growing demand for a Chief Brand Officer (CBO), someone with the overall responsibility of managing the brand, someone who oversees the ethical collection of data about their customer base and prospective customers, a crisis manager who understands the implications of online brand mentions and many other metrics, someone who can take responsibility and think on the spot. In this chapter we discuss how these contemporary issues can be relative, depending on the brand, the market, the customer base and even the country; however, to streamline our discussion, we have identified key stakeholders and the various relationships which shape these issues.

Police officer-involved shootings (OIS) have again been brought to the forefront as a significant national issue following another highly criticized OIS involving an African-American male in the United States. The out roar and debate about acceptable police use of force options has reached critical mass many times over the last few decades. While research has consistently revealed that police use of force, including arrests and verbal warnings, only occurs in approximately 1.5% of police contacts with the public, it has also indicated that the police use of a firearm (OIS) in a suspect engagement is even rarer, estimated to occur approximately 1100 times each year in the United States (with a rate of less than 0.003%). However rare, incidents in which police officers shoot a minority suspect, particularly an African-American, have routinely resulted in allegations of systematic racism, public outcry, demonstrations, and considerable media coverage. The highly acclaimed SHOT database, which examines police OIS in the United States since 2000, has revealed the racial breakdown of the suspect in OIS to be 41% white, 30% black, 25% Hispanic, and 4% Asian/Native American. Further significant findings will be outlined within this chapter. What is surprising is that the rarity of these incidents still results in sensationalization by both traditional and social media (often based on misinformation) and in calls for police policy reform, not only in the United States but also globally.

The final chapter of the book reviews the offender mindset and what strategies the organisation can use to influence a potential embezzler to not start offending, to stop after the first theft, not continue stealing and to make admissions at any point during the crime or afterwards. The methods recommended are drawn from forensic psychology, work culture research, human resources practice and international best practice standards for fraud and corruption control. This chapter is structured around who is accountable for different actions to stop embezzlement from the top down including the community, law enforcement, organisation, human resources, organisation’s security unit/officer, manager, colleagues/peers, offender’s family and the offender. A combination of policies, recruitment practices, relationship with law enforcement, reporting of criminal behaviour, whistleblower programmes, internal controls, audits, monitoring of staff behaviour and training programmes are recommended to counter the offender mindset.

At the start of the 1960s, the New Zealand Finance Minister said ‘every effort must be made to diversify markets and persuade others to moderate agricultural protectionism’. Federated Farmers was sufficiently confident to propose a comprehensive policy for the New Zealand national economy. The Federation urged curbing inflation partly by a progressive reduction in protection to secondary industries. An Agricultural Development Conference identified the main needs to ensure increased production and the Government announced policy measures in line with the Federated Farmers’ proposals. How Federated Farmers achieved its objectives was described by the Federation’s Research Officer. In mid-1964, Federated Farmers decided it was again appropriate to request a mandatory levy on farm produce to fund the Federation’s activities, but, again, the request was refused.

Starting a practice is a life-changing endeavor that is both rewarding and frustrating all in one. The most important thing you will ever do is to decide on where you want to live and put down roots. Starting your own practice is as important of a decision that you will ever make, and it affects everything you have worked so hard to accomplish. Being prepared and researching the area you choose to practice and live and knowing whom to hire to help you are not instant decisions. Things need to be thought out both short- and long term. A banker, accountant, attorney/compliance officer, administrator, and computer engineer/information technology (IT) are much needed to attain your goals. Remembering that you are an ophthalmologist first and do not know it all; asking for help will make these processes and important decisions much easier and in the end, success can and will be yours.

This chapter aims to contribute to the limited literature on prison officer job satisfaction and organisational commitment in Sub-saharan Africa - predominantly collectivist societies. Drawing on interviews with 78 frontline prison officers in Ghana, this study documents the sources of job satisfaction and organisational commitment and their impact on prison officers. While intrinsic aspects of prison work involving opportunities for inmate rehabilitation, benefit-finding, recognition and praise for work conduced towards job satisfaction, extrinsic motivators such as salaries and environmental working conditions engendered job dissatisfaction. On organisational commitment, it emerged that all three dimensions of commitment – affective, normative and continuance were important components of organisational commitment. However, while affective commitment engendered high commitment, normative and continuance dimensions of prison work contributed to low organisational commitment.

The General Data Protection Regulation (GDPR) was widely seen as a significant step towards enhancing data protection and privacy. Unlike previous legislation, adherence to GDPR required organizations to assume greater responsibility for cybersecurity with respect to data processing. This shift represented a profound transformation in how businesses retain, use, manage, and protect data. However, despite these innovative aspects, the actual implementation of the GDPR security side poses some challenges. This paper attempts to identify positive and negative aspects of GDPR requirements and presents a new framework for analyzing them from a security point of view. Firstly, it provides an overview of the most significant scholarly perspectives on GDPR and cybersecurity. Secondly, it presents a systematic roadmap analysis and discussion of the requirements of GDPR in relation to cybersecurity. Results show that some of the GDPR security controls, such as the Data Protection Impact Assessments (DPIA), records on processing, and the appointment of a Data Protection Officer (DPO), are some of the most critical from a security viewpoint. Finally, it provides recommendations for tackling these challenges in the evolving compliance landscape.

Tito Cepeda Baza, the author’s father, left Guam, arrived in San Diego having joined the US Navy, and married into a Mexican American matriarchy. He attained the rank of Chief Petty Officer despite the Navy’s segregation of Pacific islanders—Guamanians and Filipinos—as Stewards, virtually menial servants. Tito’s first-born son, Larry Tito Baza, delicate and effeminate as a boy, was loved. As Baza grew older, he “butch[ed] it up,” married a wonderful woman, then divorced to embrace gay sexuality, but found the mainstream LGBT movement generally insensitive to race and class issues. When Baza participated in this country’s civil rights, Chicano, and anti-war causes, Tito was proud. When Baza came out to him, Tito loved him still, and bonded with Baza’s partner through gardening.

Belfast, situated in the north east coast of Ireland, was a port city and Ireland’s major industrial city. At this time Belfast bore more similarities to those industrial cities in northern Britain than to other parts of Ireland with an economy that was dominated by three industrial concerns: linen and textile manufacture; shipbuilding, and engineering. Influenza was rife in Belfast during the first and second waves and this chapter examines the medical and local authority response to the pandemic. In Belfast the combined forces of the corporation’s public health committee; public health department, and Medical Superintendent Officer of Health for Belfast Dr Hugh. W. Bailie were responsible for the production of an influenza policy for management of the pandemic in the city. This chapter will explore the effectiveness of their response during the pandemic.

This chapter centers on the top management team, which is an under-explored context in EO research. I begin the chapter by tackling the question if the firm wants to maximize its EO, should it universally have entrepreneurially minded senior executives; that is, to be an entrepreneurial firm, its senior leaders should themselves be inclined toward entrepreneurship. I also briefly consider the perspective sometimes raised in the EO literature that a firm’s performance yield from EO may be a function of counterbalance among the executive team—a CEO with a high tolerance for entrepreneurial risk may benefit from a chief operating officer with a modest risk tolerance. I then explore differences across senior executive roles, and how those roles may enable or constrain the firm’s EO. I then investigate the role of performance evaluations, and how the firm’s appraisal structure may enable or constrain EO. Lastly, I consider the role of middle management in the firm’s EO, specifically through the lens of strategic execution.

Haas continued to teach during the first months of the war but was eventually drafted to the Army. His strong dislike of military affairs was a matter of record and the authorities charged him with the maintenance of the horse stables for the cavalry. His commanding officer had more appreciation for his academic titles and Haas enjoyed relatively peaceful but boring war years. He used the time to write a first textbook of modern physics. With the collapse of Germany and inner revolutionary struggles, Haas decided to return to Vienna. But, being from Brno, he saw himself identified as a Czech citizen.

This chapter provides the experiences of LGBTQ individuals who have been subjected to discrimination, physical abuse, and death in Turkey within the context of Turkey’s attitudes towards LGBTQ members. This chapter narrates the story of Ahmet Yildiz, who is believed to have been killed by his father because he was gay; Hande Buse Seker, a sex worker, shot by a police officer who was a client of hers; and Hande Kader, a gay activist who was subjected to police violence and burned to death during the march of honor in 2015. Furthermore, the study includes the accounts of two laborers, one soldier, and one teacher. These stories of gay people suggest that all systems in Turkey are united in discriminatory policies against LGBTQ members, and that civil society organizations have been unable to protect gay rights. Even though the Turkish Constitution and the Universal Declaration of Human Rights, to which Turkey is a signatory, guaranteed equal rights, the rights of LGBTQ people have been, and will continue to be, abrogated until the country and its people develop a more enlightened and humane view.

Unrealistic beliefs can take a psychological or emotional toll. For instance, if an officer has the expectation that a suspect will immediately cease his hostile actions when hit by fists, spray, impact weapons, TASER®s, or bullets, he is in for a rude awakening when fighting an opponent who continues to fight well beyond the point that he should have been brought down. Having a false sense of security based on ineffective defensive tactics can also shatter the psyche of an officer who mistakenly believes that this or that “move” will bring about a swift conclusion to an encounter. Such misconceptions can have a chilling effect on an unprepared officer.

This chapter considers a form of frontline public encounter distinct from face-to-face or remote contact: social media. The chapter offers an overview of the main platforms used in public service and explores how frontline public service reports social media is becoming part of their role, including and hopes and anxieties about its use. The chapter considers the formalisation of social media management and the use of software to support this. The chapter contrasts two types of social media use in policing: that of the police officer vs the communications professional. It draws on a set of interviews and a corpus of social media posts. The data collected allow us to compare not only the two groups of frontline social media users in policing but also to compare observations of what they do with what they think they do. The chapter argues something a of a split between the hyper-local, authentic and difficult to manage, and something slicker, corporate and controlled. Each is bound by different codes and different standards. Such digital communications are of great interest to those developing conversational AI that could be used in a variety of ways. The chapter argues both should be acknowledged.

Screwed centres on Sam Norwood, a new prison officer. He learns his craft, guided by more experienced colleagues, and becomes enmeshed in the culture, turning to colleagues for social connection and emotional support, becoming more detached from his wife and young child. Slowly, Norwood comes to realise that his closest colleagues are corrupt and are running an organised drugs ring from within the prison. The prisoner audience appreciated viewing a film that focussed on prison staff, particularly as it was not an idealised fantasy, but instead showed brutal, corrupt and harmful behaviours. Many of the men felt that this exposed real issues and validated their complaints. There were three significant themes discussed by the group. The first was prison officer culture and how this shaped the outlook and behaviour of prison staff. The second addressed corruption in prison, not only official misconduct, but also a more general critique of the perceived illegitimacy of penal authority. Finally, there was discussion of the harmfulness of prison work for those undertaking it, and the emotional response of prisoners to the experience of suffering by prison staff. Screwed elicited a powerful response from the audience, generating an intellectual critique of prisons and provoking uncomfortable, feelings about prison staff.

In many countries as well as the consent as above, legally the autopsy is authorized by a human tissue act officer or medical director or their nominee, who legally allows the postmortem to go ahead. This is done after parental consent. There are variations throughout the world, and some of these are discussed. Consent is now recognised to be a process, a communication and understanding, and not just a simple signature to an official form.

This chapter provides a ship perspective on digitalisation and maritime informatics in relation to decision support for navigation and voyage monitoring. The rapid technological development in the world will continue to affect the development of information systems for decision-making used both on-board and ashore. The chapter gives a general introduction where the ship as an information source is introduced, before moving on to ship navigation, followed by the monitoring and management of a ship’s voyages and port calls. A ship is both a consumer of data originating from different sources and a provider of data. Most ships are now sources of some level of information that can be remotely monitored, collected, analysed, and acted upon. Many on-board information systems support decisions for the officer on watch during a voyage. The presentation of the information is important, and successful standardisation has been made in several areas.