Augment Human Resource Proximity Plumbing Cybernation

The expeditious proliferation of artificial intelligence in the mainstream has rejigged the simplest processes of the various sectors in the most efficient way. With the advent of the era of cybernation, the work culture has been curbed with the timely developments and upgradation of the technology. Cybernation has propelled the growth of every respective sector of the vast corporate diaspora with time. The main aim of the cybernation being that of smoothening the complex, bulk tasks which exploit mass human energy, has seen much success in its purpose so far. But certain domains of the corporate diaspora still await the technological transformation of their respective processes. One such prominent domain and the real fuel of the corporate diaspora, the human resource has yet to expand its purview to imbibe and imbue cybernation in its certain processes. Human resource domain being the custodian of the corporate, wherein it is for the people and by the people though with the niche of Industry 4.0 beholds more space to expand the angle of understanding the term resource for the human, than human as an element of resource in itself. Multifarious human resource processes can be enhanced further with apt utility of digitization in order to optimize the user interface and user experience, boosting the overall employee experience amidst the corporate. Several certain customary functions of the human resources entail the adaptation of automation in more nuanced way to evolve parallel with the digitalization. Moreover, the millennial era further looks up to a transformed human resource with higher echelons of functions to be performed, digitally evolved jobs, an automated work environment, work culture well acquainted with the artificial intelligence. The effect of cybernation on the business acumen of futuristic human resource leaders, working in the rapid concurrent era of disruptions, without losing the human touch, will carve the future human resource structure. Therefore, the intent of this chapter is to study the detailed implications of automation, digitalization, and cybernation in the domain of human resources and to study and examine the dynamically changing HR functions with technological interventions and disruptions by proposing a literature review.

The pilgrimage and illustrated journals of David Roberts in the southern Mediterranean Sea and the Near East (1838-39) and the marketing of his illustrated journals in the Shows of London

The body of drawings and sketches created by the Scottish painter David Roberts (1796-1864) during his expedition to the Holy Lands in 1838-9 marked the high point of his professional career. This paper will look at the period after his return to Britain in July 1839, particularly to 1842. It will suggest that although Roberts was no doubt influenced by his Scottish Presbyterian upbringing, religious faith was not as central to his trip as has often been supposed. It was instead through the business acumen of his publisher F.G. Moon that this body of work came to be regarded not merely as an aesthetic achievement but as a cause célèbre. A skilful and coordinated marketing campaign elevated these drawings to the status of a pilgrimage; a contemplative journey through the sites of biblical antiquity. Through detailed analysis of contemporaneous accounts it will show how one of the costliest publications of the era was disseminated, passing from prestigious galleries and the libraries of a wealthy elite through a continuum of public art exhibitions and popular media including panoramas, dioramas and the newly-emerging field of dissolving views. This will provide a rare case study into the interconnectedness of London’s exhibition culture in the 1840s.

Distinguishing Features of AAA-Healthcare Partnerships: Business Acumen Is Necessary but Not Sufficient

Stronger relationships among service providers in the health care and social service sectors may contribute to positive outcomes such as lower health care use and spending. Such partnerships have grown in recent years, including Area Agencies on Aging (AAAs) contracting with health care organizations, and their impact on health care utilization has been demonstrated. Nevertheless, knowledge about how AAAs establish and manage successful collaborations is limited. This study was designed to understand how AAAs in regions with low levels of avoidable health care utilization develop and sustain partnerships with health care organizations. We conducted an explanatory sequential mixed-methods, positive deviance study. In the quantitative phase, we identified 8 AAAs with multiple health care partners serving areas with little utilization of nursing homes by residents with low-care needs, and 3 with few partners and high utilization for comparison. In the qualitative phase, we identified key informants within AAAs and their partners for in-depth interviews (total n = 123). We used the constant comparative method of analysis to identify 5 factors that characterized partnerships in the highly-partnered, low-utilization sites: 1) Regional context (e.g., breadth of health care provider market, cross-sectoral coalitions), 2) AAA human resource assets (e.g., community expertise, business acumen), 3) AAA organizational culture (e.g., visionary leadership, risk taking), 4) Interdependence among organizations (e.g., mutual benefit, alignment), and 5) Interpersonal dynamics (e.g., trust, relationships). The importance of these regional, organizational, and relational factors suggests that AAA business acumen is necessary but not sufficient to build and sustain robust cross-sectoral partnerships.

Decreasing Length of Stay in Opioid Withdrawal

Introduction: In 2017, more than 1,200 opioid-related deaths were reported in Virginia, with slightly fewer in 2018, at 1,193 deaths. The current opioid crisis has placed a strain on an already limited number of mental health (MH) inpatient beds. The industry standard for assessment and treatment of opioid withdrawal symptoms, in the inpatient setting, is the Clinical Opiate Withdrawal Scale (COWS), and yet some units continue to utilize the Clinical Institute Withdrawal Assessment for Alcohol–Revised (CIWA-Ar) for this population. Aim: The purpose of this nurse-led performance improvement project was to implement COWS in the inpatient MH setting and improve length of stay (LOS) by 1 day. Method: In 2018, in a large federal teaching facility in the mid-Atlantic region, the COWS was implemented to replace the CIWA-Ar for opioid withdrawal, with the focus on decreasing LOS. Prior to implementation of COWS, LOS on the inpatient MH unit for opioid withdrawal was 8.6 days, which was higher than the ~6- to 7-day LOS for surrounding private sector hospitals. Individual electronic medical records were reviewed for LOS and completion of COWS and pertinent details were discussed daily with nursing staff and monthly with the interdisciplinary team. Baseline data were collected from April 2017 to March 2018, with data collection continuing through the project implementation, April to September 2018. Results: Completion of COWS on 100% of patients admitted with opioid withdrawal and a decrease in LOS from 8.6 to 4.7 days was found, a 45% reduction. Conclusion: The nurse-driven performance improvement project affected business acumen, through decreased LOS, as well as quality of care, through better symptom management.

The business practice of Louis François Roubiliac, 1752-62

Evidence for the organization of Roubiliac’s workshop in the last ten years of his life is provided by the ledgers of his bank account opened with Drummond’s, Charing Cross, in the year of the sculptor’s third marriage to the Deptford heiress Elizabeth Crosby in 1752. The resulting financial confidence, albeit short-lived, enabled Roubiliac’s visit to Italy with Thomas Hudson, also in 1752. The ledgers reflect the sculptor’s expanding business between 1755 and 1760 and document his assistants Christian Carlsen Seest from 1756 to 1759, Nicholas Read from 1756 to 1760 and Nathaniel Smith between 1755 and 1761. Other payees can be identified as masons assisting with installation and suppliers of marble. Payments to and from silversmiths and jewellers indicate Roubiliac’s close connection with those of French origin trading in the London luxury market, including Thomas Harrache, who served as the sculptor’s executor. Roubiliac’s ledgers also provide negative evidence - he was not always paid in full for his work, as his will drawn up six days before his death indicates: ‘all my book debts which is due to me to be equally divided into four parts’. This suggests that Roubiliac’s reputation for taking an excessively long time to complete commissions resulted in his forfeiting full payment, and explains why he died in debt. A letter from the sculptor to the agent of the 4th Earl of Gainsborough in 1751, requesting settlement of a bill for plaster busts supplied four years earlier, published for the first time, demonstrates Roubiliac’s poor grasp of the English language as well as his lack of business acumen.

Incorporating Inheritance and Complementarity

This chapter highlights the poetics and politics of Indigenous People’s dense inheritances around the turn of the twenty-first century and how these genealogies can be translated as complementary through sound. It focuses on the musical output of the Anchorage-based “tribal funk” band Pamyua, and how their distinctive sounds engage lived intersections between Blackness and Indigeneity. The author outlines how their business acumen challenges racialized gatekeeping mechanisms of the music industrial complex endemic to “blood quantum” and “one-drop” ideologies, a colonial pairing of what one might call “sound quantum” with earlier discussions of “audible Indigeneity.” The author offers an analysis and musicographic model that seeks to better represent the priorities and processes of Pamyua’s relational and radical soundwork, through which multiple densities are navigated and transformed. Pamyua’s work expands the ways in which we hear Yupiit masks and drumsongs as always already modern, both in Yukological and Eurological understandings of the phrase.

Maximizing Social Equity as a Pillar of Public Administration: An Examination of Dispensary Licensing in Pennsylvania

Public administration upholds four key pillars for administrative practice: economy, efficiency, effectiveness, and social equity. The question arises, however, how do administrators balance these often-competing priorities when implementing policy? Can the values which contributed to administrative decisions be measured? This study leverages the expansion of medical cannabis programs in the states to interrogate these questions. Focusing on the awarding of dispensary licenses in Pennsylvania affords the ability to determine the effect of social equity scoring on license award decision, relative to criteria that represent the other pillars of public administration. The results show that safety and business acumen were the most important determining factors in the awarding of licenses, both effectiveness and efficiency concerns. Social equity does not emerge as a significant determinant.

University–industry collaboration: Enhancing students’ business acumen and aptitude through competitive SCM challenges

This article describes a collaborative process between a university’s Supply Chain Management (SCM) program and the business community supporting the program to bring about a student team–based case competition. The ideas used for the competition were based on actual challenges experienced and submitted by businesses, while the case narrative and supporting material, as well as the assessment rubric, were developed and written by the SCM program faculty. The implementation of the competition was originally designed to benefit students by helping them further develop and demonstrate their capabilities in the areas of business acumen, soft skills, critical thinking, and problem-solving to potential employers. Interestingly, this activity also provided unforeseen benefits to the original collaborating parties. The article discusses the immediate benefits resulting from the collaboration as well as its impact on future collaborative opportunities between SCM programs and businesses.

AKUNTAN 4.0: RODA PENGGERAK NILAI KEBERLANJUTAN PERUSAHAAN MELALUI ARTIFICIAL INTELLIGENCE & TECH ANALYTICS PADA ERA DISRUPTIF

ABSTRACT Accountants has significant role to achieve corporate sustainability. However, with the advancement of technology, the existence of accountants starts to be questioned. According to a survey conducted by Osborne and Frey in 2013, University of Oxford, accountants has 94% chances to be replaced in the future. Based on these data, accountants are now entering the new era of disruption, which is provable by the existence of artificial intelligence. The future of business and accountants are entering grey area and sustainability is the most vital things to be discussed for now. To challenge the status quo, it is demanded for research about the role of accountant as value driver in digital era. In the future, young accountants must act as catalysts of value for business to ensure that every stakeholder get benefit. Therefore, at least there are five strategies that accountants could prepare, which are: understanding of business acumen, technological savvy, storytelling skill, fundamental data skill, and strategic thinking skill. I believe with these five strategies, accountants profession will still exist and not being the ‘disrupted’ but the ‘disruptor’ of Industrial Revolution 4.0 era.Keywords: accountants, artificial intelligence, corporate sustainability, disruptive era, value-driven ABSTRAK Akuntan memiliki peran penting untuk mencapai keberlanjutan perusahaan. Namun dengan kemajuan teknologi, keberadaan akuntan mulai dipertanyakan. Menurut survei yang dilakukan oleh Osborne dan Frey pada tahun 2013, Universitas Oxford, akuntan memiliki peluang 94% untuk diganti di masa depan. Berdasarkan data tersebut, akuntan kini memasuki era baru disrupsi, yang dibuktikan dengan adanya kecerdasan buatan. Masa depan bisnis dan akuntan memasuki wilayah abu-abu dan keberlanjutan adalah hal yang paling vital untuk dibahas untuk saat ini. Untuk menantang status quo, diperlukan penelitian tentang peran akuntan sebagai value driver di era digital. Di masa depan, akuntan muda harus bertindak sebagai katalis nilai bagi bisnis untuk memastikan bahwa setiap pemangku kepentingan mendapatkan manfaat. Oleh karena itu, setidaknya ada lima strategi yang dapat disiapkan akuntan, yaitu: pemahaman business acumen, technology savvy, storytelling skill, fundamental data skill, dan strategic thinking skill. Saya yakin dengan lima strategi ini, profesi akuntan akan tetap eksis dan bukan menjadi ‘didisrupsi’ melainkan ‘pengganggu’ era Revolusi Industri 4.0.Kata kunci: akuntan, kecerdasan buatan, keberlanjutan perusahaan, era disrupsi, value-driven