Natural Resource Management
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Resource Advisor Guide
A publication of the National Wildfire Coordinating Group Resource Advisor Guide PMS 313 AUGUST 2017 Resource Advisor Guide August 2017 PMS 313 The Resource Advisor Guide establishes NWCG standards for Resource Advisors to enable interagency consistency among Resource Advisors, who provide professional knowledge and expertise toward the protection of natural, cultural, and other resources on wildland fires and all-hazard incidents. The guide provides detailed information on decision-making, authorities, safety, preparedness, and rehabilitation concerns for Resource Advisors as well as considerations for interacting with all levels of incident management. Additionally, the guide standardizes the forms, plans, and systems used by Resource Advisors for all land management agencies. The National Wildfire Coordinating Group (NWCG) provides national leadership to enable interoperable wildland fire operations among federal, state, tribal, territorial, and local partners. NWCG operations standards are interagency by design; they are developed with the intent of universal adoption by the member agencies. However, the decision to adopt and utilize them is made independently by the individual member agencies and communicated through their respective directives systems. Table of Contents Section One: Resource Advisor Defined ...................................................................................................................1 Introduction ............................................................................................................................................................1 -
Wilderness Character Resource Brief
WILDERNESS CHARACTER National Park Service U.S. Department of the Interior Resource Brief Wilderness Stewardship Division Background The National Park Service (NPS) is responsible for the stewardship of 61 designated wilderness areas. Per agency policy, the NPS also manages eligible, proposed, recommended, and potential wilderness. In total, over 80 percent of all NPS lands are managed as wilderness, from Alaska to Florida. Preserving Wilderness Character The 1964 Wilderness Act’s Statement of Policy, Section 2(a) states that wilderness areas “shall be administered... so as to provide for the protection of these areas, the preservation of their wilderness character.” This affrmative legal mandate to preserve wilderness character, and related NPS policy, applies to all NPS wilderness. Wilderness character is a holistic concept based on the interaction of biophysical environments, personal experiences, and symbolic meanings. This includes intangible qualities like a sense of adventure and challenge or refuge and inspiration. Wilderness character also includes fve tangible qualities associated with the biophysical environment: • Natural - Wilderness ecological systems are Monitoring Wilderness Character substantially free from the effects of modern civilization How do NPS managers preserve wilderness character? Wilderness character monitoring helps address this • Untrammeled - Wilderness is essentially free from question by 1) assessing how management decisions the intentional actions of modern human control and actions may affect individual -
Ecosystem Services and Natural Resources
ECOSYSTEM SERVICES AND NATURAL RESOURCES Porter Hoagland1*, Hauke Kite-Powell1, Di Jin1, and Charlie Colgan2 1Marine Policy Center Woods Hole Oceanographic Institution Woods Hole, MA 02543 2Center for the Blue Economy Middlebury Institute of International Studies at Monterey Monterey, CA 93940 *Corresponding author. This working paper is a preliminary draft for discussion by participants at the Mid-Atlantic Blue Ocean Economy 2030 meeting. Comments and suggestions are wel- come. Please do not quote or cite without the permission of the authors. 1. Introduction All natural resources, wherever they are found, comprise physical features of the Earth that have economic value when they are in short supply. The supply status of natural resources can be the result of natural occurrences or affected by human degradation or restoration, new scientific in- sights or technological advances, or regulation. The economic value of natural resources can ex- pand or contract with varying environmental conditions, shifting human uses and preferences, and purposeful investments, depletions, or depreciation. It has now become common to characterize flows of goods and services from natural resources, referred to as “ecosystem” (or sometimes “environmental”) services (ESs). The values of ES flows can arise through direct, indirect, or passive uses of natural resources, in markets or as public goods, and a variety of methodologies have been developed to measure and estimate these values. Often the values of ES flows are underestimated or even ignored, and the resulting im- plicit subsidies may lead to the overuse or degradation of the relevant resources or even the broader environment (Fenichel et al. 2016). Where competing uses of resources are potentially mutually exclusive in specific locations or over time, it is helpful to be able to assess—through explicit tradeoffs—the values of ES flows that may be gained or lost when one or more uses are assigned or gain preferential treatment over others. -
ECOSYSTEM SERVICES: a GUIDE for DECISION MAKERS Acknowledgments
JANET RANGANATHAN CIARA RAUDSEPP-HEARNE NICOLAS LUCAS FRANCES IRWIN MONIKA ZUREK KAREN BENNETT NEVILLE ASH PAUL WEST ECOSYSTEM SERVICES A Guide for Decision Makers PLUS The Decision: A fictional story about a community facing ecosystem change ECOSYSTEM SERVICES A Guide for Decision Makers JANET RANGANATHAN CIARA RAUDSEPP-HEARNE NICOLAS LUCAS FRANCES IRWIN MONIKA ZUREK KAREN BENNETT NEVILLE ASH PAUL WEST Each World Resources Institute report represents a timely, scholarly treatment of a subject of public concern. WRI takes responsibility for choosing the study topics and guaranteeing its authors and researchers freedom of inquiry. It also solicits and responds to the guidance of advisory panels and expert reviewers. Unless otherwise stated, however, all the interpretation and fi ndings set forth in WRI publications are those of the authors, and do not necessarily refl ect the views of WRI or the collaborating organizations. Copyright © 2008 World Resources Institute. All rights reserved. ISBN 978-1-56973-669-2 Library of Congress Control Number: 2007941147 Cover and title page images by Getty Images and Hisashi Arakawa (www.emerald.st) Table of Contents FOREWORD i ACKNOWLEDGMENTS iii SUMMARY iv CHAPTER 1: Introduction 1 Ecosystem services and development 3 Condition and trends of ecosystem services 6 Entry points for mainstreaming ecosystem services 8 About this guide 9 The Decision: Where the Secretary connects ecosystems and human well-being 11 CHAPTER 2: Framing the Link between Development and Ecosystem Services 13 Make the connections -
“Human Resource Management Practices and Total Quality Management in Insurance Companies: Evidence from Jordan”
“Human resource management practices and total quality management in insurance companies: Evidence from Jordan” Naser Khdour https://orcid.org/0000-0002-3044-8792 Ahmad Samed Al-Adwan https://orcid.org/0000-0001-5688-1503 AUTHORS http://www.researcherid.com/rid/E-3546-2019 Anas Alsoud https://orcid.org/0000-0002-1410-8843 Jamal Ahmed Al-Douri https://orcid.org/0000-0001-6508-5373 Naser Khdour, Ahmad Samed Al-Adwan, Anas Alsoud and Jamal Ahmed Al- ARTICLE INFO Douri (2021). Human resource management practices and total quality management in insurance companies: Evidence from Jordan. Problems and Perspectives in Management, 19(1), 432-444. doi:10.21511/ppm.19(1).2021.36 DOI http://dx.doi.org/10.21511/ppm.19(1).2021.36 RELEASED ON Monday, 29 March 2021 RECEIVED ON Wednesday, 25 November 2020 ACCEPTED ON Tuesday, 16 March 2021 LICENSE This work is licensed under a Creative Commons Attribution 4.0 International License JOURNAL "Problems and Perspectives in Management" ISSN PRINT 1727-7051 ISSN ONLINE 1810-5467 PUBLISHER LLC “Consulting Publishing Company “Business Perspectives” FOUNDER LLC “Consulting Publishing Company “Business Perspectives” NUMBER OF REFERENCES NUMBER OF FIGURES NUMBER OF TABLES 57 0 6 © The author(s) 2021. This publication is an open access article. businessperspectives.org Problems and Perspectives in Management, Volume 19, Issue 1, 2021 Naser Khdour (Jordan), Ahmad Samed Al-Adwan (Jordan), Anas Alsoud (Jordan), Jamal Ahmed Al-Douri (Jordan) Human Resource BUSINESS PERSPECTIVES LLC “СPС “Business Perspectives” Management Practices and Hryhorii Skovoroda lane, 10, Sumy, 40022, Ukraine Total Quality Management www.businessperspectives.org in Insurance Companies: Evidence from Jordan Abstract This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. -
Theory of Ecosystem Services
Seminar 2 Theory of Ecosystem Services Speaker Dr. Stephen Polasky Valuing Nature: Economics, Ecosystem Services, and Decision-Making by Dr. Stephen Polasky, University of Minnesota INTRODUCTION The past hundred years have seen major transformations in human and ecological systems. There has been a rapid rise in economic activity, with a tenfold increase in the real value of global gross domestic product (GDP) (DeLong 2003). At the same time, the Millennium Ecosystem Assessment found many negative environmental trends leading to declines in a majority of ecosystem services (Millennium Ecosystem Assessment 2005). A major reason for the rapid increase in the production of goods and services in the economy and deterioration in the provision of many ecosystem services is the fact that market economic systems reward production of commodities that are sold in markets and accounted for in GDP, but does not penalize anyone directly for environmental degradation that leads to a reduction in ecosystem services. As Kinzig et al. (2011) recently wrote about ecosystem services: “you get what you pay for” (or, alternatively, you don’t get what you don’t pay for). Ecosystems provide a wide array of goods and services of value to people, called ecosystem services. Though ecosystem services are valuable, most often no one actually pays for their provision. Ecosystem services often are invisible to decision-makers whose decisions have important impacts on the environment. Because of this, decision-makers tend to ignore the impact of their decisions on the provision of ecosystem services. Such distortions in decision-making can result in excessive degradation of ecosystem functions and reductions in the provision of ecosystem services, making human society and the environment poorer as a consequence. -
Ecology: Biodiversity and Natural Resources Part 1
CK-12 FOUNDATION Ecology: Biodiversity and Natural Resources Part 1 Akre CK-12 Foundation is a non-profit organization with a mission to reduce the cost of textbook materials for the K-12 market both in the U.S. and worldwide. Using an open-content, web-based collaborative model termed the “FlexBook,” CK-12 intends to pioneer the generation and distribution of high-quality educational content that will serve both as core text as well as provide an adaptive environment for learning. Copyright © 2010 CK-12 Foundation, www.ck12.org Except as otherwise noted, all CK-12 Content (including CK-12 Curriculum Material) is made available to Users in accordance with the Creative Commons Attribution/Non-Commercial/Share Alike 3.0 Un- ported (CC-by-NC-SA) License (http://creativecommons.org/licenses/by-nc-sa/3.0/), as amended and updated by Creative Commons from time to time (the “CC License”), which is incorporated herein by this reference. Specific details can be found at http://about.ck12.org/terms. Printed: October 11, 2010 Author Barbara Akre Contributor Jean Battinieri i www.ck12.org Contents 1 Ecology: Biodiversity and Natural Resources Part 1 1 1.1 Lesson 18.1: The Biodiversity Crisis ............................... 1 1.2 Lesson 18.2: Natural Resources .................................. 32 2 Ecology: Biodiversity and Natural Resources Part I 49 2.1 Chapter 18: Ecology and Human Actions ............................ 49 2.2 Lesson 18.1: The Biodiversity Crisis ............................... 49 2.3 Lesson 18.2: Natural Resources .................................. 53 www.ck12.org ii Chapter 1 Ecology: Biodiversity and Natural Resources Part 1 1.1 Lesson 18.1: The Biodiversity Crisis Lesson Objectives • Compare humans to other species in terms of resource needs and use, and ecosystem service benefits and effects. -
The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Robert Simmons has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Ronald McFarland, Committee Chairperson, Doctor of Business Administration Faculty Dr. Alexandre Lazo, Committee Member, Doctor of Business Administration Faculty Dr. William Stokes, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue by Robert L. Simmons MS, California National University, 2010 BS, Excelsior College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2015 Abstract Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. -
Resource Management?
Resource Management? “I’ve got Excel and half a day a week thank you very much. What do I need to know?” Presented by David Dunning, Director, Corporate Project Solutions Your Speaker Today David Dunning • Professional Services Director at CPS • Over 15 years experience in implementing portfolio, programme and project management ecosystems. • Member of the Institute of Business Consulting, APM Portfolio SIG and a Certified Management Consultant. • Real world P3M experience across multiple industries. CPS Is…. 400 + Years of Project Technology Services Consulting experience 200+ Industry Enterprise Accreditations P3O / APMG, ACO, Project Recruitment ISO9001 P3M Management 200+ EPM and Consulting Implementations SharePoint Training Technology 20+ Security cleared consultants 11,000+ Business Users trained Support Process Intelligence Agenda Definition • Definition – what do I mean by that? Challenges • Why is life not simple? Answers • The Answers HOW? • How on earth…. END • Conclusions What is Resource Management? “In organizational studies, resource management is the efficient and effective deployment for an organization's resources when they are needed” http://en.wikipedia.org/wiki/Resource_management Definition Organisational Context – not a local issue Definition Mubeena (2010) Organisation Design and Structure [online] Available at: http://www.slideshare.net/mubeena/org-design [Accessed 14 April 2010] Organisational Context • Line • Product • Matrix Definition Mubeena (2010) Organisation Design and Structure [online] Available at: -
Field of Human Resource Management
1 Field of Human Resource Management Adrian Wilkinson, Tom Redman, Scott A. Snell and Nicolas Bacon The purpose of this chapter is to outline organizations, the mantra of ‘people are our some of the key elements of human resource most valuable asset’ has largely been a management (HRM), and to introduce our rhetorical one in most organizations; and the framework for this volume. The field of HRM research evidence has often not backed it continues to evolve in today’s organizations, up (cf., Snell, Shadur, and Wright, 2002). in part due to the economic, technological, Historically, organizations have not rested and social realities that influence the nature of their fortunes on human resources. The HR business. In a global economy, a wide range of function remains among the least influen- factors—that vary from global sourcing and tial in most organizations, and competitive labor arbitrage to regional trade agreements strategies have not typically been based and labor standards to cultural differences on the skills, capabilities, and behaviors of and sustainability to strategic alliances and employees. In fact, the harsh reality is that innovation—all point to the vital nature of labor is still often viewed merely as a cost HRM. In large part this is because from a to be minimized, particularly in tough times. strategic standpoint, observers have noted that Executives have more often tried to minimize traditional sources of advantage such as access the impact of employees on performance by to capital, protected markets, or proprietary substituting capital for labor where possible, technologies are rapidly eroding, and that and designing bureaucratic organizations that survival depends more often on the ability to separate those who think from those who innovate, adapt, and learn, and transfer that actually do the work (Snell, Youndt, and learning globally. -
Natural Resources, Spring 1999
NATURAL RESOURCES MANAGEMENT AND PROTECTION TASK FORCE REPORT PRESIDENT’S COUNCIL ON SUSTAINABLE DEVELOPMENT The views expressed in this report are those of the Task Force members and were not the subject of endorsement by the full Council. Many of the federal officials who serve on the Council also serve on the Council’s Task Forces and participated actively in developing the Task Force’s recommendations, but those recommendations do not necessarily reflect Administration policy. PRESIDENT’S COUNCIL ON SUSTAINABLE DEVELOPMENT TASK-FORCE-REPORT-ON-NATURAL RESOURCES To obtain copies of this Report, please contact: President’s Council on Sustainable Development 730 Jackson Place, NW Washington, D.C. 20503 1-800-363-3732 (202) 408-5296 Website: http://www.whitehouse.gov/PCSD TASK FORCE MEMBERSHIP CO-CHAIRS Richard Barth, Chairman, President, and CEO, Ciba-Geigy Corporation James R. Lyons, Undersecretary for Natural Resources and the Environment, U.S. Department of Agriculture Theodore Strong, Executive Director, Columbia River Inter-Tribal Fish Commission MEMBERS Bruce Babbitt, Secretary, U.S. Department of the Interior James Baker, Undersecretary for Oceans and Atmosphere, National Oceanic and Atmospheric Administration, U.S. Department of Commerce Carol Browner, Administrator, U.S. Environmental Protection Agency A.D. Correll, Chairman and CEO, Georgia-Pacific Corporation Fred D. Krupp, Executive Director, Environmental Defense Fund Michele Perrault, International Vice President, Sierra Club John C. Sawhill, President and CEO, The Nature Conservancy PRESIDENT’S COUNCIL ON SUSTAINABLE DEVELOPMENT TASK-FORCE-REPORT-ON-NATURAL RESOURCES TABLE OF CONTENTS PREFACE. i EXECUTIVE SUMMARY. ii INTRODUCTION. 1 CHAPTER 1:TASK FORCE APPROACH. 5 The Role of the Watershed. -
SACSCOC Resource Manual for Principles of Accreditation
RESOURCE MANUAL for The Principles of Accreditation: Foundations for Quality Enhancement Southern Association of Colleges and Schools Commission on Colleges 2020 Edition RESOURCE MANUAL for The Principles of Accreditation: Foundations for Quality Enhancement 1866 Southern Lane Decatur, GA 30033-4097 www.sacscoc.org SACSCOC Southern Association of Colleges and Schools Commission on Colleges Third Edition Published: 2020 Statement on Fair Use The Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) recognizes that for purposes of compliance with its standards, institutions and their representatives find it necessary from time to time to quote, copy, or otherwise reproduce short portions of its handbooks, manuals, Principles of Accreditation, and other publications for which SACSCOC has protection under the Copyright Statute. An express application of the Copyright Statute would require these institutions to seek advance permission for the use of these materials unless the use is deemed to be a “fair use” pursuant to 17 USC §107. This statement provides guidelines to institutions and their representatives as to what uses of these materials SACSCOC considers to be “fair use” so as not to require advance permission. SACSCOC considers quotation, copying, or other reproduction (including electronic reproduction) of short portions (not to exceed 250 words) of its handbooks, manuals, Principles of Accreditation, and other publications by institutions of higher education and their representatives for the purpose of compliance with SACSCOC’s standards to be fair use and not to require advance permission from SACSCOC. The number of copies of these quotations must be limited to 10. Representatives of institutions shall include employees of the institutions as well as independent contractors, such as attorneys, accountants, and consultants, advising the institution concerning compliance with SACSCOC’s standards.