Accommodation issues in the work place for people with disabilities: a needs assessment in an educational setting

The passage in the USA of the Americans with Disabilities Act (ADA) has mandated the private sector to provide a sweeping variety of accommodations to individuals with disabilities. Objections to ADA focused on costs in an era of scarcity. These assumptions have been presented with insufficient information about the actual needs of individuals with disabilities. This study is a needs assessment of employees with disabilities at a major university setting. In-depth interviews were conducted with a small number of individuals who described their work situations and accommodations. Findings challenge prevailing assumptions. Costs are often not large, many accommodations are simple, and much depends on the match between a person's disability and job duties. Additionally, informational needs, psychological concerns and the existing social climate provide a more balanced picture of the lives of these employees.     

Cognitive and interpersonal abilities related to the primary activities of R&D managers

This study attempted to identify the primary activities performed by R&D managers at different supervisory levels, and the cognitive and interpersonal ability requirements that underlie these activities. A task inventory containing 244 managerial tasks was completed by 117 R&D managers in nine organizations. The 48 tasks which managers rated as having spent the most time were factor analyzed, resulting in the identification of three primary activities: project management, personnel supervision, and strategic planning. Furthermore, these activities varied with supervisory level, with R&D managers performing a wider range of these activities with the progression from first-line to upper-level management.Thirty R&D managers later rated the degree to which 19 cognitive and interpersonal abilities were required for performing these primary activities. Strategic planning was rated as requiring significantly higher levels of oral expression, logical reasoning, originality, fluency of ideas, oral defense, and resistance to premature judgement than was required for the other two primary activities. Personnel supervision required a higher level of social sensitivity than was required for the other two activities. Project management required high levels of information ordering, oral fact- finding ability, problem sensitivity, and oral and written comprehension. Implications of the findings for understanding R&D managerial performance and personnel staffing functions are discussed.     

Project Jump: Young People's Perspectives on a Sexual Health Drama Project for Hard to Reach Young People

This article explores the qualitative process findings from an evaluation of Project Jump — a sexual health drama project for hard to reach young people. Project Jump aimed to enable young people to consider their sexual behaviour and its impact and consequence on other people and themselves. The research aimed to capture the experiences and perceptions of young people's involvement in the project, particularly in relation to the use of drama as a medium for learning. Findings from young people demonstrate that drama can offer an important alternative to traditional health promotion in that young people articulated positive aspects of their involvement. These included enthusiastic participation, empowerment and sexual health skills acquisition. In addition, critical areas for consideration for policy‐makers and practitioners in employing a drama‐based approach particularly in relation to effective identification, engagement and ongoing follow‐up activity with vulnerable groups are highlighted. © 2006 University of the West of England. Journal compilation © 2006 National Children's Bureau.     

Pulling together: building a community debriefing team.

1. Research shows that many emergency workers are affected physically and emotionally by critical incident stress. 2. Debriefings conducted by trained team members are an effective method to mitigate the impact of critical incident stress. A debriefing is a structured, time-limited group intervention. 3. Cooperation among community agencies is essential for the development and effective functioning of a critical incident stress debriefing team. 4. Several teams in Illinois have organized to form a Critical Incident Stress Debriefing Network. The Illinois network is part of an international organization composed of critical incident stress debriefing providers.     

Sex differences in nonverbal expressiveness: Emotional expression,personality, and impressions

Sex differences in expressiveness are well documented, but the reasons for and correlates of these important differences are not well studied. A comprehensive set of emotion-relevant personality measures was administered to 40 female and 39 male undergraduate participants, who were also videotaped in three situations: engaging in natural social interaction, describing a past emotional experience, and posing various emotions. Videotapes were judged by sets of naive observers as to emotion communicated and overall impression. Expressive females, who appeared friendly and dominant in social interaction, were found to have a hostile/aggressive personality (but this was not true of males). Expressive females also tended to look angry/disgusted when describing happy and sad experiences. The findings suggest that nonverbally skilled, charismatic women (but not men) may often possess a dominant/aggressive but self-controlled personality, in a new twist on the theory that sex differences in expressiveness result in part from the oppression of women in society.This research was supported in part by an intramural research grant from University of California, Riverside.     

Measuring Sharedness of Team-Related Knowledge: Design and Validation of a Shared Mental Model Instrument

Many researchers have explored how people share and construct similar mental models in teams. They have claimed that successful team performance depends on a shared mental model of team members about task, team, equipment and situation. Most of the literature has illustrated simplified relationships between a team's mental model and their performance without a valid instrument addressing the confined and relevant constructs of a shared mental model. This paper describes the instrument development steps and the conceptual framework for factors associated with shared mental models. After development and refinement, the instrument was finalized for use to measure team-related knowledge. The final instrument consists of 42 items that are linked to the five emergent factors of shared mental models including general task and team knowledge, general task and communication skills, attitude toward teammates and task, team dynamics and interactions, and team resources and working environment.