Texto 04

Gottman, John. The Relationship Cure. New York: Three Rivers Press.

                                    Strengthening Relationships at Work

There is a number of things managers can do to strengthen relationships with workers. Strengthening connections with workers can lead to a win-win situation, in that workers may feel respected and valued, and can become much more engaged and productive in their work. And, managers may find that it is much easier to deal with a worker’s negative emotions or psychological health struggles when the foundation of their relationship with the worker is strong.

We can effectively build connections with workers by verbally or nonverbally seeking contact with them (i.e., making what psychologist Dr. John Gottman calls “connection bids”). A connection bid is an attempt to create connections between two people, and is essential for building, maintaining and improving relationships. A connection bid can be anything that we do to seek contact with another person:

- Asking for information: e.g., asking a worker how to solve a work problem. “Would you mind helping me with interpreting this spreadsheet? I’m struggling to get my head around the numbers.”

- Showing interest: e.g., asking workers about their hobbies or recent holidays. “Have you been doing any hiking lately?”

- Expressing affirmation and approval: e.g., complimenting a worker on his latest accomplishment. “Your presentation yesterday was excellent!”

- Expressing caring or support: e.g., demonstrating concern about a worker’s health condition. “Your cough sounds awful. You should think about going home to recover.”

- Offering assistance: e.g., offering support to a worker who is overloaded with tasks. “Would you like me to ask Jocelyn to help you with that project?”

- Making a humorous comment: e.g., lighthearted joking with a worker about a mistake you made. “Sometimes the hurrier I go, the behinder I get!”

- Sending non-verbal signals: e.g., a smile, a wink, a wave, a pat on the back or a thumbs up.

[…]

The way we respond to workers has a sizable impact on the nature of the relationships that result. If we repeatedly turn against or turn away from workers, they may eventually stop reaching out. On the contrary, if we turn toward a person as often as we can, the relationship can be strengthened and become more positive and supportive.

                       (Disponível em: www.workplacestrategiesformentalhealth.com/mmhm)

(Source: http://www.information-age.com/approach-cloud-computingcyber-security-2017-123466624/ Retrieved on January 26th, 2018) 

How to approach cloud computing and cyber security in 2017

The adoption of cloud computing has been on the up since as far back as 2008, when a survey conducted by the Pew Research Institute found that cloud services were used by nearly 69% of Americans. Since then, the industry has experienced hypergrowth and exceeded the already vast predictions of how big it would become. 

IDC predicts that the cloud computing market in 2017 will be worth $107 billion and, according to Gartner, by 2020 a corporate ‘no-cloud’ policy will be as unusual as a ‘no-internet’ policy would be today. Indeed, it would be difficult to imagine an organisation in 2017 that did not use webmail, file sharing and storage, and data backup.

As the use of cloud computing spreads so does awareness of the associated risks. At the time of writing, there have been 456 data breaches worldwide this year according to the Identity Theft Resource Center (ITRC). The ITRC also noted a 40% increase in data breaches in 2016 compared to the previous year. Yet, despite the well-documented cases of data breaches, organisations continue to invest in and adopt cloud computing services because the benefits usually outweigh the risks. 

To understand why the growth of cloud computing has continued in the face of high-profile data breaches, look first to what it can offer an organisation.

Cheaper, bigger, better 

Cloud computing is a virtual environment that can adapt to meet user needs. It is not constrained by physical limits, and is easily scalable – making it an obvious choice for start-ups. Cloud computing makes state-of-the-art capability available to anyone with an internet connection and a browser, reducing hardware and IT personnel costs. 

Cloud services and software applications are managed and upgraded off-site by the provider, meaning organisations can access technology they would not have been able to afford to install and manage on their own. The popularity of the cloud essentially comes down to its provision of advanced, nextgeneration IT resources in an environment that is cheaper and more scalable than local networks. 

The risks involved with cloud computing are mostly securitybased. Clouds are often made up of multiple entities, which means that no configuration can be more secure than its weakest link. The link between separate entities means that attacks to multiple sites can occur simultaneously. When cloud providers do not employ adequate cyber security measures, those clouds become a target for cybercriminals. 

Yet, it’s not all bad news. A user survey conducted by one cloud service provider found that concerns about security fell to 25% compared to 29% last year. And as more becomes known about security risks so too does our knowledge around what organisations can do to protect themselves. 

(Source: http://www.information-age.com/approach-cloud-computingcyber-security-2017-123466624/. Retrieved on January 25th, 2018) 

TEXT I

In Europe, Weber still rules

Statecrafting

Jul 13, 2016

Steven Van de Walle

True, many tools and management practices associated with the NPM such as staff performance talks or management by objectives have become very common. Across all countries, the almost 7000 top civil servants we surveyed list achieving results and ensuring an efficient use of resources among the most important roles they have. They are also in agreement that, compared to five years ago, the public sector has made major progress in terms of efficiency and service quality — two main objectives of the NPM.

There are ‘NPM champions’ — countries that have gone further than others in reforming the Weberian state. Think the UK or the Netherlands, where public employment is increasingly normalised, and delivery contracted out. But even there, the structures of traditional public administration remain firmly in place.

Some elements of the NPM are still mainly absent from current management practice in European countries. Internal steering by contract is not very common, and performance related pay is very rare despite the popularity in reform talk. The weak presence of flexible employment also shows that the Weberian model still dominates. Despite attempts to normalize public employment in some countries, civil servants still enjoy a unique statute. We also observed this during the fiscal crisis, where outright firing permanent civil servants or cutting salaries has been relatively rare.

For civil servants, referring issues upwards in the hierarchy is still the dominant response in situations when responsibilities or interests conflict with that of other organisations. European top civil servants consider the impartial implementation of laws and rules as one of their dominant roles, and largely prefer state provision of services over market provision, with the exception of the British, Danish, and Dutch.

There are clear country differences, with management ‘champions’ such as the UK, Estonia, Norway and the Netherlands, and more legalistic and traditional public administrations such as in Austria, France, Germany, Hungary and Spain. The adoption of newer reform ideas suggest that the Weberian state may now be in decline. Yet some of the other findings of the survey, reported above, show that Weberianism’s main ideas are still deeply embedded in European countries.

(Source: https://statecrafting.net/in-europe-weber-still-rulesa851866dbf02. Retrieved on January 21st, 2018)