Elements Of Performance

First Published in 1992. Routledge is an imprint of Taylor & Francis, an informa company.

Elements of Performance is based on Pauline Koner's course of the same name taught at the Juilliard School in New York. It discusses her theories of the primary and secondary elements of the art of performing. The primary elements are Emotion, Motivation, Focus and Dynamics and the secondary are those of the craft: stage props, hand props, cloth of different length and weight, Chinese ribbons, costumes and stage deportment. Pauline Koner is a dancer, choreogrpaher, teacher and writer. she was artist in residence at the North Carolina School of Arts form 1965-1976 and performed at the White House in 1967. Having taught in major dance schools and universities throughout the world, she is currently at the Juilliard School of Dance in New York.

This book presents a review of research on reaction processes and attention as it has evolved over the last 40 years in the context of the information processing tradition in cognitive psychology. It is argued and demonstrated that issues of reaction processes and attention are closely interconnected. Their common conceptualization can be seen in terms of limited processing capacity on the one hand, and stage analysis on the other. This volume concludes that, at present, a stage analysis metaphor offers better prospects as a conceptual starting point; the limited capacity metaphor was strongly tied to the digital computers of the 60s. The emphasis of the book is on behavioral research, but summaries of related findings on evoked potentials and other psychophysiological variables are included as well. From this perspective, it may be of interest to neuropsychologists who want to learn about the present state of cognitive experimental paradigms. Elements of Human Performance also addresses the question of the relationship between basic research and applications in the said areas. This is particularly urgent in view of the now common notion that the results of many simplified laboratory tasks may be artifactual and of little applied value. A back-to-back research strategy is outlined to assess the validity of basic research results for real-life tasks.

The book focuses on 2 aspects of human performance theory, reaction processes and attention. These apsects are often ignored by treatments of cognitive psychology but are central to understanding an individual's performance.

Based on the largest worldwide study of employee engagement and more than a decade of research, Gallup explains the 12 elements essential to motivating employees and features the inspiring stories of 12 managers who succeeded in these dimensions. More than a decade ago, Gallup combed through its database of more than 1 million employee and manager interviews to identify the elements most important in sustaining workplace excellence. These elements were revealed in the international bestseller First, Break All the Rules. 12: The Elements of Great Managing is that book’s long-awaited sequel. It follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world. Gallup’s study now includes 10 million employee and manager interviews spanning 114 countries and conducted in 41 languages. In 12, Gallup weaves its latest insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement.

Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.

In this work, MacNeal examines why finite elements sometimes fail and how element designers have corrected their failures. It includes quantitative analyses of failure modes and illustrations of possible side effects found in proposed remedies, providing a practical understanding of finite element performance. The book is designed to enable users and practitioners to identify and circumvent the major flaws of finite elements, such as locking, patch-test failure, spurious models, rigid-body failure, induced anisotropy and shape sensitivity.

With increased competition for external funding, technological advancement, and public expectations for transparency, not-for-profit and non-governmental organizations are facing new challenges and pressures. While research has explored the roles of accounting, accountability, and performance management in nonprofit organizations, we still lack evidence on the best practices these organizations implement in the areas of accountability and performance management. This book collects and presents that evidence for the first time, offering insights to help nonprofits face these new challenges head-on. Performance Management in Nonprofit Organizations focuses on both conventional and contemporary issues facing nonprofits, presenting evidence-based insights from leading scholars in the field. Chapters examine the design, implementation, and working of accounting, accountability, governance, and performance management measures, providing both retrospective and contemporary views, as well as critical commentaries on accounting and performance related issues in nonprofit organizations The book's contributors also offer critical commentaries on the changing role of accounting and performance management in this sector. This research-based collection is an interesting and useful read for academics, practitioners, students, and consultants in nonprofit organizations, and is highly accessible to accounting and non-accounting audiences alike.