This book grew out of a series of my doctoral essays and discussion with Fulbright scholar, Mr. Tasawar Baig and Professor David Earnest at Old Dominion University. Some ideas and thoughts were also inspired by Professor Robert Putnam at the Harvard University John F. Kennedy School of Government and Professor Zbigniew Kazimierz Brzezinski (former US National Security Advisor) when they did lectures and special discussion with me at Old Dominion University in 2009 and 2012, respectively. In The Third Wave (1991), Samuel Huntington explains various sociopolitical factors caused radical political changes in developing countries. His analysis shows that for Africa, the main obstacle for building democracy is economy, While for East Asia and the Middle East, the major obstacle are culture and religion. Huntington�s analysis oversimplified the driving factors of democratization in specific case, such as China, a hybrid of Capitalist economy and communist politics. This paper measures the current democratization of Chinese politics from three perspectives: social capital, rapid economic development and radical social movement. Thus, the grand question is whether these factors can lead to a regime change in China? The author draws a conclusion that the radical political change is possible but not desirable in Chinese politics. In the eyes of rising Chinese middle Class, a Singaporean political transformation or South Korean democratization is more favored than radical democratization. Following the US Presidential election, China went through a one week meeting of the 18th National Congress starting on November 8, 2012. Without much surprise, Xi replaced Hu, becoming the core of Chinese communist power. The power transition seems to be smooth in Chinese media coverage. However, anecdotes, rumors, unofficial reports and foreign news exposed the political battle behind the stage. President Xi is now facing a stark different situation compared to Hu. Today, China is the world�s second largest economy. At the same time, China is experiencing rising mass disturbance every year. As a non-democracy, leaders� past experience, network and personality can greatly influence state policies. With more people getting rich and educated, the mass claim the mismatch between Chinese politics and economy. Other than changing domestic Chinese politics, China has drawn much attention internationally. China�s presence in Africa and the Middle East tightens the nerves of U.S. policy makers. Is China a peaceful or benign riser? Where is China heading toward? What interests are Chinese companies pursuing and what strategies are they using globally? The book investigates these questions in different chapters. Globalization is the current trend. As a propeller, China�s participation in global trade greatly shapes world order. In return, global trade also produced effects on China�s domestic labor market, particularly on the traditional Chinese women labors. This book is a sound recipe integrating both faces of China domestically and internationally.

This book grew out of a series of my doctoral essays and discussion with Fulbright scholar, Mr. Tasawar Baig and Professor David Earnest at Old Dominion University. Some ideas and thoughts were also inspired by Professor Robert Putnam at the Harvard University John F. Kennedy School of Government and Professor Zbigniew Kazimierz Brzezinski (former US National Security Advisor) when they did lectures and special discussion with me at Old Dominion University in 2009 and 2012, respectively. In The Third Wave (1991), Samuel Huntington explains various sociopolitical factors caused radical political changes in developing countries. His analysis shows that for Africa, the main obstacle for building democracy is economy, While for East Asia and the Middle East, the major obstacle are culture and religion. Huntington�s analysis oversimplified the driving factors of democratization in specific case, such as China, a hybrid of Capitalist economy and communist politics. This paper measures the current democratization of Chinese politics from three perspectives: social capital, rapid economic development and radical social movement. Thus, the grand question is whether these factors can lead to a regime change in China? The author draws a conclusion that the radical political change is possible but not desirable in Chinese politics. In the eyes of rising Chinese middle Class, a Singaporean political transformation or South Korean democratization is more favored than radical democratization. Following the US Presidential election, China went through a one week meeting of the 18th National Congress starting on November 8, 2012. Without much surprise, Xi replaced Hu, becoming the core of Chinese communist power. The power transition seems to be smooth in Chinese media coverage. However, anecdotes, rumors, unofficial reports and foreign news exposed the political battle behind the stage. President Xi is now facing a stark different situation compared to Hu. Today, China is the world�s second largest economy. At the same time, China is experiencing rising mass disturbance every year. As a non-democracy, leaders� past experience, network and personality can greatly influence state policies. With more people getting rich and educated, the mass claim the mismatch between Chinese politics and economy. Other than changing domestic Chinese politics, China has drawn much attention internationally. China�s presence in Africa and the Middle East tightens the nerves of U.S. policy makers. Is China a peaceful or benign riser? Where is China heading toward? What interests are Chinese companies pursuing and what strategies are they using globally? The book investigates these questions in different chapters. Globalization is the current trend. As a propeller, China�s participation in global trade greatly shapes world order. In return, global trade also produced effects on China�s domestic labor market, particularly on the traditional Chinese women labors. This book is a sound recipe integrating both faces of China domestically and internationally.

This book grew out of a series of my doctoral essays and discussion with Fulbright scholar, Mr. Tasawar Baig and Professor David Earnest at Old Dominion University. Some ideas and thoughts were also inspired by Professor Robert Putnam at the Harvard University John F. Kennedy School of Government and Professor Zbigniew Kazimierz Brzezinski (former US National Security Advisor) when they did lectures and special discussion with me at Old Dominion University in 2009 and 2012, respectively. In The Third Wave (1991), Samuel Huntington explains various sociopolitical factors caused radical political changes in developing countries. His analysis shows that for Africa, the main obstacle for building democracy is economy, While for East Asia and the Middle East, the major obstacle are culture and religion. Huntington�s analysis oversimplified the driving factors of democratization in specific case, such as China, a hybrid of Capitalist economy and communist politics. This paper measures the current democratization of Chinese politics from three perspectives: social capital, rapid economic development and radical social movement. Thus, the grand question is whether these factors can lead to a regime change in China? The author draws a conclusion that the radical political change is possible but not desirable in Chinese politics. In the eyes of rising Chinese middle Class, a Singaporean political transformation or South Korean democratization is more favored than radical democratization. Following the US Presidential election, China went through a one week meeting of the 18th National Congress starting on November 8, 2012. Without much surprise, Xi replaced Hu, becoming the core of Chinese communist power. The power transition seems to be smooth in Chinese media coverage. However, anecdotes, rumors, unofficial reports and foreign news exposed the political battle behind the stage. President Xi is now facing a stark different situation compared to Hu. Today, China is the world�s second largest economy. At the same time, China is experiencing rising mass disturbance every year. As a non-democracy, leaders� past experience, network and personality can greatly influence state policies. With more people getting rich and educated, the mass claim the mismatch between Chinese politics and economy. Other than changing domestic Chinese politics, China has drawn much attention internationally. China�s presence in Africa and the Middle East tightens the nerves of U.S. policy makers. Is China a peaceful or benign riser? Where is China heading toward? What interests are Chinese companies pursuing and what strategies are they using globally? The book investigates these questions in different chapters. Globalization is the current trend. As a propeller, China�s participation in global trade greatly shapes world order. In return, global trade also produced effects on China�s domestic labor market, particularly on the traditional Chinese women labors. This book is a sound recipe integrating both faces of China domestically and internationally.

This research has implications for both industrial and academic readers. The industrial readers will find interesting to see what and how cross-cultural organizations adopt the findings in their own competence development processes. Not all the factors identified in this research are critical influence since some has a direct influence whereas other has an indirect influence. It points out that there is a connection between an individual�s motivation and the successful implementation of competence development programs.
This research brings attention to the importance of understanding cultural differences in learning situations. It is often the case that it is a dilemma for cross-cultural organizations to implement centrally designed programs in different local organizations. Cultural differences become a barrier if they are ignored and cultural diversity an enabler to enrich the contents of programs by learning from different participants bringing their cultures behind in their backs.
This research also illuminates how assumptions and use of words influence the understanding and acceptance of messages and contents by participants. It emphasizes the importance to have a common basic understanding of learning targets by giving explanations of certain terms critical in the introductory phase of competence development programs. It is even more important if the programs aim to change behaviors and attitudes after the programs compared with programs aiming at factual knowledge and information.
It is not always needed for local adjustments in running training programs. When the program is purely about the knowledge acquisitions like technical knowledge, the importance of local adaptation becomes less critical than training programs aiming at behavioral or attitudes changes. It is an absolute must for facilitators to learn about local cultures before they run any training programs.
Managing competence development programs in a cross-cultural organization becomes even more successful when there are driving forces coming from individuals who attend the programs. When individuals feel that they are drivers for competence development, the effect of development programs becomes greater and the energy level in learning room is high. In addition to that, when there is management engagement and interest, there is a boost in the energy of a learning place.
The maturity of an organization is of importance. When the organization is new and young, people are in the room of confusions and insecurity and they need more time to ventilate their feelings and thoughts. Even when there is a change in the organization, there are questions about those changes and there must be more time allocated for explanations and discussions so time management in programs runs smoothly.
Humbleness, taking responsibility and respect are parts of IKEA culture. People come from different cultures. When individuals are humble enough to respect other cultures and also individuals take responsibility to understand different cultures, there are better foundations for the successful competence development processes. Organizations with a mix of different cultures aim at learning as a community. Meaning can be simultaneously diverse and shared from individual to individual.

This research has implications for both industrial and academic readers. The industrial readers will find interesting to see what and how cross-cultural organizations adopt the findings in their own competence development processes. Not all the factors identified in this research are critical influence since some has a direct influence whereas other has an indirect influence. It points out that there is a connection between an individual�s motivation and the successful implementation of competence development programs.
This research brings attention to the importance of understanding cultural differences in learning situations. It is often the case that it is a dilemma for cross-cultural organizations to implement centrally designed programs in different local organizations. Cultural differences become a barrier if they are ignored and cultural diversity an enabler to enrich the contents of programs by learning from different participants bringing their cultures behind in their backs.
This research also illuminates how assumptions and use of words influence the understanding and acceptance of messages and contents by participants. It emphasizes the importance to have a common basic understanding of learning targets by giving explanations of certain terms critical in the introductory phase of competence development programs. It is even more important if the programs aim to change behaviors and attitudes after the programs compared with programs aiming at factual knowledge and information.
It is not always needed for local adjustments in running training programs. When the program is purely about the knowledge acquisitions like technical knowledge, the importance of local adaptation becomes less critical than training programs aiming at behavioral or attitudes changes. It is an absolute must for facilitators to learn about local cultures before they run any training programs.
Managing competence development programs in a cross-cultural organization becomes even more successful when there are driving forces coming from individuals who attend the programs. When individuals feel that they are drivers for competence development, the effect of development programs becomes greater and the energy level in learning room is high. In addition to that, when there is management engagement and interest, there is a boost in the energy of a learning place.
The maturity of an organization is of importance. When the organization is new and young, people are in the room of confusions and insecurity and they need more time to ventilate their feelings and thoughts. Even when there is a change in the organization, there are questions about those changes and there must be more time allocated for explanations and discussions so time management in programs runs smoothly.
Humbleness, taking responsibility and respect are parts of IKEA culture. People come from different cultures. When individuals are humble enough to respect other cultures and also individuals take responsibility to understand different cultures, there are better foundations for the successful competence development processes. Organizations with a mix of different cultures aim at learning as a community. Meaning can be simultaneously diverse and shared from individual to individual.

This research has implications for both industrial and academic readers. The industrial readers will find interesting to see what and how cross-cultural organizations adopt the findings in their own competence development processes. Not all the factors identified in this research are critical influence since some has a direct influence whereas other has an indirect influence. It points out that there is a connection between an individual�s motivation and the successful implementation of competence development programs.
This research brings attention to the importance of understanding cultural differences in learning situations. It is often the case that it is a dilemma for cross-cultural organizations to implement centrally designed programs in different local organizations. Cultural differences become a barrier if they are ignored and cultural diversity an enabler to enrich the contents of programs by learning from different participants bringing their cultures behind in their backs.
This research also illuminates how assumptions and use of words influence the understanding and acceptance of messages and contents by participants. It emphasizes the importance to have a common basic understanding of learning targets by giving explanations of certain terms critical in the introductory phase of competence development programs. It is even more important if the programs aim to change behaviors and attitudes after the programs compared with programs aiming at factual knowledge and information.
It is not always needed for local adjustments in running training programs. When the program is purely about the knowledge acquisitions like technical knowledge, the importance of local adaptation becomes less critical than training programs aiming at behavioral or attitudes changes. It is an absolute must for facilitators to learn about local cultures before they run any training programs.
Managing competence development programs in a cross-cultural organization becomes even more successful when there are driving forces coming from individuals who attend the programs. When individuals feel that they are drivers for competence development, the effect of development programs becomes greater and the energy level in learning room is high. In addition to that, when there is management engagement and interest, there is a boost in the energy of a learning place.
The maturity of an organization is of importance. When the organization is new and young, people are in the room of confusions and insecurity and they need more time to ventilate their feelings and thoughts. Even when there is a change in the organization, there are questions about those changes and there must be more time allocated for explanations and discussions so time management in programs runs smoothly.
Humbleness, taking responsibility and respect are parts of IKEA culture. People come from different cultures. When individuals are humble enough to respect other cultures and also individuals take responsibility to understand different cultures, there are better foundations for the successful competence development processes. Organizations with a mix of different cultures aim at learning as a community. Meaning can be simultaneously diverse and shared from individual to individual.

Enterprise With Soul seeks to redefine and revolutionise the workplace environment and to repair the incongruence between the work we do and the lack of satisfaction that we may feel in our spirit. This book represents a tremendous breakthrough! So many of us work on automatic pilot: Get up each work day, endeavour to do our best and may even achieve our goals at times, but at what cost? Enterprise With Soul will appeal to you if you: � Know that your work can be more meaningful than just the financial bottom line. � Are wishing to intuitively understand and implement empowering strategies which sit right with your soul as well as your work or business future. � Wish to take a leap into practical, intuitive and creative strategies to assist you to not only enjoy and thrive with your chosen work but to accelerate your personal development. � Are wishing to fill the void so often left in your soul with conventional business and personal development programs. � Are ready to consider the impact of your living and work on generations to come. � Are wanting a more �inclusive� and satisfying way to work. � Are wanting to re-examine your personal meaning of success, values and prosperity. Enterprise with Soul is the brainchild of eco-entrepreneur Wendy Dumaresq, Founding Director of the Natural Woman Network and holistic career doyenne. Wendy has made a career from her passionate desire to improve the quality of life for others, whilst still listening intently to what makes her own heart sing.

Enterprise With Soul seeks to redefine and revolutionise the workplace environment and to repair the incongruence between the work we do and the lack of satisfaction that we may feel in our spirit. This book represents a tremendous breakthrough! So many of us work on automatic pilot: Get up each work day, endeavour to do our best and may even achieve our goals at times, but at what cost? Enterprise With Soul will appeal to you if you: � Know that your work can be more meaningful than just the financial bottom line. � Are wishing to intuitively understand and implement empowering strategies which sit right with your soul as well as your work or business future. � Wish to take a leap into practical, intuitive and creative strategies to assist you to not only enjoy and thrive with your chosen work but to accelerate your personal development. � Are wishing to fill the void so often left in your soul with conventional business and personal development programs. � Are ready to consider the impact of your living and work on generations to come. � Are wanting a more �inclusive� and satisfying way to work. � Are wanting to re-examine your personal meaning of success, values and prosperity. Enterprise with Soul is the brainchild of eco-entrepreneur Wendy Dumaresq, Founding Director of the Natural Woman Network and holistic career doyenne. Wendy has made a career from her passionate desire to improve the quality of life for others, whilst still listening intently to what makes her own heart sing.

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Evaluation Techniques for Difficult to Measure Programs demonstrates the weaknesses of poorly crafted outcome measures and provides the reader with techniques to strengthen programs and provide clients with the quality services they deserve. Programs with difficult to measure outcomes provide inviting environments for weak evaluations and this book illustrates why typical evaluation methods result in less than stellar results. Examples from difficult to measure programs are used to present techniques that can make any evaluation more rigorous. This book will guide the reader in overcoming inappropriate measures, false perceptions and misconceptions that plague many evaluations.

This book provides a new perspective on program evaluation that engages difficult to measure programs, and the aspects of developing an evaluation plan that usually result in a less than stellar result. Agencies settle for “Good enough” because people are not knowledge able enough of evaluation processes to develop something that is more robust. Unfortunately, it is easy to sell a weak evaluation to people who do not know the difference. This modern day Emperor’s New Clothes behavior does little to strengthen the program.

Every program manager and Director likes to have a report that tells them that what they are doing is having a tremendous positive impact on their clients. Usually, if you ask them to describe the benefits to the client, they will instead describe the activities that take place in the program. Others will tell you how much better off the client is because of the program, but many of them cannot give any substantial evidence that the change was a result of the program.

Program evaluation has developed as a focused field of practice that has continued to evolve through fad, fashion and a sound application of scientific measurement and analysis. Just counting the numbers of clients served left human service staffs and funding bureaucrats wondering if the expected results were being achieved through the program efforts. One could justify asking for additional funding if additional clients were to be served, but the question of effectiveness of treatment was never answered by statistics of numbers of clients served. Programs resulted in things being different, but were they better? If they were better, was the improvement worth the investment? Could the same change take place with fewer resources?

The purpose of this book is to take the reader beyond describing what should be done and through the meaningful questions of why. Why conduct a program evaluation? Why do clients actually need the services? Why do the services actually reduce the needs? Why do staff and managers believe the program is actually working? Why do staff members resist efforts to evaluate their program? This book uses examples of difficult to measure programs to show techniques that can make any evaluation more rigorous. It explains why typical methods fall short and it explains why many staff members settle for less than stellar measurement techniques. Focusing on overcoming inappropriate measures and perceptions provides the basic framework for this book.

This book covers the evaluation process in depth and provides details on communication and relationships issues that are only touched upon in other texts. Pretending to have a good relationship might well result in pretending that the data are accurate. Techniques for developing trust and communication vary depending on the audience. Each audience, and their particular needs, is discussed within the frameworks of planning, data collecting and reporting.

Hopefully, this book is written in terms that are easily understood by anyone who is involved with programs. What is unique about this book is that it provides techniques to use in communication and relationship building that serves to avoid the pitfalls that can weaken an evaluation. The human behaviors that undermine, create friction, or bias evaluation data, need to be overcome in order to produce the highest quality evaluation possible. This book examines those behaviors and suggests techniques to reduce or eliminate their impact. Always remember, if the process is easy, you probably are not doing it right.