"Human at the Center of the Organization: Visions, Realities, Challenges," a monograph edited by Marzena Stor, is a comprehensive exploration of the paradigm shift in organizational management that emphasizes placing humans at the core of all strategic and operational activities. The monograph delves into various critical aspects such as HRM responses to labor shortages, employee loyalty, and performance factors, and the evolution of management practices in Poland. It also addresses contemporary issues like AI-enhanced recruitment, the needs of Generation Z, and the importance of mental health and well-being in the workplace. The goal of this monograph is to provide a detailed analysis of how organizations can balance efficiency and innovation with the need to support and understand their employees. Through theoretical frameworks, empirical research findings, and practical insights, this work offers valuable strategies for enhancing employee engagement, retention, and overall organizational performance, making it an indispensable resource for HRM professionals, organizational leaders, and scholars interested in the future of human-centric management.

The 2 volume-set of LNCS 12190 and 12191 constitutes the refereed proceedings of the 12th International Conference on Virtual, Augmented and Mixed Reality, VAMR 2020, which was due to be held in July 2020 as part of HCI International 2020 in Copenhagen, Denmark. The conference was held virtually due to the COVID-19 pandemic. A total of 1439 papers and 238 posters have been accepted for publication in the HCII 2020 proceedings from a total of 6326 submissions. The 71 papers included in these HCI 2020 proceedings were organized in topical sections as follows: Part I: design and user experience in VAMR; gestures and haptic interaction in VAMR; cognitive, psychological and health aspects in VAMR; robots in VAMR. Part II: VAMR for training, guidance and assistance in industry and business; learning, narrative, storytelling and cultural applications of VAMR; VAMR for health, well-being and medicine.

MOVING THE YOUTH DEVELOPMENT MESSAGE: TURNING A VAGUE IDEA INTO A MORAL IMPERATIVE Peter L. Benson and Karen Pittman THE CONTAGION OF AN IDEA In the past fifteen years, countless programs, agencies, funding initiatives, profes sionals, and volunteers have embraced the term "youth development. " Linked more by shared passion than by formal membership or credentials, these people and places have contributed to a wave of energy and activity not unlike that of a social movement, with a multitude of people "on the ground" connecting to a set of ideas that give sustenance, support, and value to increasingly innovative efforts to build competent, successful, and healthy youth. There are several particularly interesting dimensions to this movement. First, the youth development idea has the potential to draw people and organizations to gether across many sectors. Conferences and initiatives using youth development language attract increasingly eclectic audiences, bringing together national youth organizations, schools, city, county, and state agencies, police and juvenile jus tice workers, clergy, and committed citizens. Perhaps embedded in the youth de velopment idea is a philosophy or a "way" that has created an intellectual and/or spiritual home for actors across many settings. However this happens, it is clear that one of the powerful social consequences of the youth development idea is a connecting of the dots-the weaving within and across city, county, state, and of a tapestry of new relationships.

According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

Managing Human Behavior in Public and Nonprofit Organizations, Fifth Edition is an established core text designed to help you develop your leadership and management skills. Bestselling authors Denhardt, Denhardt, Aristigueta, and Rawlings cover important topics such as stress, decision-making, motivation, leadership, teams, communication, and change. Cases, self-assessment exercises, and numerous examples provide you with the opportunity to apply concepts and theories discussed in the chapter. Focusing exclusively on organizational behavior in both public and nonprofit organizations, this text is a must-read for students in public administration programs. New to the Fifth Edition: Increased attention to issues related to nonprofit organizations helps you develop a better understanding of the differences and similarities in public and nonprofit organizations, as well as the way they interact with one another and with the private sector. Broadened coverage of issues related to ethics and diversity offers you a broader perspective on important issues to consider, such as the examination of implicit and explicit bias, generational differences, and power and privilege. Additional discussions of collaboration, inclusion, and participation, both within the organization and with external constituencies, show you the value rationale for engagement and its practical effects. Revised and updated information on emerging technology illustrates to you how an increasingly digital, connected, and networked environment affects our ability to manage public and nonprofit organizations. New cases, examples, self-assessments, and exercises cover recent developments in research and practice to offer relevant ways for you to practice and improve your management skills.

Whole Systems Design: Inquiries in the Knowing Field is an open invitation and an inspiration for Innovators, System Designers, Leaders, Change Agents, and Constellators—anyone who wishes to live and work from a whole systems perspective. It is for people new to working with complex systems as well as for those who will enjoy engaging with its practitioners, its concepts, and its emerging history. It is a book of stories, conversations, and interviews, about finding ways to serve Life, to serve humanity, to serve the Whole, through a process which has been emerging through the author—Constellating for the Collective—a process that itself has emerged from Systemic Constellation Work and the Knowing Field. Whole Systems Design opens with the author’s journey, letting readers behind the curtain of facilitation. She describes the pragmatic steps and tools she has developed with deep dedication over many years. She includes a succinct description of the impact of this work on participants and for the Collective. Lively conversations with colleagues trace the collaboration and co-creation vital in this evolving field. Nine interviews with long-time facilitators and trainers of Constellation Work—who share their insights about Collective Constellation Work—provide a rich resource.

ARE YOU LOOKING FOR A MENTOR? DO YOU WANT TO BECOME A MENTOR? ARE YOU CONFUSED ABOUT EXACTLY WHAT MENTORING IS? Walter Wright is a firm believer in relational leadership. In this book, he shares his experiences both as a mentor and a mentoree. He provides useful analogies and stories about the mentor-mentoree relationship and points out some potential pitfalls. Reflecting on the character, heart and hope of relational leadership, this book is useful for anyone considering becoming a mentor, whether in a church environment or in a business environment. It identifies some key questions that a mentor should ask of their mentoree and guides you through developing the mentor-mentoree relationship.

This book constitutes thoroughly revised and selected papers from the 10th International Joint Conference on Computer Vision, Imaging and Computer Graphics Theory and Applications, VISIGRAPP 2015, held in Berlin, Germany, in March 2015. VISIGRAPP comprises GRAPP, International Conference on Computer Graphics Theory and Applications; IVAPP, International Conference on Information Visualization Theory and Applications; and VISAPP, International Conference on Computer Vision Theory and Applications. The 23 thoroughly revised and extended papers presented in this volume were carefully reviewed and selected from 529 submissions. The book also contains one invited talk in full-paper length. The regular papers were organized in topical sections named: computer graphics theory and applications; information visualization theory and applications; and computer vision theory and applications.

Divided into three sections for easy use, including examples from person-centered systems already in place in the US Editors have brought together contributors from varied health care sectors in the United States and elsewhere—public and private, not-for-profit and for-profit