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The advent of information technology has generated not only interest in how to acquire, store and ''mine'' data, but also how to manage knowledge. Yet, there is still considerable confusion and a lack of understanding of what today's knowledge managers really do. Continuing a stream of previous research on the behavior activities of traditional managers, this study investigated the relative amount of time today's knowledge managers (N = 307) spend on traditional management functions, communications, human resources and networking. Besides identifying what knowledge managers really do, this study examined what successful knowledge managers do. Comparisons are then made with managers in the 1980s. Finally, the role that information technology plays in knowledge managers carrying out their managerial activities was assessed. The implications of some surprising findings and conclusions end the paper.

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For any preparedness plan to be effective it must be put to test or verified. Simulation methodology shows high potential for studying disaster and mass vaccination preparedness. Unlike physical drills, simulation models are less expensive, take less time to be conducted, and are well suited for testing alternative solutions. The decision makers can modify and analyze the model in order to test and evaluate numerous scenarios and operating parameters. In this paper, we offer a systematic approach that can be used with simulation analysis by practitioners to develop operating decisions for emergency preparedness in general and mass vaccination clinics in particular. An actual mass vaccination center in a county health department of a southern state is used to illustrate the proposed methodology.

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Total quality management (TQM) and business process re-engineering (BPR) are two management approaches designed to improve organizational performance and quality. Because of the pace, time required, and initiatives for change, TQM and BPR are regarded as two completely different improvement programmes. They also share common features, which create the basis for a possible integration of TQM and BPR under the endless quality improvement concept. Organizations that can effectively combine TQM and BPR would be very successful in gaining a sustainable competitive advantage. In the context of the system approach, introduces a BPR life cycle model. Answers two main questions: when should a re-engineering programme be undertaken?; and how long should the period of gradual improvement last before a new reengineering programme is implemented? Provides an implementation example of this model through a real organization.

The aim of this study was to compare the effects of acute vibration-enhanced static stretching and/or static stretching alone on the strength and flexibility of the hamstrings and quadriceps muscles. Twenty-one male footballers participated in this study (21.9 ± 1.8 years; 75.54 ± 7.3 kg; 178.7 ± 6.5 cm). The experiment started with 5 minutes standardized warm-up followed by (a) baseline flexibility pretest (Split Test); (b) maximal voluntary flexion and extension (isokinetic strength) of the knee; (c) Treatment or Sham involving 45-second stretch with or without vibration for the hamstring and quadriceps muscle groups with 10-second rest between; and (d) posttest repeating the measures of the pretest. Each player randomly performed both trials on separate occasions. The vibration device operated at 35 Hz with 2 mm amplitude. Stretching with vibration statistically increased hamstring flexibility by 7.8% (p ≤ 0.05) when compared with stretching without vibration. No statistical differences for hamstring or quadriceps strength were noted between treatment conditions. There was no statistical correlation between flexibility and strength measurements. In conclusion, flexibility increased with vibration-enhanced static stretching; however, no change was evident in the maximal voluntary contractions of the knee flexors and extensors.