This paper presents a new face detection method which combines the Skin Color Detector and the Template Matching Method. First we can use the skin Color Detector to find the faces. In the Skin Color Detector, we can use the YCbCr model. The YCbCr model can be used to easily detect the Skin color or Non-Skin color in the images. But in the Skin Color Detector, it can also detect the faces or some non-faces. Finally, we can use the Template Matching Method. This method is used to remove the non-faces and to detect the faces more accurately. Experimental results show that the performance of the proposed method is better than the Skin Color Detector.
4 public governance and leadership symposium edition Leadership in a Paradoxical Public-sector Environment: The Challenges of Ambiguity contention is grounded in conflicting and competing values, beliefs, and attitudes about what can be known about, and by, public organisations and how people behave in them (Dixon et al, 2004). These contending perspectives are grounded in perspectives on public administration, which can be characterised as a dichotomy: the traditional hierarchical model and
The article empirically examines the experiences of managers and employees involved in talent management practices. Our empirical aim is to explore the ways in which high-potential employees might also be exposed to a degradation of their employment relationship. We make a theoretical contribution by analysing talent management practices through the conceptual lens of labour process theory. Labour process theory is part of a well-established Marxist approach and we extend this framework to analyse talent management practices in industrial capitalism to offer new insights into how these practices are changing the employment relationships via augmented managerial control and work intensification. Using an employer–employee perspective, we use qualitative data from three multinational companies based in Europe. Our findings indicate the widespread use of ‘softer’ forms of control, alongside work intensification and a general illusion of opportunity and expectations, thus degrading and hollowing out the employment relationship. In effect, talent management practices are increasing workplace pressure through uncompensated talent development activities and are paradoxically debilitating the employment relationships for the ‘talented’ employees.
This paper highlights the corporate and non-corporate leadership practices in India, the effect of culture on such practices and how these drive management philosophies. Semi structured interviews were conducted with CEOs from India. The findings provide insights into organisational leadership in the context of India, more specifically the values, purpose and culture that guides leadership and management and the unique context in which leadership is practised. A key finding was that Indian leadership shares some aspects of global leadership traits, but cultural factors are significant influences on leadership style and philosophy. The long socio-economic and historical context of India cannot be ignored and has flavoured the leadership style of its business leaders. Many qualities of a good leader, as defined by Indian CEOs were derived from the Hindu mythology (Bhagvad Gita, Mahabharata, Ramayana, and the four Vedas). The findings are helpful to both practitioners and policy makers seeking to understand the leadership style of Indian CEOs. Our contribution rests on leadership insights which provide a more nuanced leadership style with elements of universalism as well as a particularism rooted in the rich socioeconomic cultural history of India. Such a leadership has enabled pragmatism and a performance focus in the face of group and collective orientation.
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