(En)jeux autour des outils de gestion numériques by Chloé Langeard, Marine Cordier

“…They thus occupy a central place in the activity of technical directors and administrators by allowing them to control the production chain and to reinforce their professional legitimacy. …”
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Psychometric Properties of the Italian Version of the Short-Form Supportive Care Needs Survey Questionnaire (SCNS-SF34-It): A Multicenter Validation Study by Anita Zeneli, Paolo Leombruni, Marco Miniotti, Emanuela Scarpi, Marco Maltoni, Sara Cavalieri, Valentina Legni, Cristina Nanni, Mihaiela Tarca, Michela Rustignoli, Sandra Montalti

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National Program Provides Real Cybersecurity Experience by Smith, Kaye

“…A team of University of Arizona graduate students was matched in spring 2022 with technical directors Jeremy Kepner and Hayden Jananthan from MIT Lincoln Laboratory to better identify the cyber characteristics of large-scale network data in order to help organizations defend cyberattacks.…”
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Peruvian health professionals’ leadership styles by Franklin Jhony Julián Méndez, Cecilia Elizabeth Reyes Alfaro, Ericson Felix Castillo Saavedra, Verónica Yamilet Coronel Vega, Sara Isabel Cabanillas Ñaño, Rosa María Salas Sánchez, Julissa Estmilsinia Vargas Vigo

“…<br /><strong>Results:</strong> 82.9 % of the professionals work as technical directors in the private sector; 57.4 % are female and more than 60 % have a high level of leadership. …”
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Hydraulic bricolages: coexisting water supply and access regimes in N’Djamena, Chad by Ismaël Maazaz

“…The article documents daily activities of the Technical Directorate of the Société Tchadienne des Eaux (Chad’s water national company, STE), insisting on limited available means and improvising methods that characterise hydraulic bricolages. …”
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Determinants of COVID-19 vaccine behaviour intentions among the youth in Kenya: a cross-sectional study by Joachim O. Osur, Rehema Chengo, Evelyne Muinga, Jackline Kemboi, Myriam Sidibe, Maggie Rarieya

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Uniform Manifold Approximation and Projection Analysis of Soccer Players by António M. Lopes, José A. Tenreiro Machado

“…The automatic recognition of players’ styles based on their diversity of skills can help coaches and technical directors to prepare a team for a competition, to substitute injured players during a season, or to hire players to fill gaps created by teammates that leave. …”
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Shortage Sanitation Services in the Outskirts of Baghdad and its Environmental Impacts by Alaa Al-Obaidi, Sara Zangana, Saja Al-Sudany

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Talent identification and recruitment in youth soccer: Recruiter's perceptions of the key attributes for player recruitment. by Paul Larkin, Donna O'Connor

“…Australian regional youth technical directors and coaches (n = 20) completed a three stage process, including an initial interview and two subsequent questionnaires, whereby attributes and qualities associated with talent identification were rated and justified according to the importance for youth player performance and talent identification. …”
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COACH CHANGING IN TURKEY AND EUROPE by Bolat Gündüz, Mert Kayhan

“…Many football teams in the world change technical directors first in case of a failure. As a result of this change, it is thought that the failure will be the end and the successful results will come soon (Egesoy 2010). …”
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An overview of the opus of architect Đorđe Đorđević (1921-1940) by Gačić-Ivanov Jelena

“…By consulting the Technical Directorate in the Historical Archive of Belgrade and the Ministry of Construction in the Archive of Yugoslavia, as well as other important primary and secondary sources, a systematic overview of Đorđević's opus was established.…”
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Rendering Climate Comedy in *Cloudy with a Chance of Meatballs 1* (2009) and *2* (2013) by Sabiha Ahmad Khan

“…Throughout the two films, the trope of constantly changing food weather is the subject of analysis and representation both diegetically by the films’ characters and extradiegetically by the films’ technical directors. Rendering the climate in an appealing way becomes paramount on the level of narrative and production. …”
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The Belgrade opus of architect Milutin Jovanović (1930-1941) by Gačić-Ivanov Jelena

“…Given the lack of personal legacy and complete historiographical sources, the research was based on studying of the fund of the Technical Directorate of the City of Belgrade stored in the Historical Archive of Belgrade. …”
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Perfil profesional de los trabajadores del sector del fitness en la ciudad de Zaragoza (Professional profile of workers in the fitness sector in the city of Zaragoza) by Nerea Estrada-Marcén, Gonzalo Sanz Gonzalo, Jaime Casterad Seral, Javier Simón Grima, Alberto Roso Moliner

“…Said description is made by the Technical Directors and/or coordinators of the contracting centers. …”
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Impact of hypertension diagnosis on morbidity and mortality: a retrospective cohort study in primary care by Jesus Martín-Fernández, Tamara Alonso-Safont, Elena Polentinos-Castro, Maria Dolores Esteban-Vasallo, Gloria Ariza-Cardiel, Mª Isabel González-Anglada, Luis Sánchez-Perruca, Gemma Rodríguez-Martínez, Rafael Rotaeche-del-Campo, Amaia Bilbao-González

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Exploring TVET Institution Directors’ Barriers in Managing Malaysian TVET Institutions-Industry Partnership by Mohamad, Norazlinda, Mohd Affandi, Haryanti, Sohimi, Nurul Eizzaty, Mustaffa Kamal, Mohd Firdaus, Lazaro Moreno Herrera, Lazaro Moreno Herrera, Zulkifli, Rabihah Munirah, Abas, Nor Haslinda

“…Technical, human, and conceptual skills are the three categories used to categorize managerial skill barriers. Technically, directors are unable to put knowledge into practice because they lack computer proficiency, managerial knowledge and experience, and methods and techniques for performance monitoring tools. …”
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Exploring TVET Institution Directors’ Barriers in Managing Malaysian TVET Institutions-Industry Partnership by Norazlinda Mohamad, Norazlinda Mohamad, Haryanti Mohd Affandi, Haryanti Mohd Affandi, Nurul Eizzaty Sohimi, Nurul Eizzaty Sohimi, Mohd Firdaus Mustaffa Kamal, Mohd Firdaus Mustaffa Kamal, Lazaro Moreno Herrera, Lazaro Moreno Herrera, Rabihah Munirah Zulkifli, Rabihah Munirah Zulkifli, Nor Haslinda Abas, Nor Haslinda Abas

“…Technical, human, and conceptual skills are the three categories used to categorize managerial skill barriers. Technically, directors are unable to put knowledge into practice because they lack computer proficiency, managerial knowledge and experience, and methods and techniques for performance monitoring tools. …”
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Exploring TVET Institution Directors’ Barriers in Managing Malaysian TVET Institutions-Industry Partnership by Mohamad, Norazlinda, Mohd Affandi, Haryanti, Sohimi, Nurul Eizzaty, Mustaffa Kamal, Mohd Firdaus, Lazaro Moreno Herrera, Lazaro Moreno Herrera, Zulkifli, Rabihah Munirah, Abas, Nor Haslinda

“…Technical, human, and conceptual skills are the three categories used to categorize managerial skill barriers. Technically, directors are unable to put knowledge into practice because they lack computer proficiency, managerial knowledge and experience, and methods and techniques for performance monitoring tools. …”
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Exploring TVET Institution Directors’ Barriers in Managing Malaysian TVET Institutions-Industry Partnership by Mohamad, Norazlinda, Mohd Affandi, Haryanti, Sohimi, Nurul Eizzaty, Mustaffa Kamal, Mohd Firdaus, Lazaro Moreno Herrera, Lazaro Moreno Herrera, Zulkifli, Rabihah Munirah, Abas, Nor Haslinda

“…Technical, human, and conceptual skills are the three categories used to categorize managerial skill barriers. Technically, directors are unable to put knowledge into practice because they lack computer proficiency, managerial knowledge and experience, and methods and techniques for performance monitoring tools. …”
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Exploring TVET Institution Directors’ Barriers in Managing Malaysian TVET Institutions-Industry Partnership by Mohamad, Norazlinda, Mohd Affandi, Haryanti, Sohimi, Nurul Eizzaty, Mustaffa Kamal, Mohd Firdaus, Lazaro Moreno Herrera, Lazaro Moreno Herrera, Zulkifli, Rabihah Munirah, Abas, Nor Haslinda

“…Technical, human, and conceptual skills are the three categories used to categorize managerial skill barriers. Technically, directors are unable to put knowledge into practice because they lack computer proficiency, managerial knowledge and experience, and methods and techniques for performance monitoring tools. …”
Get full text