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Operation Underworld: How the Mafia and U.S. Government Teamed Up to Win World War II

為了解決Staff members的問題，作者Black, Matthew 這樣論述：

The never-before-told true story of how mobster Charles ＂Lucky＂ Luciano--the U.S. Mafia boss who put the ＂organized＂ into organized crime--was recruited by U.S. Naval Intelligence to turn the tide of WWII.In 1942, a rational fear was mounting that New York Harbor was vulnerable to sabotage. If the w

aterfront was infested with German and Italian agents then the U.S. Navy needed a recourse just as insidious to secure it. Naval intelligence officer, Commander Charles Radcliffe Haffenden had the solution: recruit as his own spies, members of La Cosa Nostra. Pier to pier, no one terrified the longs

horemen, stevedores, shopkeepers, and boat captains along the harbor better than the Mafia gangs of New York, who controlled the docks in Manhattan and Brooklyn. Haffenden was prepared to make a deal with the devil-the man who put ＂organized＂ into organized crime. Even from his cell in Dannemora Sta

te Prison, former Public Enemy #1, Charles ＂Lucky＂ Luciano still had tremendous power. Luciano was willing to wield it for Haffenden. But he wanted something in return--Luciano’s contacts in Italy to track the Nazis’ movements. Operation Underworld is a tale of espionage and crime like no other, the

unbelievable, first-ever account of the Allied war effort’s clandestine coalition between the Mafia and the U.S. Government to protect New York, vanquish the Nazis by taking the fight to the enemy in the 1943 U.S. invasion of Sicily. It was an ingenious strategy carried out by some of history’s mos

t infamous, improbable, and unsung heroes on both sides of the law. It was a Faustian bargain that brought homefront enemies together but, as journalist and crime historian Matthew Black reveals, one that ultimately succeeded in helping the Allies win World War II. Matthew Black is a labor and cri

me historian who was recruited by James P. Hoffa’s office in 2016 to author Dave Beck - A Teamsters Life. Black has also worked as a staff writer for the San Diego Union-Tribune and has written articles for Alaska Airlines magazine. He has published dozens of articles on History101.com, digital webs

ite, where he has individually brought some 42 million readers to his work. Born and raised in Seattle, he is a graduate of the University of Washington with an honors degree in history. While he travels the country and the world at a feverish pace in search of stories, he calls San Diego home, wher

e he lives with his wife and daughter.

Staff members進入發燒排行的影片

重症病人家屬需求、醫病共享決策與醫療滿意度之關係

為了解決Staff members的問題，作者王如慧 這樣論述：

本研究目的是了解及驗證重症病人家屬對其醫療照護需求、醫病共享決策與醫療滿意度的相互關係與影響效果。採橫斷式相關性研究設計，以方便取樣方式，收集資料以南部某醫學中心所有成人加護病房的成年主要照顧者為研究對象，共收案177人。本研究以結構式問卷進行資料收集，內容包括：（一）中文版重症病人家屬需求問卷；（二）醫病共享決策調查問卷；（三）住院病人滿意度調查表；（四）個人基本資料問卷等四部分，採用SPSS 23.0版統計軟體進行資料建檔與統計分析。統計分析採：描述性統計包括次數、百分比、平均值、標準差、皮爾森積差相關分析、t檢定、單因子變異數分析(one-way ANOVA)及迴歸分析等。 研究結果

顯示重症病人家屬的各項需求與醫療滿意度呈正向相關，「SDM」可以中介重症病人家屬需求以及醫療滿意度之間的關係。執行SDM可有效增進醫病溝通，滿足病人或家屬的訊息需求、解除疑惑並在溝通後能自我決策。期望本研究結果能運用在重症病人家屬，提共滿足其需求之照護措施，以及病人與主要照顧者之SDM推行，以增加重症病人的照護品質，提升醫療滿意度。

The Value of Voice in Shared Leadership and Organizational Behavior

為了解決Staff members的問題，作者Long, Jamey M.,Pisani, Joseph A. 這樣論述：

In the world of education and business, there is a disconnect between stakeholders, their roles and responsibilities in guiding and leading organizations in a shared leadership model. Currently, leaders have a conceptual understanding of shared leadership but lack the tools to effectively guide t

heir staff in enacting the dynamic exchange of ideas and voice among all members of the organization to promote the development of a strategic plan focused on best outcomes.There is a disconnect between the perceived and actual value of shared leadership on affecting change in an organization / educ

ational institution. In The Value of Voice in Shared Leadership and Organizational Behavior Jamey Long and Joseph Pisani demonstrate that the members of an organization or educational institution at any level do not possess sufficient understanding or resources related to the dynamic of shared leade

rship and the value of voice (VoV) in determining what is known, what the plan will be and the action(s) step(s) each is responsible for completing to form a symbiotic relationship within all levels of the organization/ educational institution. The VoV Model will build on previous models but will im

prove the process by creating a duality of flow of understanding and actionable steps to create for the organization/institution its best outcomes. Previously, business and education models or structures primarily focused on a top-down leadership approach. The VoV drives the Know, Plan, Act of share

d leadership in a way where the leaders can share with their staff while allowing the Know, Plan, Act of the staff to symbiotically interface through the learning of roles with all the leaders. Therefore, leaders/administration and staff/employees must learn their roles to create an enclosing symbio

tic organization. Finally, the cornerstone principle of the VoV is to build a strong foundation of shared leadership and voice within the organization/institution so that all stakeholders (including students, workforce, outside businesses) can benefit from a higher quality resource due to the new co

hesive mission and vision.

失能老人家庭照顧者僱傭外籍家庭看護工之決策歷程

為了解決Staff members的問題，作者林資靜 這樣論述：

臺灣邁入高齡社會，老年人口比率上升，在疾病與老化的雙重影響下，日常生活仰賴他人提供照顧，然家庭照顧者無法長期回應此密集性需求，選擇聘僱外籍家庭看護工協助分擔家內照顧成為首要選擇。本研究即探討失能長者之家庭照顧者聘僱外籍家庭看護工之決策過程與動機，採取質化研究，以半結構問卷進行訪談，訪談宜蘭地區曾考慮僱傭及已僱傭外籍家庭看護工的失能老人家庭，共有17位失能老人之家庭成員，探討影響失能老人家庭決策與僱傭外籍家庭看護工歷程，及僱傭後對家庭互動關係之變化。 本研究發現，失能老人欲聘僱外籍家庭看護工為回應家中長者因疾病導致失能後需要密集性照顧，加上居住型態改變，多數長者與成年

子女並未同住，家庭照顧分工不易，面臨工作、家庭與子女分工等諸多限制。另有高齡配偶擔任家庭主要照顧者，皆為家庭向外尋求照顧服務資源之肇因。其次，失能老人家庭聘僱的決策過程中，遵循著「長幼有序」、「男性決策為主」之文化規範，以及「主要照顧者具有經濟決策權」的模式進行照顧資源的選擇。在現有各項長照服務資源中，家屬選擇外籍家庭看護工之考量分別為「照顧安全性」、「照顧連續性」、「照顧可負擔性」、「申請服務的可近性」，其中又以「照顧安全性」、「連續性照顧」為關鍵之因素，認為外籍家庭看護工的特質最貼近照顧需求。 外籍家庭看護工在進入失能老人家庭後，即與失能老人及家庭照顧者形成三角的互動關係，與老

人逐漸發展類家人的信任與家屬的僱傭關係，隨不同角色與關係，發展出三角制衡關係。失能老人與家屬皆認為在僱傭外籍家庭看護工後，在照顧品質及家人間的生活品質皆有改善，然仍需回應外籍家庭看護工「多元化飲食習慣」、「語言溝通障礙」、「執行照顧工作的異質性」等現況，指出雇主端需有意識的融合外籍家庭看護工文化差異。另外，首次聘用外籍家庭看護工與已聘用外籍家庭看護工多年兩者相較，對於「外籍家庭看護工品質的穩定性」與「長期支出照顧費用的經濟壓力」之感受差異性最大。 為穩定外籍家庭看護工之品質，與外籍家庭看護工的溝通與培訓之質與量最為關鍵。同時，在媒合外籍家庭看護工與失能老人過程中，雇主須敏感家庭看護

工文化差異與需求，能有助於外籍看護工執行照顧工作的穩定性。研究建議家屬可結合社區端現有的資源網絡，由外籍家庭看護工陪同失能老人參與社區活動，有助於雙方的社會參與及對文化差異的了解，重視外籍看護工在家庭與社區的融合。政府在積極發展長照政策之際，回應失能家庭照顧者主觀性需求，增加服務資源的連續性與可及性，回應失能老人與家庭長期面臨之多元負荷，維持家庭的穩定性。