Nanotransformations of a blanket at the fair dimensional combined processing with imposing of electric field the tool in the form of untied metal granules are considered. An object of researches are the figurine details applied in aviation, the missile and space equipment and in the oil and gas industry: driving wheels and a flowing part of cases of turbo-pump units, screws, krylchatka where there are sites of variable curvature with limited access of the tool in a processing zone.It is shown that the combination in the combined process of two-component technological environments of current carrying granules and the electroconductive liquid environment given with a high speed to a processing zone allows to receive the required quality of a blanket; action of electric field from a source with the increased tension allows to create at fair dimensional processingthe required peening from blows of firm granules. It gives the chance to raise a resource and durability of responsible knots of the aerospace equipment and oil and gas equipment, to expand the field of use of the combined processing with untied granules on a detailwith the sitesnot available to processing by a profile electrode.

The purpose of this paper is to introduce a new dimension of organizational collective engagement (OCE), namely spiritual engagement. This dimension proposes spiritual engagement, which is considered to increase the bundle of engagement as a whole at the organizational level. We collected data from 107 employees who worked in various agencies in Indonesia. We tested the validity and reliability of the proposed indicators of OCE and spiritual engagement using exploratory and confirmatory factor analysis. This study enhances the literature in the field of human resource development, especially in OCE, with the Islamic dimension of spiritual engagement. The findings reveal that there are 10 valid and reliable indicators that can be used to measure the concept of OCE among employees in Indonesia. OCE with four dimensions (physical, emotional, cognitive, and spiritual) can be an effort to increase organizational effectiveness through the collective engagement of all employees. Since this research is limited to Indonesia, further studies are needed in institutions around the world so that the consistency of the results can be justified.

Climate change is a pressing global challenge that requires immediate action. To address this issue effectively, it is essential to engage and empower the younger generation who will shape the future. This abstract presents the experience of Mohamed Bin Zayed University for Humanities (MBZUH) in UAE in promoting climate action through youth empowerment and environmental education.MBZUH has recognized the significance of incorporating environmental education into its curriculum to foster a generation of environmentally conscious individuals. Through a multidimensional approach, the university has developed innovative strategies to empower students, enabling them to become active participants in addressing climate change. These strategies encompass both formal and informal education, leveraging various platforms and partnerships to create a comprehensive learning environment.This study delves into the initiatives undertaken by MBZUH to empower youth in climate action. It explores the incorporation of environmental education across disciplines, integrating sustainability principles into existing courses, and offering specialized programs focused on environmental science and climate studies. Additionally, it highlights the university's efforts in promoting hands-on learning experiences, such as field trips, research projects, and community engagement, to deepen students' understanding of climate issues and inspire practical action.Furthermore, the study examines the role of MBZUH's collaboration with local and international organizations, governmental bodies, and the wider community in fostering youth empowerment and climate action. It showcases successful partnerships that have resulted in impactful initiatives, including awareness campaigns, capacity-building workshops, and youth-led environmental projects.By sharing the experience of MBZUH, this study aims to provide valuable insights and best practices for promoting climate action through youth empowerment and environmental education. It underscores the importance of empowering the next generation with the knowledge, skills, and motivation to become effective agents of change in addressing climate challenges.

The artificial intelligence (AI)-based architect's profile's selection (simply iSelection) uses a polymathic mathematical model and AI-subdomains' integration for enabling automated and optimized human resources (HR) processes and activities. HR-related processes and activities in the selection, support, problem-solving, and just-in-time evaluation of a transformation manager's or key team members' polymathic profile (TPProfile). Where a TPProfile can be a classical business manager, transformation manager, project manager, or an enterprise architect. iSelection-related selection processes use many types of artifacts, like critical success factors (CSF), AI-subdomain' integration environments, and an enterprise-wide decision-making system (DMS). iSelection focuses on TPProfiles for various kinds of transformation projects, like the case of the transformation of enterprises' HRs (EHR) processes, activities, and related fields, like enterprise resources planning (ERP) environments, financial systems, human factors (HF) evolution, and AI-subdomains. The iSelection tries to offer a well-defined (or specific) TPProfile, which includes HF's original-authentic capabilities, education, affinities, and possible polymathical characteristics. Such a profile can also be influenced by educational or training curriculum (ETC), which also takes into account transformation projects’ acquired experiences. Knowing that selected TPProfiles are supported by an internal (or external) transformation framework (TF), which can support standard transformation activities, and solving various types of iSelection’s problems. Enterprise transformation projects (simply projects) face extremely high failure rates (XHFR) of about 95%, which makes EHR selection processes very complex.

Since the Industrial Revolution, there has been an evolution in the paradigms under which the industrial worker is perceived and dealt with. These paradigms can be briefly listed in the order of their evolutionary stage as: the food-gatherer, the economic man, the social man, the resourceful man, and the enterprising man. Each of them is a combination of two basic paradigms in different proportions, namely, the outsider paradigm and the partnership paradigm. Obviously, the paradigmatic perspectives of management about their workers will have a significant influence on how they treat their workers, which may become especially conspicuous during recessions and other kinds of hard times. It was in this context that we designed a study to understand the human resource strategies of companies during a period of recession. Data for this study was collected through the content analysis of 46 published cases, wherein we developed the ratings of two sets of variables, namely: the external and internal environments of the company and the strategic actions taken by the respective managements. A surprising finding of the study is that the correlations between the environmental factors and the strategy factors were small and non-significant; moreover, the correlations involving the external environment were smaller than those involving the internal environment. Hence, it may be inferred that strategic actions are influenced primarily by the paradigmatic perspectives of management rather than environmental factors. In order to identify the different types of paradigmatic perspectives, we have further carried out a cluster analysis to develop a taxonomy of paradigms. The results showed that there are five sub-paradigms, which are: (1) Pacifiers, constituting 35% of the sample; (2) Modifiers, constituting 22%; (3) Molders, constituting 17%; (4) Enhancers, constituting 15%; and (5) Exploiters, constituting 11%. The limitations of the study and the implications of the findings are discussed in the concluding part.