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Nduka</title> <meta name="description" content="Search results for: Nzekwe Nduka"> <meta name="keywords" content="Nzekwe Nduka"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="Nzekwe Nduka"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 7</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: Nzekwe Nduka</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7</span> Peer Support Groups as a Tool to Increase Chances of Passing General Practice UK Qualification Exams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thomas%20Abraham">Thomas Abraham</a>, <a href="https://publications.waset.org/abstracts/search?q=Garcia%20de%20la%20Vega%20Felipe"> Garcia de la Vega Felipe</a>, <a href="https://publications.waset.org/abstracts/search?q=Lubna%20Nishath"> Lubna Nishath</a>, <a href="https://publications.waset.org/abstracts/search?q=Nzekwe%20Nduka"> Nzekwe Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Powell%20Anne-Marie"> Powell Anne-Marie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: The purpose of this paper is to discuss the effectiveness of a peer support network created to provide medical education, pastoral support, and reliable resources to registrars to help them pass the MRCGP exams. This paper will include a description of the network and its purpose, discuss how it has been used by trainees since its creation, and explain how this methodology can be applied to other areas of medical education and primary care. Background: The peer support network was created in February 2021, using Facebook, Telegram, and WhatsApp platforms to facilitate discussion of cases and answer queries about the exams, share resources, and offer peer support from qualified GPs and specialists. The network was created and is maintained by the authors of this paper and is open to anyone who is registered with the General Medical Council (GMC) and is studying for the MRCGP exams. Purpose: The purpose of the network is to provide medical education, pastoral support, and reliable resources to registrars to help them pass the exams. The network is free to use and is designed to take the onus away from a single medical educator and collate a vast amount of information from multiple medical educators/trainers; thereby creating a digital library of information for all trainees - exam related or otherwise. Methodology The network is managed by a team of moderators who respond to queries and facilitate discussion. Smaller study groups are created from the main group and provide a platform for trainees to work together, share resources, and provide peer support. The network has had thousands of trainees using it since February 2021, with positive feedback from all trainees. Results: The feedback from trainees has been overwhelmingly positive. Word of mouth has spread rapidly, growing the groups exponentially. Trainees add colleagues to the groups and often stay after they pass their exams to 'give back' to their fellow trainees. To date, thousands of trainees have passed the MRCGP exams using the resources and support provided by the network. Conclusion The success of this peer support network demonstrates the effectiveness of creating a network of thousands of doctors to provide medical education and support. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=peer%20support" title="peer support">peer support</a>, <a href="https://publications.waset.org/abstracts/search?q=medical%20education" title=" medical education"> medical education</a>, <a href="https://publications.waset.org/abstracts/search?q=pastoral%20support" title=" pastoral support"> pastoral support</a>, <a href="https://publications.waset.org/abstracts/search?q=MRCGP%20exams" title=" MRCGP exams"> MRCGP exams</a> </p> <a href="https://publications.waset.org/abstracts/165632/peer-support-groups-as-a-tool-to-increase-chances-of-passing-general-practice-uk-qualification-exams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165632.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">135</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6</span> The Effect of Culture and Managerial Practices on Organizational Leadership Towards Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Azrin%20Bte%20Abdul%20Aziz"> Ayu Azrin Bte Abdul Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A management practice characterised by a value chain as its relatively flexible culture is replacing the old bureaucratic model of organisational practice that was built on dominance. Using a management practice fruition paradigm, the study delves into the implications of organisational culture and leadership. Developing a theory of leadership called the “cultural model” of organisational leadership by explaining how the shift from bureaucracy to management practises altered the roles and interactions of leaders. This model is well-grounded in leadership theory, considering the concept's adaptability to different leadership ideologies. In organisations where operational procedures and borders are not clearly defined, hierarchies are flattened, and work collaborations are sometimes based on contracts rather than employment. This cultural model of organizational leadership is intended to be a useful tool for predicting how effectively a leader will perform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20practices" title=" management practices"> management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/177762/the-effect-of-culture-and-managerial-practices-on-organizational-leadership-towards-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177762.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">84</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5</span> The Moderating Impacts of Government Support on the Relationship Between Patient Acceptance and Telemedicine Adoption in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Azrin%20Binti%20Abdul%20Aziz"> Ayu Azrin Binti Abdul Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Telemedicine is a rapidly developing discipline with enormous promise for better healthcare results for patients. To meet the demands of patients and the healthcare sector, medical providers must be proficient in telemedicine and also need government funding for infrastructure and core competencies. In this study, we surveyed general hospitals in Kuala Lumpur and Selangor to investigate patient’s impressions of both the positive and negative aspects of government funding for telemedicine and its level of acceptance. This survey was conducted in accordance with the Diffusion of Innovations (DOI) hypothesis; the survey instruments were designed through a Google Form and distributed to patients and every member of the medical team. The findings suggested a framework for categorizing patients' levels of technology use and acceptability, which provided practical consequences for healthcare. We therefore recommend the increase in technical assistance and government-backed funding of telemedicine by bolstering the entire system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=technology%20acceptance" title="technology acceptance">technology acceptance</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20assurance" title=" quality assurance"> quality assurance</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20management." title=" cost management."> cost management.</a> </p> <a href="https://publications.waset.org/abstracts/177308/the-moderating-impacts-of-government-support-on-the-relationship-between-patient-acceptance-and-telemedicine-adoption-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177308.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">75</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4</span> Resilient Strategic Approach Towards Environmental Pollution and Infrastructural Misappropriation in Niger Delta Region: A Bibliometric Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Environmental degradation and infrastructure abuse in the Niger Delta have received increasing attention over the last two decades in several sectors, like strategic management, societal impacts, etc. Resilience strategy in human capital development and technology has inspired the formulation and implementation of strategies, policies, or activities to mitigate risks while taking advantage of opportunities to respond to crisis management. This research hopes to add to the debate on the resilient strategic model in the Niger Delta region, which is plagued with environmental and infrastructure mismanagement. It further proposes a conceptual framework of robust strategy and open technology model on bibliometric analysis. This article is intended to be a starting point for an in-depth discussion of the factors that lead to these mismanagements. Four factors were discovered for a resilient strategy leading to a more efficient and effective management procedure. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=resilience%20strategy" title="resilience strategy">resilience strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=infrastructural%20mismanagement" title=" infrastructural mismanagement"> infrastructural mismanagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital%20development." title=" human capital development."> human capital development.</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/168813/resilient-strategic-approach-towards-environmental-pollution-and-infrastructural-misappropriation-in-niger-delta-region-a-bibliometric-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168813.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">85</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3</span> Bibliometric Analysis of Global Research Trends on Organization Culture, Strategic Leadership and Performance Using Scopus Database</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Taking a behavioral perspective of Organization Culture, Strategic Leadership, and performance (OC, SLP). We examine the role of Strategic Leadership as key vicious mechanism linking OC,SLP to the organizational capacities. Given the increasing degree of dependence of modern businesses on the use and scientific discovery of relevant data, research efforts around the entire globe have been accelerated. In today's corporate world, Strategic Leadership is still the most sustainable option of performance and competitive advantage. This is why it is critical to gain a deep understanding of research area and to strengthen new collaborative networks in efforts to support research transition towards these integrative efforts. This bibliometric analysis is aimed to examine global trends in OC,SLP research based on publication output, author co-authorships, and co-occurrences of author keywords among authors and affiliated countries. 2829 journal articles were retrieved from the Scopus database Between 1974 and 2021. From the research findings, there is a significant increase in number of publications with strong global collaboration (e.g., USA & UK). We also discovered that while most countries/territories without affiliations were centered in developing countries, the outstanding performance of Asian countries and the volume of their collaborations should be emulated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a> </p> <a href="https://publications.waset.org/abstracts/168820/bibliometric-analysis-of-global-research-trends-on-organization-culture-strategic-leadership-and-performance-using-scopus-database" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168820.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">85</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2</span> Impact of Organizational Culture and Strategic Leadership on Organizational Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational culture, strategic leadership and organizational resilience have gained significant attention in recent years. This study aims to examine the relationship between these factors and their combined influence on an organization's ability to adapt and thrive in the face of challenges and disruptions. A mixed-methods approach, combining quantitative survey data and qualitative interviews with leaders and employees from cohort organizations within the industry. The quantitative phase involves measuring organizational culture, strategic leadership behaviours, and organizational resilience using standardized scales. This study highlighted the significance of organizational culture and strategic leadership in building and sustaining organizational resilience. Preliminary findings suggest a strong positive relationship between a resilient organizational culture and strategic leadership practices. Secondly, Organizations can enhance their capacity to respond to disruptions, exploit opportunities, and achieve long-term success in a rapidly changing business environment. Furthermore, the qualitative analysis reveals several key themes that elucidate the link between organizational culture, strategic leadership, and resilience. This study contributes to the growing body of knowledge on organizational resilience and strategic leadership, providing insights and practical implications for leaders and practitioners seeking to strengthen their organizations' resilience capabilities. Further research is needed to explore the specific mechanisms and contextual factors that influence the relationship between these variables in different organizational contexts and industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a> </p> <a href="https://publications.waset.org/abstracts/177132/impact-of-organizational-culture-and-strategic-leadership-on-organizational-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177132.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">64</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1</span> Integrated Geotechnical and Geophysical Investigation of a Proposed Construction Site at Mowe, Southwestern Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kayode%20Festus%20Oyedele">Kayode Festus Oyedele</a>, <a href="https://publications.waset.org/abstracts/search?q=Sunday%20Oladele"> Sunday Oladele</a>, <a href="https://publications.waset.org/abstracts/search?q=Adaora%20Chibundu%20Nduka"> Adaora Chibundu Nduka</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The subsurface of a proposed site for building development in Mowe, Nigeria, using Standard Penetration Test (SPT) and Cone Penetrometer Test (CPT) supplemented with Horizontal Electrical Profiling (HEP) was investigated with the aim of evaluating the suitability of the strata for foundation materials. Four SPT and CPT were implemented using 10 tonnes hammer. HEP utilizing Wenner array were performed with inter-electrode spacing of 10 – 60 m along four traverses coincident with each of the SPT and CPT. The HEP data were processed using DIPRO software and textural filtering of the resulting resistivity sections was implemented to enable delineation of hidden layers. Sandy lateritic clay, silty lateritic clay, clay, clayey sand and sand horizons were delineated. The SPT “N” value defined very soft to soft sandy lateritic (<4), stiff silty lateritic clay (7 – 12), very stiff silty clay (12 - 15), clayey sand (15- 20) and sand (27 – 37). Sandy lateritic clay (5-40 kg/cm2) and silty lateritic clay (25 - 65 kg/cm2) were defined from the CPT response. Sandy lateritic clay (220-750 Ωm), clay (< 50 Ωm) and sand (415-5359 Ωm) were delineated from the resistivity sections with two thin layers of silty lateritic clay and clayey sand defined in the texturally filtered resistivity sections. This study concluded that the presence of incompetent thick clayey materials (18 m) beneath the study area makes it unsuitable for shallow foundation. Deep foundation involving piling through the clayey layers to the competent sand at 20 m depth was recommended. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cone%20penetrometer" title="cone penetrometer">cone penetrometer</a>, <a href="https://publications.waset.org/abstracts/search?q=foundation" title=" foundation"> foundation</a>, <a href="https://publications.waset.org/abstracts/search?q=lithologic%20texture" title=" lithologic texture"> lithologic texture</a>, <a href="https://publications.waset.org/abstracts/search?q=resistivity%20section" title=" resistivity section"> resistivity section</a>, <a href="https://publications.waset.org/abstracts/search?q=standard%20penetration%20test" title=" standard penetration test"> standard penetration test</a> </p> <a href="https://publications.waset.org/abstracts/55897/integrated-geotechnical-and-geophysical-investigation-of-a-proposed-construction-site-at-mowe-southwestern-nigeria" 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