Elizabeth Vallery Mulig, Thomas J. Phillips and L. Murphy Smith
FOR A GIVEN piece of machinery involving friction and wear, it is not difficult for the metallurgist to specify, in general terms, the required characteristics of the metals…
Abstract
FOR A GIVEN piece of machinery involving friction and wear, it is not difficult for the metallurgist to specify, in general terms, the required characteristics of the metals involved. Difficulties arise, however, in attempting to select or develop materials with the correct combination of properties.
Dr B. T. K. Barry has been appointed Director of the International Tin Research Institute with effect from 1 October 1985 following the retirement of Dr D. A. Robins. Dr Barry…
Abstract
Dr B. T. K. Barry has been appointed Director of the International Tin Research Institute with effect from 1 October 1985 following the retirement of Dr D. A. Robins. Dr Barry joined the Institute's Research Department in 1962, subsequently became Head of Publications and in 1975 was appointed Assistant Director with special responsibility for the network of Tin Information Centres. He thus has had long experience of all the Institute's functions and activities and his appointment at a time when links are being forged between ITRI and the Association of Tin Producing Countries will provide a smooth transition from the previous Director.
Risk assessment is a fundamental aspect of forensic practice. This paper reviews some of the logical issues inherent in the process of assessing risk. A structured generic model…
Abstract
Risk assessment is a fundamental aspect of forensic practice. This paper reviews some of the logical issues inherent in the process of assessing risk. A structured generic model for conducting such assessments is outlined and explicated. This is followed by coverage of some of the major recent research findings, with a particular focus on the assessment of risk of violence towards others in forensic mental health contexts. In conclusion some of the major points for practice and future research are discussed.
Machine‐readable stock records, each consisting of accession number, location, brief author/title, imprint date, ISBN, and Dewey class number(s), are now available for all…
Abstract
Machine‐readable stock records, each consisting of accession number, location, brief author/title, imprint date, ISBN, and Dewey class number(s), are now available for all monographs in the Library. Methods of data base creation and the resolution of inconsistencies are described. The data base is used to provide: 1. author/title information for the automated circulation system; 2. alphabetical listings of total library holdings; 3. sectional printouts; 4. printouts for stock checks; and 5. selected catalogues for university departments. The application of the system to relegation procedures (of little used material to off‐campus storage) and the provision of catalogue systems for departmental libraries are described. Users seem content to use stock record printout in areas of the Library remote from the card catalogues. Costs of labour and machine processing are assessed. In the future, paper printout may be replaced by COM and the system will be further developed so as to replace the card catalogues.
This chapter uses agency theory and ethics literature to assess the moderating effect of manager's moral equity on the relation between budget participation and propensity to…
Abstract
This chapter uses agency theory and ethics literature to assess the moderating effect of manager's moral equity on the relation between budget participation and propensity to create slack. Moral equity is the major evaluative criterion for ethical judgment, is based on the overall concept of fairness, justice and right and is often very influential in contemporary moral thought (Robin & Reidenbach (1996) Journal of Business, 5(1) 17–28). The results indicate that a manager's moral equity moderates the effect of budget participation. For managers with high moral equity, the relationship between participation and manager's propensity to create slack is significantly negative while, for managers with low moral equity, the relationship is significantly positive. Further analyses indicate that high budget participation and high moral equity result in less propensity to create slack than high budget participation and low moral equity.
Anne D. Robins and A.E. Jeffreys
A machine‐readable record containing accession number, location, Dewey class number(s),ISBN, date, and brief author/title is being created for each item of library stock. Methods…
Abstract
A machine‐readable record containing accession number, location, Dewey class number(s),ISBN, date, and brief author/title is being created for each item of library stock. Methods of record creation and the potential uses of the stock file are discussed.
The NCS was based on multistage area probability sample of people age 15–54 in the non-institutionalized civilian population of the coterminous U.S., with a supplemental sample of…
Abstract
The NCS was based on multistage area probability sample of people age 15–54 in the non-institutionalized civilian population of the coterminous U.S., with a supplemental sample of students living in campus group housing (Kessler et al., 1994). The survey was carried out face-to-face in the homes of respondents by professional interviewers employed by the Survey Research Center (SRC) at the University of Michigan. The survey was carried out between September 1990 and February 1992. The response rate was 82.6%, with a total of 8,098 respondents participating in the survey. A supplemental non-response survey was carried out to adjust for non-response bias, with a random sample of initial non-respondents offered a financial incentive to complete a short form of the diagnostic interview. A non-response adjustment weight was constructed for the main survey data to compensate for elevated rates of disorders found among the initial non-respondents in this non-response survey. Significance tests were made using design-based methods because of this weighting and clustering of the data (Kish & Frankel, 1970; Koch & Lemeshow, 1972; Woodruff & Causey, 1976). More details about design and weighting procedures are reported elsewhere (Kessler, Little et al., 1995).
Rakotoarisoa Maminirina Fenitra, Ansar Abbas, Dian Ekowati and Fendy Suhairidi
It is beneficial to use strategic management to gain profound, long-term comprehension and learning in challenging topics such as change evaluation. Since the impact of COVID-19…
Abstract
It is beneficial to use strategic management to gain profound, long-term comprehension and learning in challenging topics such as change evaluation. Since the impact of COVID-19, norms changed, complexities developed and situational elements were identified that could be used to improve and manage operations. This change did not spare the tourism and hospitality industry; as a result, this industry is facing a crisis to recover from pandemics. Keeping this in mind, researchers struggle to investigate the phenomenon; quested advantages may be derived for rehabilitation. Strategic leadership perspective is one of them that can be used for more significant tourism industry benefits. Leaders are required to prepare strategies for developing technical abilities to increase the efficiency of their organisations. It must become necessary to have a strategic aim to change existing social and cultural values, religious standards and psychological attitudes under their vision. This chapter aims to apply the theory of change to manage the tourism and hospitality industry's recovery, focusing on strategic leadership's theoretical framework and strategic intent. The chapter includes a study of the literature to determine the effectiveness of strategic intent in the leadership of the tourism industry. In addition, this work debates about building a better and more comprehensive understanding of the factors that influence, contribute to and relate to strategic intention. This chapter draws several beneficial propositions for readers, academicians and practitioners.