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As the war progressed infection smell effective lquin 500 mg, staff of the then-formalized (in 1941) Royal Air Force Operational Research Section employed statistical analysis bacterial replication buy lquin 500 mg free shipping, deductive methods from the physical sciences antibiotic sinus infection buy 750 mg lquin free shipping, and common sense to analyze both offensive and defensive operations with an eye toward reducing their own casualties while inflicting maximal damage on the enemy (Dyson infection you get in hospital purchase 750 mg lquin overnight delivery, 2006). He was involved in the early radar studies and is credited with leading the team that discovered the relationship between the size of merchant marine convoys and the number of merchant ships sunk in U-boat pack attacks. This led to the recommendation that merchant ships travel in larger convoys, which in turn greatly reduced shipping losses to the allied forces in the North Atlantic (see Kirby, 2003, for further details of the British origins of operational research). In 1942, Morse agreed to join the war effort by organizing a group of scientists to help the U. In addition to the merchant marine convoy problem discussed earlier, reported applications include finding the best search patterns to locate enemy ships and submarines, evaluating the trade-offs in the following situations: · · · · · · Using planes as merchant marine escorts and having these same planes bomb U-boat docks; Attacking enemy ships versus attacking the factories that produce ships; Determining the required forces of different types to undertake various military operations; Evaluating rapid maneuvering versus antiaircraft fire to defend warships against Kamikaze suicide plane attacks; Developing countermeasures to enemy radar; and Evaluating weapons effectiveness and determining the best methods for using them. Basic physical reasoning (as captured in simple flow or differential equations), probability modeling, statistical analysis of both experimental and operational. In 1946, mathematician George Dantzig was on Copyright © National Academy of Sciences. One challenge he faced was to help the Air Force mechanize the process by which it scheduled and deployed forces, equipment, training, and other functions. This challenge led Dantzig to the formulation of the linear programming problem, a technique with wide applicability to decision-making problems, and the simplex algorithm for solving linear programs (Gass, 2005; Dantzig, 1963). At the intersection of the engineering, mathematical, social, and physical sciences, it shared methods, application areas, and personalities with other growing disciplines, especially economics, statistics, and computer science. A concise and entertaining account of such developments in operations research can be found in Gass and Assad (2005). In 1948, the Operational Research Club (later the Operational Research Society) was established in London, and the Operations Research Society of America (now the Institute for Operations Research and the Management Sciences) was founded in 1952. The International Federation of Operational Research Societies boasts 48 active national member societies, and current applications beyond those found in the military abound in both the public and private sectors, as discussed next. Engineering the design of a product is one thing, but managing its production is another. How should the required production steps be scheduled to most efficiently use the available capacity of labor and machines? Given the need to assemble a myriad of parts and store partially finished and finished product (with attendant inventory holding costs) in the face of uncertain end-product demand, how much inventory (and what types) should be held over time, and when should orders for additional supply be placed? What are the best ways to measure quality levels and ensure the attainment of appropriate quality in production? How can one coordinate the activities of several different actors (or players)-such as suppliers, manufacturers, and retailers, each with their own incentives-to better coordinate entire supply chains? These questions and more fall within the subfield of manufacturing and supply chain management. Distribution and Logistics Closely related to manufacturing and supply chain management is the area of distribution and logistics, which involves ". The design and operation of such systems reflect some of the most famous problems in the study of network flows, including the transportation problem (what is the cheapest way to ship products from a set of supply nodes [or sources] to a set of demand nodes [or sinks]? Distribution problems are not restricted to the shipment of discrete units; consider the flow (and pricing) of electricity, oil, natural gas, or electronic funds. Private and Public Services the key distinction between services and physical products is that services are usually produced and consumed at the same time. Customer satisfaction, often determined by the experience of waiting (Larson, 1987) along with the price of service, is a key objective in managing service operations (Wright and Race, 2004). In the public sector, operations researchers have devoted considerable attention to the study and improvement of emergency services, including police (Larson, 1972), fire (Walker et al. Additional public-sector applications include the criminal justice system, public transportation, energy, and the environment (Pollock et al. Revenue management methods are employed routinely in the airline, hotel, and car rental industries, among others (Talluri and van Ryzin, 2005). Medicine and Public Health Along with scholars and practitioners from many other academic disciplines, operations researchers have focused attention on different aspects of health care in recent years. Although many studies focused on surveys of program clients to determine whether rates of needle sharing declined as a Copyright © National Academy of Sciences. Homeland Security and Counterterrorism Since the terrorist attacks of September 11, 2001, many operations researchers have turned their attention to problems related to terrorism. Examples include the defense of critical infrastructure such as electricity grids, pipelines, and transportation hubs, including airports and subway stations, chemical plants, nuclear reactors, and major ports.

Overall antimicrobial journals impact factor generic 750 mg lquin overnight delivery, the behavioral approach offers a means of assessing in a general way the behaviors of leaders best antibiotic for uti least side effects purchase lquin 500 mg online. It reminds leaders that their impact on others occurs through the tasks they perform as well as in the relationships they create antibiotics for dogs gum disease discount lquin 500 mg visa. First virus protection for iphone cheap 750 mg lquin with amex, the behavioral approach marked a major shift in the general focus of leadership research. Before the inception of this approach, researchers treated leadership exclusively as a trait (see Chapter 2). The behavioral approach broadened the scope of leadership research to include the behaviors of leaders and what they do in various situations. No longer was the focus of leadership on the personal characteristics of leaders: It was expanded to include what leaders did and how they acted. Second, a wide range of studies on leadership behavior validates and gives credibility to the basic tenets of the approach. First formulated and reported by researchers from the Ohio State University and the University of Michigan, and subsequently reported in the works of Blake and Mouton (1964, 1978, 1985) and Blake and McCanse (1991), the behavioral approach is substantiated by a multitude of research studies that offer a viable approach to understanding the leadership process. Whenever leadership occurs, the leader is acting out both task and relationship behaviors; the key to being an effective leader often rests on how the leader balances these two behaviors. It provides us with a broad conceptual map that is worthwhile to use in our attempts to understand the complexities of leadership. Leaders can learn a lot about themselves and how they come across to others by trying to see their behaviors in light of the task and relationship dimensions. Based on the behavioral approach, leaders can Leadership Theories chapter 4 Behavioral Approach 81 assess their actions and determine how they may want to change to improve their leadership behaviors. Researchers have not been able to establish a consistent link between task and relationship behaviors and outcomes such as morale, job satisfaction, and productivity. Another criticism is that this approach has failed to find a universal style of leadership that could be effective in almost every situation. The overarching goal for researchers studying the behavioral approach appeared to be the identification of a universal set of leadership behaviors that would consistently result in effective outcomes. Similar to the trait approach, which was unable to identify the definitive personal characteristics of leaders, the behavioral approach has been unable to identify the universal behaviors that are associated with effective leadership. A final criticism of the behavioral approach is that it implies that the most effective leadership style is the high­high style. In fact, the full range of research findings provides only limited support for a universal high­high style (Yukl, 1994). Certain situations may require different leadership styles; some may be complex and require hightask behavior, and others may be simple and require supportive behavior. At this point in the development of research on the behavioral approach, it remains unclear whether the high­high style is the best style of leadership. ApplicAtion the behavioral approach can be applied easily in ongoing leadership settings. By assessing their own behaviors, managers can determine how they are coming across to others and how they could change their behaviors to be more effective. In essence, the behavioral approach provides a mirror for managers that is helpful in answering the frequently asked question, "How am I doing as a leader? Almost all are designed similarly and include giving managers questionnaires that assess in some way their task and relationship behaviors toward followers. Grid seminars are about increasing productivity, improving morale, and gaining employee commitment. They are offered by Grid International, an international organization development company ( At grid seminars, self-assessments, smallgroup experiences, and candid critiques allow managers to learn how to define effective leadership, how to manage for optimal results, and how to identify and change ineffective leadership behaviors. The conceptual framework around which the grid seminars are structured is the behavioral approach to leadership. It is an approach that is used as a model by many training and development companies to teach managers how to improve their effectiveness and organizational productivity. The first case is about a maintenance director in a large hospital, the second deals with a supervisor in a small sporting goods store, and the third is concerned with the director of marketing and communications at a college. At the end of each case are questions that will help you to analyze the case from the perspective of the style approach. Before coming on board at the hospital, he had worked as an independent contractor.

When it comes to making a decision bacteria facts for kids purchase lquin 250 mg mastercard, however bacteria eating flesh cheap lquin 750 mg on-line, they insist on doing it their way for the good of the patient antibiotic resistance what can be done lquin 250 mg overnight delivery. The team is also having trouble working together antibiotic resistance natural selection activity cheap lquin 750 mg line, and no one on the team is satisfied with the outcome. What specific leadership skill or skills would you use to improve team functioning? Three other senior faculty and seven administrators from across the campus were also asked to serve on this committee. They argued about what they were supposed to accomplish and resented the time the committee was taking from their regular jobs. The president was involved in a crisis in the university and seemed to lose interest in the committee. The president never called for the report from the committee, and the report was never completed. What actions would you take (internally or externally) if you were the leader of this task force? Their research demonstrated eight criteria or factors that are consistently associated with team excellence and high performance that were discussed earlier in the chapter. Subsequent research by LaFasto and Larson led to the development of a 42-item questionnaire focusing on this criterion of leadership. The full Collaborative Team Leader Instrument and a discussion of its reliability and validity can be found in their latest text (LaFasto & Larson, 2001). The questionnaire included here provides a sample of questions from these two surveys so that the reader can see how team and team leadership effectiveness can be evaluated. Based on these comparisons, the team and its leader can plan the action steps needed to correct and improve the weak areas of team functioning. The action planning is done collaboratively with leader and team members working together. The Team Excellence and Collaborative Team Leader assessments are designed as diagnostic tools to help teams sort through any problems and to pinpoint areas for action taking. The Team Excellence and Collaborative Team Leader Questionnaire provided in this chapter combines sample questions from the two instruments developed by LaFasto and Larson. Leadership is measured by the next six questions, taken from the Collaborative Team Leader Instrument developed by LaFasto and Larson 390 Leadership Theory and pracTice in 1996 (LaFasto & Larson, 2001, pp. These six questions assess the effectiveness of the leader in goal focusing, ensuring a collaborative climate, building confidence, demonstrating know-how, setting priorities, and managing performance. All of these team and leadership factors have been found to relate to team effectiveness. As you fill out the sample questionnaire, think about a team to which you belong or have belonged as a member or as the leader. The items that you score as 1 or 2 (False or More false than true) are the areas of team weakness from your perspective. To obtain a team assessment, you would compare your scores on this instrument with the scores of the other team members. Such an instrument that assesses team effectiveness is particularly helpful to the team leader in identifying areas of team or leadership weakness and suggesting solutions for improving team effectiveness. Use the following scale: Key: 1 = False 2 = More false than true 3 = More true than false 4 = True 1. There is a clearly defined need-a goal to be achieved or a purpose to be served-that justifies the existence of our team. Leadership Theory and pracTice our team leader is willing to confront and resolve issues associated with inadequate performance by team members. Questions 8­13: adapted from the collaborative Team Leader instrument (copyright 1996 LaFasto and Larson; portions reprinted with permission). The complete version of the survey is given to team members and the team leader, and all are involved in the diagnosis and the resulting action planning. Within this approach, the critical function of leadership is to help the team accomplish its goals by monitoring and diagnosing the team and taking the requisite action. The model describes the decisions: What type of intervention should be used (monitoring or action taking)? Questionnaires filled out by team members and the team leader can aid in diagnosing specific areas of team problems and suggest action steps to be taken by the team.

Central character of the Iliad antimicrobial zeolite buy discount lquin 750 mg, the greatest Greek warrior in the Trojan War antibiotics for acne safe cheap lquin 250 mg on-line, who was initially kept back by his mother because she knew he was fated to die in the war Adonis best antibiotic for sinus infection z pak generic lquin 500 mg online. Handsome young man with whom both Aphrodite and Persephone kaspersky anti-virus buy generic lquin 750 mg line, the goddess of the underworld, fell in love Aeneas. Trojan who fled the burning city of Troy and became the founder of the Roman race Agamemnon. Mortal Lydian woman, proud of her weaving ability, who challenged Athena to a weaving contest and after winning was changed by Athena into a spider so that she could spend the rest of her life weaving Atlas. Titan condemned for leading the Titans against the gods to hold the sky or heavens on his shoulders for all eternity Caduceus. Winged staff with serpents wrapped around it that was carried by Hermes to protect him while traveling-it later came to symbolize medicine Cassandra. Three-headed dog whom Hades had chained on the underworld side of the River Styx at the Gate of Hades to stop mortals from entering and dead souls from escaping Charon. Old boatman who ferried the souls of the dead across the River Styx and other rivers into the underworld Chimera. Fire-breathing monster killed by Bellerophon-it had the head of a lion, the body of a goat, and the tail of a serpent Circe. Horn of plenty, containing an endless supply of food and drink Cyclops (plural is Cyclopes). Architect who invented carpentry and useful instruments and built the Labyrinth, the maze to house the Minotaur Delphi. Female spirit, or mountain nymph, who asked the gods to turn her into a laurel tree to escape the amorous advances of the god Apollo Elysium or the Elysian Fields. Region of the underworld that was a place of peace and rest for the souls of those to be rewarded after death for having led virtuous lives or simply because they were liked by the gods Fates. Collective name for the 3 invisible sister goddesses who controlled the destinies of mortals by carrying out the wishes of the gods- Clotho spun the thread of life, Lachesis determined how long the thread of life would be, and Atropos cut the thread Furies. Vengeful female creatures with snakes in their hair, blood dripping from their eyes, and wings made of scales of brass Golden Fleece. Gold wool of the magical ram that could speak and fly and was captured by Jason and his band of about 50 Greeks Hades. Greek abode of the dead, a cold, gloomy, dull place named for the Greek god of the underworld Harpy. Repulsive, winged monster with the head and trunk of a woman and the tail, legs, and talons of a bird Hector. Leader of the Trojan army who was slain by Achilles during the Trojan War and whose body was then dragged 3 times around the walls of the city Helen of Troy. Beautiful Greek woman born from an egg and considered immortal because Zeus, in the form of a swan, had impregnated her mother Heracles (or Hercules). Roman god of doors and gateways, all entrances and exits, and beginnings and endings and for whom the month of January is named Jason. Leader of the Argonauts who sailed in the Argo in their successful quest to capture the Golden Fleece Labyrinth. Maze King Minos ordered Daedalus to construct on the island of Crete in order to hide the Minotaur Medea. Horrible monster called a Gorgon who had serpents for hair-she was the only one of the 3 Gorgons who was mortal, and her face was so grotesque that anyone who looked at her was turned into stone Menelaus. Greedy king who when granted a wish by the gods chose the power to turn everything he touched into gold-because even his food turned into gold, he asked the gods to remove this power and he was returned to live a normal life Minotaur. Terrible monster, half man and half bull, who lived in the Labyrinth and killed anyone who entered Mount Olympus. Mountain in Greece selected by the ancients as the home of the gods and goddesses-ancient Olympic games were held in the valley of Olympia in honor of Zeus Narcissus. Handsome youth whom Nemesis punished for spurning the nymph Echo by making him fall in love with his own reflection in a pool, causing him to waste away and be changed into a flower Nike. Tragic Greek king who saved the city of Thebes by solving the riddle of the Sphinx but unwittingly fulfilled the Delphic prophecy that he would kill his father and marry his mother-he killed his father, King Laius, on the road to Thebes, then married the Queen of Thebes, his mother Jocasta Orpheus. Great mortal musician who played the lyre so well that he charmed the deities in the underworld into releasing his wife Eurydice on the condition that he not look back upon leaving Hades-when he no longer heard footsteps, he looked back and his wife vanished forever Pandora. Handsome prince of Troy who fled Greece with Helen, resulting in the Trojan War Pegasus. Immortal winged horse that sprang from the head, neck, or blood of Medusa after Perseus decapitated her Penelope.

When everyone has access to more resources antibiotic resistance graph order lquin 250 mg on-line, concern with turf is less likely to develop antimicrobial lab coats lquin 750 mg on line. Such a team is particularly appropriate for pursuing an intrapreneurial intraprise because its members operate in the interest of the innovation rather than in the interest of the individual functions they represent (see "9 antibiotics for baby acne cheap 500 mg lquin with mastercard. When employees are insecure antibiotics on factory farms order lquin 750 mg with amex, they often see intrapreneurial ventures as threats and tend to react by entrenching themselves in their individual territories. Employees need to feel that they have their own small kingdoms within the organization; once they feel secure in those kingdoms, it becomes easier for them to be generous and to cooperate with intrapreneurs. To engender security, managers should ensure that people have sufficient control in their own areas to pursue their own dreams; when people feel in control in this way, they are less inclined to deny intrapreneurs access to needed resources. Form Cross-Functional Teams the best approach to pursuing innovation is to form cross-functional teams expressly for that purpose. When such a team is assembled, the members are recruited and actually taken away from their usual job responsibilities. The members of the team identify with the intraprise rather than with their individual functions. Therefore, it is easy for team members representing different functions to let go of any functional loyalty that might otherwise hamper progress on their innovation. Team members do not have to divide their attention between the intraprise and other job responsibilities. The team members possess enough knowledge and skills for superior problem solving. Because all functional areas involved in the development and marketing of the intraprise are represented on the team,1 the members are better able to see a problem from all different aspects, to identify possible ramifications, and to generate effective solutions. It is an autonomous, functionally complete group, and it can move with great speed because of its control over its innovation and because of the commitment of its members. With innovation it is often true that speed makes the difference between success and failure. All members are assigned to the intraprise at least until it has been completed and preferably until sometime after the intraprise service or product has been successfully introduced. The continuity of knowledge, skill, and commitment afforded by this approach offers a distinct advantage over the situation created by changing personnel during the period of the intraprise. The important point is that the leader be in a position to determine the performance of team members, including his or her own. If this is not the case and individual members continue to report to their functional supervisors, the team members experience mixed loyalties, which, in turn, can cause delays, confusion, and so on. Commitment and ownership are fostered by recruiting rather than appointing team members. Only people who are interested in an intraprise and volunteer to serve on an intrapreneurial team should be members. If no one volunteers, this is an indication that the intraprise is not a good idea. Let the Intrapreneur Choose from Multiple Options In pursuing an intraprise, the best policy is to leave many options open to the intrapreneur and to let him or her make all the choices. Requiring an intrapreneur to use exclusively internal resources, for example, may hinder the development of the intraprise. For example, the intrapreneur who is allowed to choose where and how to get the job done can take advantage of the best deals in terms of both price and speed of delivery; often the best deals are not available from internal suppliers who do not have to be as competitive as external ones. Also, both internal and external vendors find it easier to deal with only one person who can evaluate products and services and then has the authority to buy what he or she wants. The intrapreneur can respond quickly when time is important and this does not necessarily mean that each of these functions has donated someone to serve as a member of the team. Instead, it means that someone on the team either knows or learns how to perform each of the functions necessary to the intraprise. Often team members learn how to do tasks that have nothing to do with their regular job assignments.