An Analysis of the Future Combat Systems (FCS) Spin Out 1 Low-Rate of Initial Production (LRIP) Contract

DTIC Science & Technology

2008-09-16

interests are strategic resource management, strategic control, and corporate financial reporting. Joseph G. San Miguel Professor Graduate School of...Missile Defense PEO – Program Executive Officer PM – Program Manager SAIC – Science Applications International Corporation SAP – Systems Applications...International Corporation (SAIC) team (DoD, 2002). In addition to providing important personnel, the LSI team would provide an important advantage in

Loyalty in managed care: a leadership system.

PubMed

Kerns, C D

2000-01-01

Healthcare executives are given a comprehensive and integrated ten-step system to lead their organization toward stabilizing a financial base, improving profitability, and differentiating themselves in the marketplace. This executive guide to implementing loyalty-based leadership can be adapted and used on an immediate basis by healthcare leaders. This article is a useful resource for healthcare executives as they move to make loyalty an organizational resource. Effectively managing the often-fragmented forces of loyalty can produce a healthier bottom line and improve the commitment among key stakeholders within a managed care environment. A brief loyalty-based leadership practices survey is included to serve as a catalyst for leaders and their teams to strategically discuss loyalty and retention in their organization.

75 FR 51240 - Pacific Fishery Management Council; Public Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2010-08-19

... Remarks and Introductions 2. Council Member Appointments 3. Roll Call 4. Executive Director's Report 5... Technical Team/Salmon Amendment Committee Joint 8 a.m. Session Scientific and Statistical Committee 8 a.m.... Salmon Technical Team 8 a.m. Scientific and Statistical Committee 8 a.m. Enforcement Consultants 4:30 p.m...

A Collaborative Extensible User Environment for Simulation and Knowledge Management

DOE Office of Scientific and Technical Information (OSTI.GOV)

Freedman, Vicky L.; Lansing, Carina S.; Porter, Ellen A.

2015-06-01

In scientific simulation, scientists use measured data to create numerical models, execute simulations and analyze results from advanced simulators executing on high performance computing platforms. This process usually requires a team of scientists collaborating on data collection, model creation and analysis, and on authorship of publications and data. This paper shows that scientific teams can benefit from a user environment called Akuna that permits subsurface scientists in disparate locations to collaborate on numerical modeling and analysis projects. The Akuna user environment is built on the Velo framework that provides both a rich client environment for conducting and analyzing simulations andmore » a Web environment for data sharing and annotation. Akuna is an extensible toolset that integrates with Velo, and is designed to support any type of simulator. This is achieved through data-driven user interface generation, use of a customizable knowledge management platform, and an extensible framework for simulation execution, monitoring and analysis. This paper describes how the customized Velo content management system and the Akuna toolset are used to integrate and enhance an effective collaborative research and application environment. The extensible architecture of Akuna is also described and demonstrates its usage for creation and execution of a 3D subsurface simulation.« less

Trade-Offs, Biases, and Uncertainty in Project Planning and Execution: A Problem-Based Simulation Exercise

ERIC Educational Resources Information Center

Smith-Daniels, Dwight E.; Smith-Daniels, Vicki L.

2008-01-01

The ability to plan and execute projects is a fundamental skill required among managers and business school graduates. In the opening phase of a project, the project team makes decisions about the relative priority of project time, cost, and performance objectives, oftentimes without complete information about customer and stakeholder…

Hiring an associate dean of academic affairs.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Effecting change in striving to achieve capacity.

PubMed

Pressler, Jana L; Kenner, Carole

2007-01-01

Many new nursing leaders assuming deanships and assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Embracing new directions in curricula and teaching.

PubMed

Pressler, Jana L; Kenner, Carole

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Addressing the underperformance of faculty and staff.

PubMed

Kenner, Carole; Pressler, Jana L

2006-01-01

Many new nursing leaders assuming work as deans, assistant deans, or interim deans have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, both deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

When does outsourcing become a right source for academic excellence?

PubMed

Kenner, Carole; Pressler, Jana L

2006-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Capitalizing on joint ventures to economize in nursing.

PubMed

Pressler, Jana L; Kenner, Carole A

2010-01-01

Many new nursing leaders assuming deanships, assistant, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Starting small and early for research funding.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

The ripple effect: advancing faculty research?

PubMed

Kenner, Carole; Pressler, Jana L

2008-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Performance evaluations and literacy.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Return on investment: an essential economics measure in higher education.

PubMed

Pressler, Jana L; Kenner, Carole A

2014-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

The Eye Diagram: A New Perspective on the Project Life Cycle

ERIC Educational Resources Information Center

Jiang, Bin; Heiser, Daniel R.

2004-01-01

The project life cycle, a well-established concept in project management literature and education, is used to highlight the dynamic requirements placed on a typical project manager. As a project moves through the selection, planning, execution, and termination phases, the project manager and team are faced with different, vying areas of…

The chief information officer--capturing healthcare's rare bird.

PubMed

Krinsky, M L

1986-08-01

While we occasionally conducted MIS executive searches during the 1970s, the recent pace has quickened substantially. Healthcare corporations need the MIS executive or CIO to keep the organization technologically and managerially current. Downsizing of acute-care facilities, expansion of outpatient services and creation of new programs have put a premium on current, computer-generated data. Skilled managers must rely on an efficient, flexible data processing department to evaluate options and make decisions about corporate strategy and program development. A presentable, articulate, personable MIS executive is a key ingredient in a successful management team. The position will continue to grow in importance and prominence in the fast-changing healthcare delivery industry.

Before you make that big decision...

PubMed

Kahneman, Daniel; Lovallo, Dan; Sibony, Olivier

2011-06-01

When an executive makes a big bet, he or she typically relies on the judgment of a team that has put together a proposal for a strategic course of action. After all, the team will have delved into the pros and cons much more deeply than the executive has time to do. The problem is, biases invariably creep into any team's reasoning-and often dangerously distort its thinking. A team that has fallen in love with its recommendation, for instance, may subconsciously dismiss evidence that contradicts its theories, give far too much weight to one piece of data, or make faulty comparisons to another business case. That's why, with important decisions, executives need to conduct a careful review not only of the content of recommendations but of the recommendation process. To that end, the authors-Kahneman, who won a Nobel Prize in economics for his work on cognitive biases; Lovallo of the University of Sydney; and Sibony of McKinsey-have put together a 12-question checklist intended to unearth and neutralize defects in teams' thinking. These questions help leaders examine whether a team has explored alternatives appropriately, gathered all the right information, and used well-grounded numbers to support its case. They also highlight considerations such as whether the team might be unduly influenced by self-interest, overconfidence, or attachment to past decisions. By using this practical tool, executives will build decision processes over time that reduce the effects of biases and upgrade the quality of decisions their organizations make. The payoffs can be significant: A recent McKinsey study of more than 1,000 business investments, for instance, showed that when companies worked to reduce the effects of bias, they raised their returns on investment by seven percentage points. Executives need to realize that the judgment of even highly experienced, superbly competent managers can be fallible. A disciplined decision-making process, not individual genius, is the key to good strategy.

An evaluation of the leadership attitudes of managers in Turkish Armed Forces' hospitals.

PubMed

Kostik, Zafer; Forces, Turkish Armed; Sahin, Bayram; Demir, Cesim; Kavuncubasi, Sahin; Sen, Dervis

2005-03-01

As in any other institution, the success of hospitals, which use approximately one-half of all resources in the health sector, depends on moving human resources toward the institution's goals. Ensuring that the workers are used intentionally for specific, predetermined goals, and that the workers are motivated toward achieving these institutional goals are the responsibilities of the managers. In this study, the leadership attitudes of the higher rank executive officers in Turkish Armed Forces' military hospitals were evaluated. The managerial grid developed by Blake and Mouton was used to evaluate the leadership attitudes of the officers. A total of 172 questionnaires was sent out to managers, but only 142 (82.6%) were returned completed. The study results show that the managers substantially preferred team leadership styles in terms of leadership philosophy, planning, and evaluation functions, but preferred task-oriented leadership and mid-way leadership styles in terms of execution. Also, it was found that 72% of all managers practiced team leadership in terms of the overall leadership manner. It seems as if the type of leadership participants preferred was team leadership, and the least was passive leadership. From this finding, we suggest that the managers in Turkish Armed Forces' hospitals are not only interested in their work and goals, but also in the interests of their workers as human beings.

Stop wasting valuable time.

PubMed

Mankins, Michael C

2004-09-01

Companies routinely squander their most precious resource--the time of their top executives. In the typical company, senior executives meet to discuss strategy for only three hours a month. And that time is poorly spent in diffuse discussions never even meant to result in any decision. The price of misused executive time is high. Delayed strategic decisions lead to overlooked waste and high costs, harmful cost reductions, missed new product and business development opportunities, and poor long-term investments. But a few deceptively simple changes in the way top management teams set agendas and structure team meetings can make an enormous difference in their effectiveness. Efficient companies use seven techniques to make the most of the time their top executives spend together. They keep strategy meetings separate from meetings focused on operations. They explore issues through written communications before they meet, so that meeting time is used solely for reaching decisions. In setting agendas, they rank the importance of each item according to its potential to create value for the company. They seek to get issues not only on, but also off, the agenda quickly, keeping to a clear implementation timetable. They make sure they have considered all viable alternatives before deciding a course of action. They use a common language and methodology for reaching decisions. And they insist that, once a decision is made, they stick to it--that there be no more debate or mere grudging compliance. Once leadership teams get the basics right, they can make more fundamental changes in the way they work together. Strategy making can be transformed from a series of fragmented and unproductive events into a streamlined, effective, and continuing management dialogue. In companies that have done this, management meetings aren't a necessary evil; they're a source of real competitive advantage.

Emergency Response Teams in Action.

ERIC Educational Resources Information Center

Watson, James A.

2001-01-01

Illustrates the value of proper crisis response training to help schools protect lives by avoiding adverse situations. Details the execution of a crisis management plan, which was developed following a cafeteria/kitchen explosion. (GR)

75 FR 68606 - Chetco River Gravel Mining Executive and Technical Teams; Notification of Availability of Documents.

Federal Register 2010, 2011, 2012, 2013, 2014

2010-11-08

... Executive and Technical Teams; Notification of Availability of Documents. AGENCY: U.S. Army Corps of... public all work products of the Chetco River Gravel Mining Executive and Technical Teams. These work... INFORMATION: The Executive and Technical Teams were established in 2007 as part of an initiative to evaluate...

Improving the U.S. Navy’s Execution of Technical Authority through a Common Risk Management and Technical Assessment Process

DTIC Science & Technology

2008-09-01

ITP . Assessment Indicators: • Has the risk management team (RMT) provided a risk management plan (RMP)? − Does the RMP provide an organized...processes. Diskettes, which contain the necessary programs for accessing BMP◊NET from IBM -compatible or Macintosh computers with a modem, and answers to

Strengthening the University Executive: The Expanding Roles and Remit of Deputy and Pro-Vice-Chancellors

ERIC Educational Resources Information Center

Shepherd, Sue

2018-01-01

Deputy and pro-vice-chancellors (DVCs and PVCs) are core members of the executive team and play a pivotal role in university management. Nevertheless, they have rarely been the subject of empirical investigation. This study addresses this research gap, utilising a census to examine the size and remit of the DVC and PVC cohort in English pre-1992…

Are your engineers talking to one another when they should?

PubMed

Sosa, Manuel E; Eppinger, Steven D; Rowles, Craig M

2007-11-01

Communication may not be on managers' minds at companies that design complex, highly engineered products, but it should be. When mistakes take place, it's often because product-component teams fail to talk. The consequences can be huge: Ford and Bridgestone Firestone lost billions by not coordinating the design of the Explorer with the design of its tires. The major delays and cost overruns involved in the development of Airbus's A380 "superjumbo"--which most likely led to the CEO's exit--were a result of unforeseen design incompatibilities. To help managers mitigate such problems, the authors present a new application of the design structure matrix, a project management tool that maps the flow of information and its impact on product development. Drawing on research into how Pratt & Whitney handled the development of the PW4098 jet engine, they have developed an approach that uncovers (a) areas where communication should be occurring but is not (unattended interfaces, usually bad) and (b) areas where communication is occurring but has not been planned for (unidentified interfaces, usually good). After finding the unattended and unidentified interfaces, the next step is to figure out the causes of the critical ones. If a significant number of unattended interfaces cross organizational boundaries, executives may need to redraw organizational lines. Executives can then manage the remaining critical interfaces by extending the responsibilities of existing integration teams (those responsible for cross-system aspects, such as a jet engine's fuel economy) to include supervising the interaction, by dedicating teams to specific interfaces, or by formally charging teams already involved with the interfaces to oversee them. Finally, it's important to ensure that the teams are working with compatible design equipment; inconsistencies between CAD tools have cost Airbus dearly.

Profile of an excellent nurse manager: identifying and developing health care team leaders.

PubMed

Kallas, Kathryn D

2014-01-01

The purpose of this research was to identify the profile of an excellent nurse manager who can lead effective health care teams. Leadership attributes and competencies that characterize an excellent nurse manager and tools to identify them are lacking in the literature but are required to efficiently and effectively address the growing shortage of registered nurses (RNs) in health care team leadership roles and the critical linkage of these roles to patient outcomes. A profile of an excellent nurse manager was developed on the basis of the responses of nurse managers across the United States who had been identified as excellent or competent by chief nurse executive assessment or/and the Nurse Manager Ability, Leadership, and Support of Nurses staff survey to the Kouzes and Posner Leadership Practices Inventory: Self Instrument. Statistically significant distinctions exist between nurse managers who are excellent and those who are competent as assessed by the Five Practices of Exemplary Leadership, which together comprise the profile of an excellent nurse manager. The Kouzes and Posner Leadership Practices Inventory: Self Instrument can be used to identify, recruit, and develop RNs in the nurse manager role as excellent leaders of effective health care teams.

Chaos or transformation? Managing innovation.

PubMed

Manion, J

1993-05-01

Nurse innovation is the key to transformation of the healthcare organization and the healthcare system. This article offers the nurse executive and the leadership team a way to assess innovative tendencies of their department or organization and determine where strengths and trouble spots exist. The author discusses a five-phase innovation management process with suggested interventions for each phase.

Organizing the Resources That Can Be Effective.

ERIC Educational Resources Information Center

Graff, A. Steven

1986-01-01

A review of potential players for an enrollment management team general enough to permit translation to most institutional settings is presented. The players include: chief executive officer, chief academic officer, chief admissions officer, financial aid officer, institutional researcher, registrar, etc. (MLW)

'Don't wait, look for opportunities'.

PubMed

2016-08-10

Steve Jamieson qualified as a nurse in 1986, and worked for the RCN for 17 years. He was deputy director of nursing, managing a team of professional leads across all areas of nursing, then chief executive of The Hospice of St Francis Berkhamsted.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Barr, Jonathan L.; Tuffner, Francis K.; Hadley, Mark D.

This document contains the Integrated Assessment Plan (IAP) for the Phase 2 Operational Demonstration (OD) of the Smart Power Infrastructure Demonstration for Energy Reliability (SPIDERS) Joint Capability Technology Demonstration (JCTD) project. SPIDERS will be conducted over a three year period with Phase 2 being conducted at Fort Carson, Colorado. This document includes the Operational Demonstration Execution Plan (ODEP) and the Operational Assessment Execution Plan (OAEP), as approved by the Operational Manager (OM) and the Integrated Management Team (IMT). The ODEP describes the process by which the OD is conducted and the OAEP describes the process by which the data collectedmore » from the OD is processed. The execution of the OD, in accordance with the ODEP and the subsequent execution of the OAEP, will generate the necessary data for the Quick Look Report (QLR) and the Utility Assessment Report (UAR). These reports will assess the ability of the SPIDERS JCTD to meet the four critical requirements listed in the Implementation Directive (ID).« less

Application of Fuzzy Analytic Hierarchy Process to Building Research Teams

NASA Astrophysics Data System (ADS)

Dąbrowski, Karol; Skrzypek, Katarzyna

2016-03-01

Building teams has a fundamental impact for execution of research and development projects. The teams appointed for the needs of given projects are based on individuals from both inside and outside of the organization. Knowledge is not only a product available on the market but also an intangible resource affecting their internal and external processes. Thus it is vitally important for businesses and scientific research facilities to effectively manage knowledge within project teams. The article presents a proposal to use Fuzzy AHP (Analytic Hierarchy Process) and ANFIS (Adaptive Neuro Fuzzy Inference System) methods in working groups building for R&D projects on the basis of employees skills.

Challenges of transitioning from a faculty to an administrative role: part 2, moving from individual contributor to group leader.

PubMed

Thompson, Cesarina M

2011-01-01

Many new nursing leaders assuming deanships, assistant, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, Jana L. Pressler, PhD, RN, and Carole A. Kenner, PhD, RNC-NIC, FAAN, the editors of this department, address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. In this article, the editors asked guest author, Dr Cesarina Thompson, to discuss the transition process from faculty to administrative role.

A new DoD initiative: the Computational Research and Engineering Acquisition Tools and Environments (CREATE) program

NASA Astrophysics Data System (ADS)

Arevalo, S.; Atwood, C.; Bell, P.; Blacker, T. D.; Dey, S.; Fisher, D.; Fisher, D. A.; Genalis, P.; Gorski, J.; Harris, A.; Hill, K.; Hurwitz, M.; Kendall, R. P.; Meakin, R. L.; Morton, S.; Moyer, E. T.; Post, D. E.; Strawn, R.; Veldhuizen, D. v.; Votta, L. G.; Wynn, S.; Zelinski, G.

2008-07-01

In FY2008, the U.S. Department of Defense (DoD) initiated the Computational Research and Engineering Acquisition Tools and Environments (CREATE) program, a 360M program with a two-year planning phase and a ten-year execution phase. CREATE will develop and deploy three computational engineering tool sets for DoD acquisition programs to use to design aircraft, ships and radio-frequency antennas. The planning and execution of CREATE are based on the 'lessons learned' from case studies of large-scale computational science and engineering projects. The case studies stress the importance of a stable, close-knit development team; a focus on customer needs and requirements; verification and validation; flexible and agile planning, management, and development processes; risk management; realistic schedules and resource levels; balanced short- and long-term goals and deliverables; and stable, long-term support by the program sponsor. Since it began in FY2008, the CREATE program has built a team and project structure, developed requirements and begun validating them, identified candidate products, established initial connections with the acquisition programs, begun detailed project planning and development, and generated the initial collaboration infrastructure necessary for success by its multi-institutional, multidisciplinary teams.

EHS and FME Lend Their Expertise to NCI Campus Refurbishment Project | Poster

Cancer.gov

In October 2015, the NCI executive officer and the director of NCI’s Office of Space and Facilities Management (OSFM) announced a wide-ranging refurbishment plan for NCI at Frederick. Since then, a project team comprising members from the Office of Scientific Operations, the Management Operations Support Branch, OSFM, the Center for Cancer Research, the Environment, Health,

Effects of two types of intra-team feedback on developing a shared mental model in Command & Control teams.

PubMed

Rasker, P C; Post, W M; Schraagen, J M

2000-08-01

In two studies, the effect of two types of intra-team feedback on developing a shared mental model in Command & Control teams was investigated. A distinction is made between performance monitoring and team self-correction. Performance monitoring is the ability of team members to monitor each other's task execution and give feedback during task execution. Team self-correction is the process in which team members engage in evaluating their performance and in determining their strategies after task execution. In two experiments the opportunity to engage in performance monitoring, respectively team self-correction, was varied systematically. Both performance monitoring as well as team self-correction appeared beneficial in the improvement of team performance. Teams that had the opportunity to engage in performance monitoring, however, performed better than teams that had the opportunity to engage in team self-correction.

A ten-step process to develop case management plans.

PubMed

Tahan, Hussein A

2002-01-01

The use of case management plans has contained cost and improved quality of care successfully. However, the process of developing these plans remains a great challenge for healthcare executives, in this article, the author presents the answer to this challenge by discussing a 10-step formal process that administrators of patient care services and case managers can adapt to their institutions. It also can be used by interdisciplinary team members as a practical guide to develop a specific case management plan. This process is applicable to any care setting (acute, ambulatory, long term, and home care), diagnosis, or procedure. It is particularly important for those organizations that currently do not have a deliberate and systematic process to develop case management plans and are struggling with how to improve the efficiency and productivity of interdisciplinary teams charged with developing case management plans.

Discrete event command and control for networked teams with multiple missions

NASA Astrophysics Data System (ADS)

Lewis, Frank L.; Hudas, Greg R.; Pang, Chee Khiang; Middleton, Matthew B.; McMurrough, Christopher

2009-05-01

During mission execution in military applications, the TRADOC Pamphlet 525-66 Battle Command and Battle Space Awareness capabilities prescribe expectations that networked teams will perform in a reliable manner under changing mission requirements, varying resource availability and reliability, and resource faults. In this paper, a Command and Control (C2) structure is presented that allows for computer-aided execution of the networked team decision-making process, control of force resources, shared resource dispatching, and adaptability to change based on battlefield conditions. A mathematically justified networked computing environment is provided called the Discrete Event Control (DEC) Framework. DEC has the ability to provide the logical connectivity among all team participants including mission planners, field commanders, war-fighters, and robotic platforms. The proposed data management tools are developed and demonstrated on a simulation study and an implementation on a distributed wireless sensor network. The results show that the tasks of multiple missions are correctly sequenced in real-time, and that shared resources are suitably assigned to competing tasks under dynamically changing conditions without conflicts and bottlenecks.

Squaring the Project Management Circle: Updating the Cost, Schedule, and Performance Methodology

DTIC Science & Technology

2016-04-30

success is measured as achieving technical performance and/or mission performance goals, coupled with customer (warfighter) satisfaction (De Wit, 1988...studies added criteria such as customer satisfaction , efficiency of execution, and effectiveness of the project organization (Pinto & Slevin, 1998...team and the user customer organization, management policy and project control. This clustering of success factors represents the amalgamation of the

76 FR 61350 - DOE Response to Defense Nuclear Facilities Safety Board's Request for Clarification on...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-04

...., that the independence, stature, and leadership experience of the implementation team that will be... technical competence, objectivity, experience in safety management, executive leadership, and a clear... the power of perceptions fully into account. 4. The independence, public stature, and leadership...

Banking, Technology Workers and Their Career Development.

ERIC Educational Resources Information Center

Armstrong, Lesley; West, Jim

2001-01-01

An Australian bank developed a four-stage career development strategy for information technology workers: (1) career coaching sessions with executives; (2) career coaching seminars for line managers and team leaders; (3) staff career planning workshops; and (4) online career development support. The program resulted in increased satisfaction,…

Crisis management teams in health organisations.

PubMed

Canyon, Deon V

2012-01-01

Crisis management teams (CMT) are necessary to ensure adequate and appropriate crisis management planning and response to unforeseen, adverse events. This study investigated the existence of CMTs, the membership of CMTs, and the degree of training received by CMTs in Australian health and allied health organisations. This cross-sectional study draws on data provided by executive decision makers in a broad selection of health and allied health organisations. Crisis management teams were found in 44.2 per cent of the health-related organisations surveyed, which is ten per cent lower than the figure for business organisations. Membership of these CMTs was not ideal and did not conform to standard CMT membership profiles. Similarly, the extent of crisis management training in health-related organisations is 20 per cent lower than the figure for business organisations. If organisations do not become pro-active in their crisis management practices, the onus is on government to improve the situation through regulation and the provision of more physical, monetary and skill resources to ensure that the health services of Australia are sufficiently prepared to respond to adverse events.

RESULTS OF THE ENVIRONMENTAL MANAGEMENT (EM) CORPORATE PROJECT TEAM DISPOSING WASTE & REDUCING RISK

DOE Office of Scientific and Technical Information (OSTI.GOV)

SHRADER, T.A.; KNERR, R.

2005-01-31

In 2002, the US Department of Energy's (DOE) Office of Environmental Management (EM) released the Top-To-Bottom Review of cognizant clean-up activities around the DOE Complex. The review contained a number of recommendations for changing the way EM operates in order to reduce environmental risk by significantly accelerating clean-up at the DOE-EM sites. In order to develop and implement these recommendations, a number of corporate project teams were formed to identify, evaluate, and initiate implementation of alternatives for the different aspects of clean-up. In August 2002, a corporate team was formed to review all aspects of the management, treatment, and disposalmore » of low level radioactive waste (LLW), mixed low level radioactive waste (MLLW), transuranic waste (TRU), and hazardous waste (HW). Over the next 21 months, the Corporate Project Team: Disposing Waste, Reducing Risk, developed a number of alternatives for implementing the recommendations of the Top-To-Bottom Review based on information developed during numerous site visits and interviews with complex and industry personnel. With input from over a dozen EM sites at various stages of clean-up, the team identified the barriers to the treatment and disposal of low level waste, mixed low level waste, and transuranic waste. Once identified, preliminary design alternatives were developed and presented to the Acquisition Authority (for this project, the Assistant Secretary for Environmental Management) for review and approval. Once the preliminary design was approved, the team down selected to seven key alternatives which were subsequently fully developed in the Project Execution Plan. The seven most viable alternatives were: (1) creation of an Executive Waste Disposal Board; (2) projectizing the disposal of low level waste and mixed low level waste; (3) creation of a National Consolidation and Acceleration Facility for waste; (4) improvements to the Broad Spectrum contract; (5) improvements to the Toxic Substance Control Act (TSCA) Incinerator contract and operations; (6) development of a policy for load management of waste shipments to the Waste Isolation Pilot Plant (WIPP); and (7) development of a complex-wide fee incentive for transuranic waste disposal. The alternatives were further refined and a plan developed for institutionalizing the alternatives in various site contracts. In order to focus the team's efforts, all team activities were conducted per the principles of DOE Order 413.3, Program and Project Management for the Acquisition of Capital Assets. Although the Order was developed for construction projects, the principles were adapted for use on this ''soft'' project in which the deliverables were alternatives for the way work was performed. The results of the team's investigation and the steps taken during the project are presented along with lessons learned.« less

Implementing quality/productivity improvement initiatives in an engineering environment

NASA Technical Reports Server (NTRS)

Ruda, R. R.

1985-01-01

Quality/Productivity Improvement (QPI) initiatives in the engineering environment at McDonnell Douglas-Houston include several different, distinct activities, each having its own application, yet all targeted toward one common goal - making continuous improvement a way of life. The chief executive and the next two levels of management demonstrate their commitment to QPI with hands-on involvement in several activities. Each is a member of a QPI Council which consists of six panels - Participative Management, Communications, Training, Performance/Productivity, Human Resources Management and Strategic Management. In addition, each manager conducts Workplace Visits and Bosstalks, to enhance communications with employees and to provide a forum for the identification of problems - both real and perceived. Quality Circles and Project Teams are well established within McConnel Douglas as useful and desirable employee involvement teams. The continued growth of voluntary membership in the circles program is strong evidence of the employee interest and management support that have developed within the organization.

Optimization of protocol design: a path to efficient, lower cost clinical trial execution

PubMed Central

Malikova, Marina A

2016-01-01

Managing clinical trials requires strategic planning and efficient execution. In order to achieve a timely delivery of important clinical trials’ outcomes, it is useful to establish standardized trial management guidelines and develop robust scoring methodology for evaluation of study protocol complexity. This review will explore the challenges clinical teams face in developing protocols to ensure that the right patients are enrolled and the right data are collected to demonstrate that a drug is safe and efficacious, while managing study costs and study complexity based on proposed comprehensive scoring model. Key factors to consider when developing protocols and techniques to minimize complexity will be discussed. A methodology to identify processes at planning phase, approaches to increase fiscal return and mitigate fiscal compliance risk for clinical trials will be addressed. PMID:28031939

Governance - Alignment and Configuration of Business Activities Task Group Report

DTIC Science & Technology

2006-05-01

governance level and the Enterprise Model as a way of ensuring integration at the management and work/execution levels 3. Ensure shared services (i.e...Management Framework o QDR Organizational Model o Secretary of Defense 2006-2008 Priorities o Shared Services Defense Business Board...support for horizontal and vertical organizations • Move “supporting” organizations to shared services model May 2006 "Team Defense" 18 Task Group

8 ways to build collaborative teams.

PubMed

Gratton, Lynda; Erickson, Tamara J

2007-11-01

Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What's a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture", (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.

Management of complex implant aesthetics: ensuring restorative design continuity with a comprehensive outcome-based strategy.

PubMed

Lee, E A; Jun, S K

2001-09-01

Since implant therapy must be dictated by prosthetic requirements, a protocol for the comprehensive and continuous integration of the restorative blueprint through the entire treatment planning and clinical execution phases is mandatory. This article demonstrates a systematic approach where the establishment of a final restorative treatment objective is incorporated into the diagnosis and subsequently integrated through every phase of clinical execution. Design continuity is ensured, and multidisciplinary cohesiveness is enhanced by providing clearly defined treatment objectives to every member of the clinical team.

Using Action Research Interventions to Improve the Effectiveness of an Executive Team

ERIC Educational Resources Information Center

McCarty, Timothy

2010-01-01

Purpose: The purpose of this study was to conduct an in-depth investigation of an executive team, to determine which internal and external factors impacted the team and to determine in what ways action research interventions improved the team's effectiveness. Methodology: The subjects in this study were seven members of a school district…

Top Management Team Crisis Communication after Claims of Sexual Harassment

ERIC Educational Resources Information Center

Bull Schaefer, Rebecca A.; Crosswhite, Alicia M.

2018-01-01

Both sexual harassment and managerial crisis communication are important topics in undergraduate, graduate, and executive programs. This article describes a group role-play exercise that engages students in the process of responding to a public claim of workplace sexual harassment and requires small groups to share their reactions within a press…

Seven Future Trends in the Workplace.

ERIC Educational Resources Information Center

Satterlee, Brian; Craig, Will

In the future, seven trends--already firmly established--will become dominant in the world of work. Those trends are as follows: (1) middle management positions will continue to be cut; (2) project teams will be assembled for a single purpose; (3) more women will have executive leadership roles; (4) organizations will continue to increase their…

Business Plan for the Southwest Regional Spaceport: Executive Summary

NASA Technical Reports Server (NTRS)

1997-01-01

A proposal for a commercial, full-service launch, tracking, and recovery complex for Reusable Launch Vehicles in New Mexico is presented. Vision, mission, business definition, competitive advantages, and business approach are formulated. Management plan and team structure are detailed, and anticipated market is described. Finance and marketing plans are presented. Financial analysis is performed.

Emergency care. From zero to hero.

PubMed

Bevington, Jay; Halligan, Aidan; Cullen, Ron

2004-07-29

Essex Ambulance Service trust has achieved a rapid transformation, having last year received the country's worst CHI report. The trust transformed itself through new roles, collaborative working and developing its own model for out-of-hours services. Staff have new confidence in the management team, led by young, relatively inexperienced chief executive Anthony Marsh.

The Creative Opportunists: Conversations with the CEOs of Small Businesses.

ERIC Educational Resources Information Center

Bruce, James S.

Interviews with the chief executive officers of 14 small businesses revealed the leadership challenges that they face. Some of the challenges are the following: (1) creating change; (2) building a robust organization, with a well-defined structure, an effective management team, plans for succession, established delivery systems, and people who…

Development of a Space Station Operations Management System

NASA Technical Reports Server (NTRS)

Brandli, A. E.; Mccandless, W. T.

1988-01-01

To enhance the productivity of operations aboard the Space Station, a means must be provided to augment, and frequently to supplant, human effort in support of mission operations and management, both on the ground and onboard. The Operations Management System (OMS), under development at the Johnson Space Center, is one such means. OMS comprises the tools and procedures to facilitate automation of station monitoring, control, and mission planning tasks. OMS mechanizes, and hence rationalizes, execution of tasks traditionally performed by mission planners, the mission control center team, onboard System Management software, and the flight crew.

Development of a Space Station Operations Management System

NASA Astrophysics Data System (ADS)

Brandli, A. E.; McCandless, W. T.

To enhance the productivity of operations aboard the Space Station, a means must be provided to augment, and frequently to supplant, human effort in support of mission operations and management, both on the ground and onboard. The Operations Management System (OMS), under development at the Johnson Space Center, is one such means. OMS comprises the tools and procedures to facilitate automation of station monitoring, control, and mission planning tasks. OMS mechanizes, and hence rationalizes, execution of tasks traditionally performed by mission planners, the mission control center team, onboard System Management software, and the flight crew.

A three-level atomicity model for decentralized workflow management systems

NASA Astrophysics Data System (ADS)

Ben-Shaul, Israel Z.; Heineman, George T.

1996-12-01

A workflow management system (WFMS) employs a workflow manager (WM) to execute and automate the various activities within a workflow. To protect the consistency of data, the WM encapsulates each activity with a transaction; a transaction manager (TM) then guarantees the atomicity of activities. Since workflows often group several activities together, the TM is responsible for guaranteeing the atomicity of these units. There are scalability issues, however, with centralized WFMSs. Decentralized WFMSs provide an architecture for multiple autonomous WFMSs to interoperate, thus accommodating multiple workflows and geographically-dispersed teams. When atomic units are composed of activities spread across multiple WFMSs, however, there is a conflict between global atomicity and local autonomy of each WFMS. This paper describes a decentralized atomicity model that enables workflow administrators to specify the scope of multi-site atomicity based upon the desired semantics of multi-site tasks in the decentralized WFMS. We describe an architecture that realizes our model and execution paradigm.

Organizational transformation to improve operational efficiency at Gemini South

NASA Astrophysics Data System (ADS)

van der Hoeven, M.; Maltes, Diego; Rogers, Rolando

2016-07-01

In this paper we will describe how the Gemini South Engineering team has been reorganized from different functional units into a cross-disciplinary team while executing a transition plan that imposes several staff reductions, driven by budget reductions. Several factors are of critical importance to the success of any change in organization. Budgetary processes, staff diversity, leadership style, skill sets and planning are all important factors to take into account to achieve a successful outcome. We will analyze the organizational alignment by using some proven management models and concepts.

Financial literacy as an essential element in nursing management practice.

PubMed

Talley, Linda B; Thorgrimson, Diane H; Robinson, Nellie C

2013-01-01

Grooming nurses at all levels of the organization to master health care executive skills is critical to the organization's success and the individual's growth. Selecting and executing next steps for nursing leadership team development is critical to success. Leaders must make it their responsibility to provide nurses with increased exposure to quality, safety, and financial data, thereby allowing nurses to translate data while achieving and sustaining successful outcomes. The work of the CNO Dashboard to measure, report, trend, and translate clinical and non-clinical outcomes must be integrated throughout all levels of nursing staff so that nursing practice is positioned to continually strive for best practice. The education and evolution of nurses as business managers is critical to building a strong RN workforce.

Report of the Space Shuttle Management Independent Review Team

NASA Technical Reports Server (NTRS)

1995-01-01

At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

Report of the Space Shuttle Management Independent Review Team

NASA Astrophysics Data System (ADS)

1995-02-01

At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

Leadership and Team Dynamics in Senior Executive Leadership Teams

ERIC Educational Resources Information Center

Barnett, Kerry; McCormick, John

2012-01-01

As secondary school environments become increasingly complex, shifts are occurring in the way leadership is being practised. New leadership practices emphasize shared or distributed leadership. A senior executive leadership team with responsibility for school leadership is likely to be one of the many, varied forms of new leadership practices…

The role of moral disengagement in the execution process.

PubMed

Osofsky, Michael J; Bandura, Albert; Zimbardo, Philip G

2005-08-01

The present study tested the proposition that disengagement of moral self-sanctions enables prison personnel to carry out the death penalty. Three subgroups of personnel in penitentiaries located in three Southern states were assessed in terms of eight mechanisms of moral disengagement. The personnel included the execution teams that carry out the executions; the support teams that provide solace and emotional support to the families of the victims and the condemned inmate; and prison guards who have no involvement in the execution process. The executioners exhibited the highest level of moral, social, and economic justifications, disavowal of personal responsibility, and dehumanization. The support teams that provide the more humane services disavowed moral disengagement, as did the noninvolved guards but to a lesser degree than the support teams.

University Executive Team's Collective Leadership and Its Impact on Student Retention on Catholic Campuses

ERIC Educational Resources Information Center

Perez, Michelle

2016-01-01

Although individual leadership behaviors, particularly those of a college president have been studied extensively, the possibility of leading at the group level, particularly the relationship of leadership behaviors of the college executive team and its effect on student retention, remains unclear. Based on 68 college executive leader responses,…

School Staffing and Performance Management in Newark Public Schools. Executive Summary

ERIC Educational Resources Information Center

New Teacher Project, 2009

2009-01-01

In the winter and spring of 2009, The New Teacher Project (TNTP) partnered with Newark Public Schools (NPS) to investigate the impact of the school district's policies and practices on the ability of schools to build and maintain strong instructional teams. TNTP's analysis of policy and practice in NPS, funded by The Prudential Foundation, reveals…

Making Sense of the University Environment in Post-Apartheid South Africa: Administrators in the Executive Management Team

ERIC Educational Resources Information Center

Dominguez-Whitehead, Yasmine

2010-01-01

Higher education in post-apartheid South Africa has experienced a relatively rapid changing landscape (Cloete, Maassen, Fehnel, & Moja, 2006). As such, the organizational environment in which university administrators operate is an increasingly important area of study. This study is grounded in organizational theory and adopts an open systems…

Lean healthcare from a change management perspective.

PubMed

van Rossum, Lisa; Aij, Kjeld Harald; Simons, Frederique Elisabeth; van der Eng, Niels; Ten Have, Wouter Dirk

2016-05-16

Purpose - Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the "toolbox lean" toward an actual transformation to lean healthcare. Design/methodology/approach - A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow. Findings - The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare. Originality/value - With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization's change capacity as crucial success factor for a sustainable transformation to lean healthcare.

Collaborative engineering and design management for the Hobby-Eberly Telescope tracker upgrade

NASA Astrophysics Data System (ADS)

Mollison, Nicholas T.; Hayes, Richard J.; Good, John M.; Booth, John A.; Savage, Richard D.; Jackson, John R.; Rafal, Marc D.; Beno, Joseph H.

2010-07-01

The engineering and design of systems as complex as the Hobby-Eberly Telescope's* new tracker require that multiple tasks be executed in parallel and overlapping efforts. When the design of individual subsystems is distributed among multiple organizations, teams, and individuals, challenges can arise with respect to managing design productivity and coordinating successful collaborative exchanges. This paper focuses on design management issues and current practices for the tracker design portion of the Hobby-Eberly Telescope Wide Field Upgrade project. The scope of the tracker upgrade requires engineering contributions and input from numerous fields including optics, instrumentation, electromechanics, software controls engineering, and site-operations. Successful system-level integration of tracker subsystems and interfaces is critical to the telescope's ultimate performance in astronomical observation. Software and process controls for design information and workflow management have been implemented to assist the collaborative transfer of tracker design data. The tracker system architecture and selection of subsystem interfaces has also proven to be a determining factor in design task formulation and team communication needs. Interface controls and requirements change controls will be discussed, and critical team interactions are recounted (a group-participation Failure Modes and Effects Analysis [FMEA] is one of special interest). This paper will be of interest to engineers, designers, and managers engaging in multi-disciplinary and parallel engineering projects that require coordination among multiple individuals, teams, and organizations.

Surgery and Research: A Practical Approach to Managing the Research Process

PubMed Central

Swiatek, Peter R.; Chung, Kevin C.; Mahmoudi, Elham

2016-01-01

Following a practical project management method is essential in completing a research project on time and within budget. Although this concept is well developed in the business world, it has yet to be explored in academic surgical research. Defining and adhering to a suitable workflow would increase portability, reusability, and therefore, efficiency of the research process. In this article, we briefly review project management techniques. We specifically underline four main steps of project management: (1) definition and organization, (2) planning, (3) execution, and (4) evaluation, using practical examples from our own multidisciplinary plastic surgery research team. PMID:26710037

Using Semantic Components to Represent Dynamics of an Interdisciplinary Healthcare Team in a Multi-Agent Decision Support System.

PubMed

Wilk, Szymon; Kezadri-Hamiaz, Mounira; Rosu, Daniela; Kuziemsky, Craig; Michalowski, Wojtek; Amyot, Daniel; Carrier, Marc

2016-02-01

In healthcare organizations, clinical workflows are executed by interdisciplinary healthcare teams (IHTs) that operate in ways that are difficult to manage. Responding to a need to support such teams, we designed and developed the MET4 multi-agent system that allows IHTs to manage patients according to presentation-specific clinical workflows. In this paper, we describe a significant extension of the MET4 system that allows for supporting rich team dynamics (understood as team formation, management and task-practitioner allocation), including selection and maintenance of the most responsible physician and more complex rules of selecting practitioners for the workflow tasks. In order to develop this extension, we introduced three semantic components: (1) a revised ontology describing concepts and relations pertinent to IHTs, workflows, and managed patients, (2) a set of behavioral rules describing the team dynamics, and (3) an instance base that stores facts corresponding to instances of concepts from the ontology and to relations between these instances. The semantic components are represented in first-order logic and they can be automatically processed using theorem proving and model finding techniques. We employ these techniques to find models that correspond to specific decisions controlling the dynamics of IHT. In the paper, we present the design of extended MET4 with a special focus on the new semantic components. We then describe its proof-of-concept implementation using the WADE multi-agent platform and the Z3 solver (theorem prover/model finder). We illustrate the main ideas discussed in the paper with a clinical scenario of an IHT managing a patient with chronic kidney disease.

Definition and Management of Borderline Resectable Pancreatic Cancer.

PubMed

Denbo, Jason W; Fleming, Jason B

2016-12-01

Patients with localized pancreatic ductal adenocarcinoma seek potentially curative treatment, but this group represents a spectrum of disease. Patients with borderline resectable primary tumors are a unique subset whose successful therapy requires a care team with expertise in medical care, imaging, surgery, medical oncology, and radiation oncology. This team must identify patients with borderline tumors then carefully prescribe and execute a combined treatment strategy with the highest possibility of cure. This article addresses the issues of clinical evaluation, imaging techniques, and criteria, as well as multidisciplinary treatment of patients with borderline resectable pancreatic ductal adenocarcinoma. Copyright © 2016 Elsevier Inc. All rights reserved.

EHS and FME Lend Their Expertise to NCI Campus Refurbishment Project | Poster

Cancer.gov

In October 2015, the NCI executive officer and the director of NCI’s Office of Space and Facilities Management (OSFM) announced a wide-ranging refurbishment plan for NCI at Frederick. Since then, a project team comprising members from the Office of Scientific Operations, the Management Operations Support Branch, OSFM, the Center for Cancer Research, the Environment, Health, and Safety (EHS) directorate, and the Facilities Maintenance and Engineering (FME) directorate have met regularly with the laboratory groups affected by the refurbishment plan. Read more...

The art of delegation.

PubMed

Linney, B J

1998-01-01

Effective delegation is a large of a manager's position. Physician executives are expected to be skilled delegators and able to lead team efforts to meet larger organizational goals. Delegation should be a five-step process: (1) Describe the results you want; (2) Listen for suggestions about how the task should be done; (3) Give autonomy and freedom to accomplish the task; (4) Follow up; and (5) Give feedback and credit. This column explores the art of delegating and how to assess your skills in this key management area.

A Non-Profit University and a For-Profit Consulting Company Partner to a Offer a New Master's Degree

ERIC Educational Resources Information Center

Whitney, Gary; Dalton, Thomas M.

2008-01-01

The University of San Diego, School of Business Administration (non-profit university) and the Ken Blanchard Companies (for profit management consulting company) teamed to create the Master of Science in Executive Leadership at USD. Fusing a traditional non-profit university faculty and staff with a for-profit consulting company created a plethora…

OCONUS Compliance Assessment Protocols Air Force Supplement

DTIC Science & Technology

2009-09-01

that have environmental impacts (i.e., construction, mission changes, process/activity changes). Are environmental surveys and construction site...how and where does disposal occur? Has the installation conducted a complete asbestos survey ? If yes, what the date of the most recent... survey ? (Please provide a copy for the assessment team.) Has the installation prepared, coordinated, and executed an Asbestos Management Plan

Structure and functioning of a multidisciplinary 'Heart Team' for patients with coronary artery disease: rationale and recommendations from a joint BCS/BCIS/SCTS working group.

PubMed

Luckraz, Heyman; Norell, Michael; Buch, Mamta; James, Rachael; Cooper, Graham

2015-10-01

The decision-making process in the management of patients with ischaemic heart disease has historically been the responsibility of the cardiologist and encompasses medical management, percutaneous coronary intervention (PCI) or coronary artery bypass surgery (CABG). Currently, there is significant geographical variability in the PCI:CABG ratio. There are now emerging recommendations that this decision-making process should be carried out through a multidisciplinary approach, namely the Heart Team. This work was carried out on behalf of The British Cardiovascular Society (BCS), Society for Cardiothoracic Surgery in Great Britain and Ireland (SCTS) and British Cardiovascular Intervention Society (BCIS). This manuscript sets out the principles for the functioning of the Heart Team. This work has been approved by the Executive Committees of BCS/BCIS/SCTS. © The Author 2015. Published by Oxford University Press on behalf of the European Association for Cardio-Thoracic Surgery. All rights reserved.

Job satisfaction among selected hospital CEOs.

PubMed

Matus, J C; Frazer, G H

1996-09-01

The purpose of this study was to identify the contributors to job satisfaction of hospital chief executive officers (CEOs) using a multidimensional approach of demographic characteristics. environmental traits, and person environment fit traits. By analyzing the concept of hospital executive job satisfaction in a multidimensional approach, a more comprehensive model of the most salient determinants of job satisfaction was developed. CEOs ranked their performance highest on employee and staff relations and managerial team building and lowest on information management systems. The results of this study can be used to better understand the intricacies and uniqueness of being a hospital CEO as well as the professional and personal requirements of success.

Strategic implementation and accountability: the case of the long-term care alliance.

PubMed

Seaman, Al; Elias, Maria; O'Neill, Bill; Yatabe, Karen

2010-01-01

A group of chief executives of long-term care homes formed an alliance in order to tap the resources residing within their management teams. Adopting a strategic implementation project based on a framework of accountability, the executives were able to better understand the uncertainties of the environment and potentially structure their strategic implementation to best use scarce resources. The framework of accountability allowed the homes to recognize the need for a strong business approach to long-term care. Communication improved throughout the organizations while systems and resources showed improved utilization. Quality became the driving force for all actions taken to move the organizations toward achieving their visions.

Public health incident management: Logistical and operational aspects of the 2009 initial outbreak of H1N1 influenza in Mexico.

PubMed

Cruz, Miguel A; Hawk, Nicole M; Poulet, Christopher; Rovira, Jose; Rouse, Edward N

2015-01-01

Hosting an international outbreak response team can pose a challenge to jurisdictions not familiar with incident management frameworks. Basic principles of team forming, organizing, and executing mission critical activities require simple and flexible communication that can be easily understood by the host country's public health leadership and international support agencies. Familiarity with incident command system principles before a public health emergency could save time and effort during the initial phases of the response and aid in operationalizing and sustaining complex field activities throughout the response. The 2009 initial outbreak of H1N1 in Mexico highlighted the importance of adequately organizing and managing limited resources and expertise using incident management principles. This case study describes logistical and operational aspects of the response and highlights challenges faced during this response that may be relevant to the organization of public health responses and incidents requiring international assistance and cooperation.

Public health incident management: logistical and operational aspects of the 2009 initial outbreak of H1N1 influenza in Mexico.

PubMed

Cruz, Miguel A; Hawk, Nicole M; Poulet, Christopher; Rovira, Jose; Rouse, Edward N

2015-01-01

Hosting an international outbreak response team can pose a challenge to jurisdictions not familiar with incident management frameworks. Basic principles of team forming, organizing, and executing mission critical activities require simple and flexible communication that can be easily understood by the host country's public health leadership and international support agencies. Familiarity with incident command system principles before a public health emergency could save time and effort during the initial phases of the response and aid in operationalizing and sustaining complex field activities throughout the response. The 2009 initial outbreak of H1N1 in Mexico highlighted the importance of adequately organizing and managing limited resources and expertise using incident management principles. This case study describes logistical and operational aspects of the response and highlights challenges faced during this response that may be relevant to the organization of public health responses and incidents requiring international assistance and cooperation.

Educational Objectives: The Why Matters

DTIC Science & Technology

2013-03-01

Management Science 18, no. 2, (Oct., 1971): 28-30; Manfred F. R. Kets de Vries , “Decoding the Team Conundrum: The Eight Roles Executives Play...Examples of the behavioral role frameworks are Minzberg’s, Kets De Vries and Hart and Quinn’s.70 Examples of preferential role frameworks are...frameworks Minzburg Kets de Vries Hart & Quinn Belbin Keirsey Von Oech Figurehead Strategist Vision Setter Plant Rational Explorer Leader Change

Creativity and Creative Teams

NASA Technical Reports Server (NTRS)

Wood, Richard M.; Bauer, Steven X. S.; Hunter, Craig A.

2001-01-01

A review of the linkage between knowledge, creativity, and design is presented and related to the best practices of multidisciplinary design teams. The discussion related to design and design teams is presented in the context of both the complete aerodynamic design community and specifically the work environment at the NASA Langley Research Center. To explore ways to introduce knowledge and creativity into the research and design environment at NASA Langley Research Center a creative design activity was executed within the context of a national product development activity. The success of the creative design team activity gave rise to a need to communicate the experience in a straightforward and managed approach. As a result the concept of creative potential its formulated and assessed with a survey of a small portion of the aeronautics research staff at NASA Langley Research Center. The final section of the paper provides recommendations for future creative organizations and work environments.

Making star teams out of star players.

PubMed

Mankins, Michael; Bird, Alan; Root, James

2013-01-01

Top talent is an invaluable asset: In highly specialized or creative work, for instance, "A" players are likely to be six times as productive as "B" players. So when your company has a crucial strategic project, why not multiply all that firepower and have a team of your best performers tackle it? Yet many companies hesitate to do this, believing that all-star teams don't work: Big egos will get in the way. The stars won't be able to work with one another. They'll drive the team Leader crazy. Mankins, Bird, and Root of Bain & Company believe it's time to set aside that thinking. They have seen all-star teams do extraordinary work. But there is a right way and a wrong way to organize them. Before you can even begin to assemble such a team, you need to have the right talent management practices, so you hire and develop the best people and know what they're capable of. You have to give the team appropriate incentives and leaders and support staffers who are stars in their own right. And projects that are ill-defined or small scale are not for all-star teams. Use them only for critical missions, and make sure their objectives are clear. Even with the right setup, things can still go wrong. The wise executive will take steps to manage egos, prune non-team-players, and prevent average coworkers from feeling completely undervalued. She will also invest a lot of time in choosing the right team Leader and will ask members for lots of feedback to monitor how that leader is doing.

A Framework for Modeling Workflow Execution by an Interdisciplinary Healthcare Team.

PubMed

Kezadri-Hamiaz, Mounira; Rosu, Daniela; Wilk, Szymon; Kuziemsky, Craig; Michalowski, Wojtek; Carrier, Marc

2015-01-01

The use of business workflow models in healthcare is limited because of insufficient capture of complexities associated with behavior of interdisciplinary healthcare teams that execute healthcare workflows. In this paper we present a novel framework that builds on the well-founded business workflow model formalism and related infrastructures and introduces a formal semantic layer that describes selected aspects of team dynamics and supports their real-time operationalization.

Leadership profiles of senior nurse executives.

PubMed

Hemman, E A

2000-01-01

As hospitals reorganize to meet the demand for accessible, cost-effective quality healthcare, nursing's active participation as part of the top management team is vital. The purpose of this study was to describe the leadership profiles of four senior nurse executives and determine their congruence with the theoretical perspectives of the stratified systems theory. A multiple case study methodology was employed to develop individual and group leadership profiles through related experiences obtained during an interview, the organization's expectations based on their job descriptions, and a survey of their self-perceptions of how they spent most of their time. The findings indicated that the executives' leadership behavior was consistent with the theory in that they reported more frequent leadership behaviors at the strategic domain, less activity at the organizational domain, and infrequent activity at the production domain. Individual profiles were uniformly consistent with the group profile.

Air Ground Integration and the Brigade Combat Team

DTIC Science & Technology

2013-06-13

Theater Air Control System TADIL-J Tactical Digital Information Link-J TAGS Theater Air Ground System TAIS Tactical Air Integration System TBMCS Theater...during planning and execution. This system interacts with the Theater Battle Management Core System ( TBMCS ) used by the JAOC to build and disseminate...control nodes within the AAGS, in conjunction with the interoperability with the TBMCS and Army mission command systems facilitates information flow during

Reinventing The Design Process: Teams and Models

NASA Technical Reports Server (NTRS)

Wall, Stephen D.

1999-01-01

The future of space mission designing will be dramatically different from the past. Formerly, performance-driven paradigms emphasized data return with cost and schedule being secondary issues. Now and in the future, costs are capped and schedules fixed-these two variables must be treated as independent in the design process. Accordingly, JPL has redesigned its design process. At the conceptual level, design times have been reduced by properly defining the required design depth, improving the linkages between tools, and managing team dynamics. In implementation-phase design, system requirements will be held in crosscutting models, linked to subsystem design tools through a central database that captures the design and supplies needed configuration management and control. Mission goals will then be captured in timelining software that drives the models, testing their capability to execute the goals. Metrics are used to measure and control both processes and to ensure that design parameters converge through the design process within schedule constraints. This methodology manages margins controlled by acceptable risk levels. Thus, teams can evolve risk tolerance (and cost) as they would any engineering parameter. This new approach allows more design freedom for a longer time, which tends to encourage revolutionary and unexpected improvements in design.

After the revolution: the physician executive of the future.

PubMed

Goldener, J

1998-01-01

There is a revolution in health care occurring in our midst. The roots of this revolution are explored. The physician executive of the future will need a new set of skills because the health care system will change. This new, evolving set of skills includes being: Savvy about business; simultaneously employer- and customer-focused; and technologically driven. This manager must be a team builder rather than a lone ranger. These skills are learnable, just like piloting a plane or doing a surgery. None of us was born with the skill to practice medicine any more than we were born with business skills. While many physicians are depressed by the present health care climate, feeling a loss of power and a loss in spirit, the vision of the physician manager must carry them and the organizations they build forward through uncharted waters to a future which is every bit as exciting as our past.

A Capabilities Based Assessment of the United States Air Force Critical Care Air Transport Team

DTIC Science & Technology

2013-09-01

usually consist of a critical care physician, critical care nurse , and respiratory therapist. A Front-end Analysis has found several problems within...critically ill and wounded. This life-saving mission is executed by CCAT teams, which usually consist of a critical care physician, critical care nurse ...ill and wounded. This life-saving mission is executed by CCAT teams, which usually consist of a critical care physician, critical care nurse , and

Distributed Monitoring Infrastructure for Worldwide LHC Computing Grid

NASA Astrophysics Data System (ADS)

Andrade, P.; Babik, M.; Bhatt, K.; Chand, P.; Collados, D.; Duggal, V.; Fuente, P.; Hayashi, S.; Imamagic, E.; Joshi, P.; Kalmady, R.; Karnani, U.; Kumar, V.; Lapka, W.; Quick, R.; Tarragon, J.; Teige, S.; Triantafyllidis, C.

2012-12-01

The journey of a monitoring probe from its development phase to the moment its execution result is presented in an availability report is a complex process. It goes through multiple phases such as development, testing, integration, release, deployment, execution, data aggregation, computation, and reporting. Further, it involves people with different roles (developers, site managers, VO[1] managers, service managers, management), from different middleware providers (ARC[2], dCache[3], gLite[4], UNICORE[5] and VDT[6]), consortiums (WLCG[7], EMI[11], EGI[15], OSG[13]), and operational teams (GOC[16], OMB[8], OTAG[9], CSIRT[10]). The seamless harmonization of these distributed actors is in daily use for monitoring of the WLCG infrastructure. In this paper we describe the monitoring of the WLCG infrastructure from the operational perspective. We explain the complexity of the journey of a monitoring probe from its execution on a grid node to the visualization on the MyWLCG[27] portal where it is exposed to other clients. This monitoring workflow profits from the interoperability established between the SAM[19] and RSV[20] frameworks. We show how these two distributed structures are capable of uniting technologies and hiding the complexity around them, making them easy to be used by the community. Finally, the different supported deployment strategies, tailored not only for monitoring the entire infrastructure but also for monitoring sites and virtual organizations, are presented and the associated operational benefits highlighted.

Ares Launch Vehicles Lean Practices Case Study

NASA Technical Reports Server (NTRS)

Doreswamy, Rajiv; Self, Timothy A.

2007-01-01

The Ares launch vehicles team, managed by the Ares Projects Office (APO) at NASA Marshall Space Flight Center, has completed the Ares I Crew Launch Vehicle System Requirements Review and System Definition Review and early design work for the Ares V Cargo Launch Vehicle. This paper provides examples of how Lean Manufacturing, Kaizen events, and Six Sigma practices are helping APO deliver a new space transportation capability on time and within budget, while still meeting stringent technical requirements. For example, Lean philosophies have been applied to numerous process definition efforts and existing process improvement activities, including the Ares I-X test flight Certificate of Flight Readiness (CoFR) process, risk management process, and review board organization and processes. Ares executives learned Lean practices firsthand, making the team "smart buyers" during proposal reviews and instilling the team with a sense of what is meant by "value-added" activities. Since the goal of the APO is to field launch vehicles at a reasonable cost and on an ambitious schedule, adopting Lean philosophies and practices will be crucial to the Ares Project's long-term SUCCESS.

Using analytic hierarchy process approach in ontological multicriterial decision making - Preliminary considerations

NASA Astrophysics Data System (ADS)

Wasielewska, K.; Ganzha, M.

2012-10-01

In this paper we consider combining ontologically demarcated information with Saaty's Analytic Hierarchy Process (AHP) [1] for the multicriterial assessment of offers during contract negotiations. The context for the proposal is provided by the Agents in Grid project (AiG; [2]), which aims at development of an agent-based infrastructure for efficient resource management in the Grid. In the AiG project, software agents representing users can either (1) join a team and earn money, or (2) find a team to execute a job. Moreover, agents form teams, managers of which negotiate with clients and workers terms of potential collaboration. Here, ontologically described contracts (Service Level Agreements) are the results of autonomous multiround negotiations. Therefore, taking into account relatively complex nature of the negotiated contracts, multicriterial assessment of proposals plays a crucial role. The AHP method is based on pairwise comparisons of criteria and relies on the judgement of a panel of experts. It measures how well does an offer serve the objective of a decision maker. In this paper, we propose how the AHP method can be used to assess ontologically described contract proposals.

Qualitative evaluation of the implementation of the Interdisciplinary Management Tool: a reflective tool to enhance interdisciplinary teamwork using Structured, Facilitated Action Research for Implementation.

PubMed

Nancarrow, Susan A; Smith, Tony; Ariss, Steven; Enderby, Pamela M

2015-07-01

Reflective practice is used increasingly to enhance team functioning and service effectiveness; however, there is little evidence of its use in interdisciplinary teams. This paper presents the qualitative evaluation of the Interdisciplinary Management Tool (IMT), an evidence-based change tool designed to enhance interdisciplinary teamwork through structured team reflection. The IMT incorporates three components: an evidence-based resource guide; a reflective implementation framework based on Structured, Facilitated Action Research for Implementation methodology; and formative and summative evaluation components. The IMT was implemented with intermediate care teams supported by independent facilitators in England. Each intervention lasted 6 months and was evaluated over a 12-month period. Data sources include interviews, a focus group with facilitators, questionnaires completed by team members and documentary feedback from structured team reports. Data were analysed qualitatively using the Framework approach. The IMT was implemented with 10 teams, including 253 staff from more than 10 different disciplines. Team challenges included lack of clear vision; communication issues; limited career progression opportunities; inefficient resource use; need for role clarity and service development. The IMT successfully engaged staff in the change process, and resulted in teams developing creative strategies to address the issues identified. Participants valued dedicated time to focus on the processes of team functioning; however, some were uncomfortable with a focus on teamwork at the expense of delivering direct patient care. The IMT is a relatively low-cost, structured, reflective way to enhance team function. It empowers individuals to understand and value their own, and others' roles and responsibilities within the team; identify barriers to effective teamwork, and develop and implement appropriate solutions to these. To be successful, teams need protected time to take for reflection, and executive support to be able to broker changes that are beyond the scope of the team. © 2014 John Wiley & Sons Ltd.

Supporting Real-Time Operations and Execution through Timeline and Scheduling Aids

NASA Technical Reports Server (NTRS)

Marquez, Jessica J.; Pyrzak, Guy; Hashemi, Sam; Ahmed, Samia; McMillin, Kevin Edward; Medwid, Joseph Daniel; Chen, Diana; Hurtle, Esten

2013-01-01

Since 2003, the NASA Ames Research Center has been actively involved in researching and advancing the state-of-the-art of planning and scheduling tools for NASA mission operations. Our planning toolkit SPIFe (Scheduling and Planning Interface for Exploration) has supported a variety of missions and field tests, scheduling activities for Mars rovers as well as crew on-board International Space Station and NASA earth analogs. The scheduled plan is the integration of all the activities for the day/s. In turn, the agents (rovers, landers, spaceships, crew) execute from this schedule while the mission support team members (e.g., flight controllers) follow the schedule during execution. Over the last couple of years, our team has begun to research and validate methods that will better support users during realtime operations and execution of scheduled activities. Our team utilizes human-computer interaction principles to research user needs, identify workflow processes, prototype software aids, and user test these. This paper discusses three specific prototypes developed and user tested to support real-time operations: Score Mobile, Playbook, and Mobile Assistant for Task Execution (MATE).

Computer Software Configuration Item-Specific Flight Software Image Transfer Script Generator

NASA Technical Reports Server (NTRS)

Bolen, Kenny; Greenlaw, Ronald

2010-01-01

A K-shell UNIX script enables the International Space Station (ISS) Flight Control Team (FCT) operators in NASA s Mission Control Center (MCC) in Houston to transfer an entire or partial computer software configuration item (CSCI) from a flight software compact disk (CD) to the onboard Portable Computer System (PCS). The tool is designed to read the content stored on a flight software CD and generate individual CSCI transfer scripts that are capable of transferring the flight software content in a given subdirectory on the CD to the scratch directory on the PCS. The flight control team can then transfer the flight software from the PCS scratch directory to the Electronically Erasable Programmable Read Only Memory (EEPROM) of an ISS Multiplexer/ Demultiplexer (MDM) via the Indirect File Transfer capability. The individual CSCI scripts and the CSCI Specific Flight Software Image Transfer Script Generator (CFITSG), when executed a second time, will remove all components from their original execution. The tool will identify errors in the transfer process and create logs of the transferred software for the purposes of configuration management.

Mishap Investigation Team (MIT) - Barksdale AFB, Louisiana

NASA Technical Reports Server (NTRS)

Stepaniak, Philip

2005-01-01

The Shuttle Program is organized to support a Shuttle mishap using the resources of the MIT. The afternoon of Feb. 1, 2003, the MIT deployed to Barksdale AFB. This location became the investigative center and interim storage location for crewmembers received from the Lufkin Disaster Field Office (DFO). Working under the leadership of the MIT Lead, the medical team executed a short-term plan that included search, recovery, and identification including coordination with the Armed Forces Institute of Pathology Temporary operations was set up at Barksdale Air Force Base for two weeks. During this time, coordination with the DFO field recovery teams, AFIP personnel, and the crew surgeons was on going. In addition, the crewmember families and NASA management were updated daily. The medical team also dealt with public reports and questions concerning biological and chemical hazards, which were coordinated with SPACEHAB, Inc., Kennedy Space Center (KSC) Medical Operations and the Johnson Space Center (JSC) Space Medicine office. After operations at Barksdale were concluded the medical team transitioned back to Houston and a long-term search, recovery and identification plan was developed.

Reducing NPR 7120.5D to Practice: Preparing for a Life-Cycle Review

NASA Technical Reports Server (NTRS)

Taylor, Randall L.

2008-01-01

In March 2007, NASA issued revised rules for space flight project management, NPR 7120.5D, 'NASA Space Flight Program and Project Management Requirements.' Central to the new rules was the construct of Key Decision Points, maturity gates that the project team must pass in order to continue development. In order that the KDP decision be fully informed, the NPR required, as entrance criteria for the gate, the generation and delivery of specified planning, technical, and cost/schedule documents (gate products) and a life-cycle review, the Preliminary Design Review. Building on JPL experience on the Prometheus and Juno projects, the team successfully organized for and conducted these reviews on an aggressive schedule. Key actions were taken to proactively interact with the SRB, produce high-quality gate products with stakeholder review, generate review presentation materials, and handle a myriad of supporting logistical functions. A review preparation team was established, including a Review Captain and leads for documentation, information systems, and logistics, and their roles, responsibilities and task assignments were identified. Aids were produced, including a detailed review preparation schedule and a comprehensive gate products production table. Institutional support was leveraged early and often. Implementation strategy reflected the needs of a nationally-distributed team, as well as applicable export control and IT security requirements. This paper gives a brief overview of the GRAIL mission and its project management challenges, provides a detailed description of project PMSR and PDR preparation and execution activities, including positive and negative lessons learned, and identifies recommendations for future NASA (and non-NASA) project teams.

Managing cognitive difficulties after traumatic brain injury: a review of online resources for families.

PubMed

Poulin, Valérie; Dawson, Deirdre R; Bottari, Carolina; Verreault, Cynthia; Turcotte, Samantha; Jean, Alexandra

2018-03-22

To identify and critically appraise the content, readability, reliability and usability of websites providing information for managing cognitive difficulties in everyday life for the families of adults with moderate to severe traumatic brain injury. Systematic searches on the Internet for relevant websites were conducted using five search engines, and through consultation of the lists of resources published on websites of traumatic brain injury organizations. Two team members assessed eligibility of the websites. To be included, they had to provide information related to management of cognitive difficulties following moderate to severe traumatic brain injury, to be in English or French and available free of charge. Two reviewers evaluated each website according to: (1) its readability using Flesch-Kincaid Grade Level; (2) the quality of its content using a checklist of eight recommendations for managing memory, attention and executive function problems; (3) its usability (e.g., clear design) and reliability (e.g., currency of information) using the Minervation Validation Instrument for Health Care Web Sites. Of the 38 websites included, 10 provide specific tips for families that cover several domains of cognitive function, including memory, attention and executive function. The most frequent recommendations focused on the use of environmental supports for memory problems (n = 33 websites). The readability of information is below the recommended grade 7 for only nine of the websites. All sites show acceptable usability, but their quality is variable in terms of reliability of the information. This review provides useful information for selecting online resources to educate families about the management of cognitive difficulties following moderate to severe traumatic brain injury, as a complement to information and training provided by the rehabilitation team. Implications for rehabilitation This review describes standardized criteria for the evaluation of the content, readability, reliability and usability of websites for family education post-TBI. Given the variability in the content, the readability and the reliability of websites providing information for families about the management of cognitive difficulties post-TBI, careful attention to the selection of appropriate resources is required. Findings from this review may facilitate clinicians' identification of relevant websites to educate families about the management of cognitive difficulties post-TBI, as a complement to other information and training from the rehabilitation team.

Challenges Experienced by District-Based Support Teams in the Execution of Their Functions in a Specific South African Province

ERIC Educational Resources Information Center

Makhalemele, Thabo; Nel, Mirna

2016-01-01

This article reports on the findings of an embedded mixed-method South African study that investigated the challenges experienced by District-Based Support Team (DBST) members in the sub-directorate of Inclusive Education of a South African province in the execution of their functions. A Likert-scale questionnaire and individual semi-structured…

Mission control team structure and operational lessons learned from the 2009 and 2010 NASA desert RATS simulated lunar exploration field tests

NASA Astrophysics Data System (ADS)

Bell, Ernest R.; Badillo, Victor; Coan, David; Johnson, Kieth; Ney, Zane; Rosenbaum, Megan; Smart, Tifanie; Stone, Jeffry; Stueber, Ronald; Welsh, Daren; Guirgis, Peggy; Looper, Chris; McDaniel, Randall

2013-10-01

The NASA Desert Research and Technology Studies (Desert RATS) is an annual field test of advanced concepts, prototype hardware, and potential modes of operation to be used on human planetary surface space exploration missions. For the 2009 and 2010 NASA Desert RATS field tests, various engineering concepts and operational exercises were incorporated into mission timelines with the focus of the majority of daily operations being on simulated lunar geological field operations and executed in a manner similar to current Space Shuttle and International Space Station missions. The field test for 2009 involved a two week lunar exploration simulation utilizing a two-man rover. The 2010 Desert RATS field test took this two week simulation further by incorporating a second two-man rover working in tandem with the 2009 rover, as well as including docked operations with a Pressurized Excursion Module (PEM). Personnel for the field test included the crew, a mission management team, engineering teams, a science team, and the mission operations team. The mission operations team served as the core of the Desert RATS mission control team and included certified NASA Mission Operations Directorate (MOD) flight controllers, former flight controllers, and astronaut personnel. The backgrounds of the flight controllers were in the areas of Extravehicular Activity (EVA), onboard mechanical systems and maintenance, robotics, timeline planning (OpsPlan), and spacecraft communicator (Capcom). With the simulated EVA operations, mechanized operations (the rover), and expectations of replanning, these flight control disciplines were especially well suited for the execution of the 2009 and 2010 Desert RATS field tests. The inclusion of an operations team has provided the added benefit of giving NASA mission operations flight control personnel the opportunity to begin examining operational mission control techniques, team compositions, and mission scenarios. This also gave the mission operations team the opportunity to gain insight into functional hardware requirements via lessons learned from executing the Desert RATS field test missions. This paper will detail the mission control team structure that was used during the 2009 and 2010 Desert RATS Lunar analog missions. It will also present a number of the lessons learned by the operations team during these field tests. Major lessons learned involved Mission Control Center (MCC) operations, pre-mission planning and training processes, procedure requirements, communication requirements, and logistic support for analogs. This knowledge will be applied to future Desert RATS field tests, and other Earth based analog testing for space exploration, to continue the evolution of manned space operations in preparation for human planetary exploration. It is important that operational knowledge for human space exploration missions be obtained during Earth-bound field tests to the greatest extent possible. This allows operations personnel the ability to examine various flight control and crew operations scenarios in preparation for actual space missions.

Students Compete in NASA's Student Launch Competition

NASA Image and Video Library

2018-03-30

NASA's Student Launch competition challenges middle school, high school and college teams to design, build, test and fly a high-powered, reusable rocket to an altitude of one mile above ground level while carrying a payload. During the eight-month process, the selected teams will go through a series of design, test and readiness reviews that resemble the real-world process of rocket development. In addition to building and preparing their rocket and payload, the teams must also create and execute an education and outreach program that will share their work with their communities and help inspire the next generation of scientists, engineers and explorers. Student Launch is hosted by NASA's Marshall Space Flight Center in Huntsville, Alabama, and is managed by Marshall's Academic Affairs Office to further NASA’s major education goal of attracting and encouraging students to pursue degrees and careers in the STEM fields of science, technology, engineering and mathematics.

Teamed up for reform. As Obama looks to teamed up solve healthcare's problems, Daschle, Lambrew healthcare team makes sense, industry executives say.

PubMed

DoBias, Matthew; Galloro, Vince

2008-12-15

The president-elect sent strong signals that he's serious about reform, with some key appointments last week. The move drew applause from industry executives, including one who said the system is now set on a crash course. "There's no guarantee that someone is going to be able to put Humpty Dumpty back together, but we're never going to know until someone starts sorting through the pieces," says William Atkinson, left, of WakeMed.

Executive Development: Meeting the Needs of Top Teams and Boards.

ERIC Educational Resources Information Center

Jackson, Sheila; Farndale, Elaine; Kakabadse, Andrew

2003-01-01

A literature review and six case studies examined the roles and responsibilities of the chief executive officers and board chairs, the capabilities required for success, and related executive development activity. Findings include the importance of focusing executive development on capability enhancement to ensure that it supports organizational…

Navigating the clinical trial pathway: Conception, design, execution, and results dissemination.

PubMed

Sampalis, John S; Watson, Joanne; Boukas, Stella; Boukas, Marianna; Harvey, Natalie; Machado, Sanjay; Bordeleau, Michel; Rampakakis, Emmanouil

2017-03-01

Dr Sampalis is founder, Chief Executive Officer, and Chief Scientific Officer of JSS Medical Research Inc, founded in 1997. He is a tenured professor of Surgery and Epidemiology & Biostatistics of McGill University, the University of Montreal and University of Laval. Recognized as a leading clinical epidemiologist and one of the top trauma researchers in Canada, he possesses extensive expertise in health services research, clinical trials, and offers services as a Research and Epidemiological Consultant for numerous pharmaceutical companies, hospitals and government organizations and agencies. Mrs. Watson holds a M.Sc. in Pharmacology from Dalhousie University, and a B.Sc. from the University of Western Ontario. Her experience extends to all facets of the CRO business, and multiple therapeutic areas. She co-founded, in 1992, Integrated Research Inc, a full-service contract research organization, and served as its President and Chief Executive Officer, until merging with JSS Medical Research Inc in 2014. Mrs. Watson currently holds the position of Chief Business Officer, and is head of the business development team. Mrs. Boukas has been working with the JSS Medical Research team since its inception in the 1990s. She holds a B.A. in Psychology from McGill University with training in Epidemiology and Biostatistics, and is certified by the Society of Clinical Research Associates (SOCRA) as a Certified Clinical Research Professional (CCRP). She has over 25 years' of experience in medical research management. Currently Chief Operations Officer, Mrs. Boukas has been essential in structuring and implementing programs at JSS Medical Research Inc to facilitate project management, site recruitment, data capture and study tracking. Mrs. Boukas holds a B.A. from McGill University, a Certificate in Technical Communications from Concordia University and has received compliance training from SNC Lavalin Pharma (SLP) and SOCRA. She has over twenty-five years' experience in research. Joining JSS Medical Research Inc in 1998, she currently holds the position of Executive Director of Quality Assurance (QA) where she developed and maintains the QA Program since 2004. The QA Program supports clinical studies conducted in Canada, Latin America, India and Europe. Mrs. Harvey holds a B.Sc. in Biochemistry from the Université du Québec à Montréal and a M.Sc. in Biology from McGill University. With 20 years' experience in the pharmaceutical industry, she has held positions in both Commercial and Medical departments. Mrs. Harvey currently holds the position of Director, Clinical Operations at JSS Medical Research Inc, functionally and operationally overseeing a team of project and data managers in the development and implementation of clinical studies. Dr Machado obtained his medical degree from the University of Pune, India. He has over 20 years' experience in multinational pharmaceutical, CRO, Bioequivalence & Phase I and Site Management Organizations, working in several therapeutic areas and phase of studies. As a founder of Venn Life Sciences, Dr Machado served as Chief Operating Officer, until joining JSS Medical Research Inc in 2011, where he is currently Vice-President, Global Operations & Integration. In addition to overseeing global operations, he is responsible for global expansion and integration of JSS Medical Research Inc through acquisitions and mergers. Mr. Bordeleau holds a B.Sc. in Biochemistry from the University of Guelph and an MBA from HEC Montreal. He has over 20 years' experience in the pharmaceutical industry, including laboratory and IT research, healthcare marketing support, and IT team management. As Global Director of information Technology at JSS Medical Research Inc, Mr. Bordeleau leads a team of programmers as well as network, database and system administrators who specialize in developing, maintaining, and most importantly, improving, key software, clinical systems, infrastructure, and business processes. Dr Rampakakis received his Ph.D. from the Department of Biochemistry from McGill University, and obtained post-doctoral training, also at McGill, in Pharmacoepidemiology. With over 15 years' experience in scientific research, he has contributed in the conception, design, analysis and interpretation of several large scale, national and international, registration and observational studies. He currently holds the position of Vice President of Scientific Affairs at JSS Medical Research Inc, overseeing a team of biostatisticians, epidemiologists, physicians, medical writers, and health economists. Copyright © 2016 Elsevier Inc. All rights reserved.

Dawn Orbit Determination Team: Trajectory and Gravity Prediction Performance During Vesta Science Phases

NASA Technical Reports Server (NTRS)

Kennedy, Brian; Abrahamson, Matt; Ardito, Alessandro; Han, Dongsuk; Haw, Robert; Mastrodemos, Nicholas; Nandi, Sumita; Park, Ryan; Rush, Brian; Vaughan, Andrew

2013-01-01

The Dawn spacecraft was launched on September 27th, 2007. Its mission is to consecutively rendezvous with and observe the two largest bodies in the asteroid belt, Vesta and Ceres. It has already completed over a year's worth of direct observations of Vesta (spanning from early 2011 through late 2012) and is currently on a cruise trajectory to Ceres, where it will begin scientific observations in mid-2015. Achieving this data collection required careful planning and execution from all spacecraft teams. Dawn's Orbit Determination (OD) team was tasked with accurately predicting the trajectory of the Dawn spacecraft during the Vesta science phases, and also determining the parameters of Vesta to support future science orbit design. The future orbits included the upcoming science phase orbits as well as the transfer orbits between science phases. In all, five science phases were executed at Vesta, and this paper will describe some of the OD team contributions to the planning and execution of those phases.

China's quest for management of academic medicine.

PubMed

Butler, W T; Ruma, S J

1990-08-01

The China Medical Board organized a management conference for the presidents of China's national medical universities. A three-person consulting team arranged by the Association of American Medical Colleges led the conference. Designed as a preliminary examination of the management problems faced by the national medical universities, the conference covered content similar to that of the AAMC Executive Development Seminars, including governance, financial management, faculty practice plans, technology transfer, information management, and organizational diagnosis. China's national medical universities are strategically managed by the Ministry of Public Health in Beijing, and for several years the ministry has increasingly decentralized the management and operational planning and control of these universities. The universities do not have enough properly trained personnel to absorb the additional management responsibilities, and the university presidents feel that they and their senior staffs need extensive training in adapting western-style management principles and practice to the Chinese setting.

Assessing the professional development needs of experienced nurse executive leaders.

PubMed

Leach, Linda Searle; McFarland, Patricia

2014-01-01

The objective of this study was to identify the professional development topics that senior nurse leaders believe are important to their advancement and success. Senior/experienced nurse leaders at the executive level are able to influence the work environment of nurses and institutional and health policy. Their development needs are likely to reflect this and other contemporary healthcare issues and may be different from middle and frontline managers. A systematic way of assessing professional development needs for these nurse leaders is needed. A descriptive study using an online survey was distributed to a convenience sample of nurse leaders who were members of the Association of California Nurse Leaders (ACNL) or have participated in an ACNL program. Visionary leadership, leading complexity, and effective teams were the highest ranked leadership topics. Leading change, advancing health: The future of nursing, healthy work environments, and healthcare reform were also highly ranked topics. Executive-level nurse leaders are important to nurse retention, effective work environments, and leading change. Regular assessment and attention to the distinct professional development needs of executive-level nurse leaders are a valuable human capital investment.

Flight Services and Aircraft Access: Active Flow Control Vertical Tail and Insect Accretion and Mitigation Flight Test

NASA Technical Reports Server (NTRS)

Whalen, Edward A.

2016-01-01

This document serves as the final report for the Flight Services and Aircraft Access task order NNL14AA57T as part of NASA Environmentally Responsible Aviation (ERA) Project ITD12A+. It includes descriptions of flight test preparations and execution for the Active Flow Control (AFC) Vertical Tail and Insect Accretion and Mitigation (IAM) experiments conducted on the 757 ecoDemonstrator. For the AFC Vertical Tail, this is the culmination of efforts under two task orders. The task order was managed by Boeing Research & Technology and executed by an enterprise-wide Boeing team that included Boeing Research & Technology, Boeing Commercial Airplanes, Boeing Defense and Space and Boeing Test and Evaluation. Boeing BR&T in St. Louis was responsible for overall Boeing project management and coordination with NASA. The 757 flight test asset was provided and managed by the BCA ecoDemonstrator Program, in partnership with Stifel Aircraft Leasing and the TUI Group. With this report, all of the required deliverables related to management of this task order have been met and delivered to NASA as summarized in Table 1. In addition, this task order is part of a broader collaboration between NASA and Boeing.

Flying Cassini with Virtual Operations Teams

NASA Technical Reports Server (NTRS)

Dodd, Suzanne; Gustavson, Robert

1998-01-01

The Cassini Program's challenge is to fly a large, complex mission with a reduced operations budget. A consequence of the reduced budget is elimination of the large, centrally located group traditionally used for uplink operations. Instead, responsibility for completing parts of the uplink function is distributed throughout the Program. A critical strategy employed to handle this challenge is the use of Virtual Uplink Operations Teams. A Virtual Team is comprised of a group of people with the necessary mix of engineering and science expertise who come together for the purpose of building a specific uplink product. These people are drawn from throughout the Cassini Program and participate across a large geographical area (from Germany to the West coast of the USA), covering ten time zones. The participants will often split their time between participating in the Virtual Team and accomplishing their core responsibilities, requiring significant planning and time management. When the particular uplink product task is complete, the Virtual Team disbands and the members turn back to their home organization element for future work assignments. This time-sharing of employees is used on Cassini to build mission planning products, via the Mission Planning Virtual Team, and sequencing products and monitoring of the sequence execution, via the Sequence Virtual Team. This challenging, multitasking approach allows efficient use of personnel in a resource constrained environment.

User evaluation of a GUI for controlling an autonomous persistent surveillance team

NASA Astrophysics Data System (ADS)

Scerri, Paul; Owens, Sean; Sycara, Katia; Lewis, Michael

2010-04-01

In future military missions, there will be many sensor assets collecting much important information about the environment. User control over surveillance assets is important to ensure that the specific data collected is appropriate for the current mission. Unfortunately, previous work has shown that individual users cannot effectively control more than about four assets, even if the assets have significant autonomy. In the ACCAST project, we hypothesized that by including autonomous teamwork between the assets and allowing users to interact by describing what the team as a whole and specific sub-teams should do, we could dramatically scale up the number of assets an individual user could effectively control. In this paper, we present the results of an experiment where users controlled up to 30 autonomous assets performing a complex mission. The assets autonomously worked together using sophisticated teamwork and the user could tell sub-teams to execute team oriented plans which described the steps required to achieve a team objective without describing exactly which asset performed which role and without having to specify how the team should handle routine information sharing, communications and failure circumstances. The users, soldiers from Fort Benning, were surprisingly good at managing the assets and were all able to complete the complex mission with extremely low friendly and civilian casualties.

Development of a culture of sustainability in health care organizations.

PubMed

Ramirez, Bernardo; West, Daniel J; Costell, Michael M

2013-01-01

This paper aims to examine the concept of sustainability in health care organizations and the key managerial competencies and change management strategies needed to implant a culture of sustainability. Competencies and management development strategies needed to engrain this corporate culture of sustainability are analyzed in this document. This paper draws on the experience of the authors as health care executives and educators developing managerial competencies with interdisciplinary and international groups of executives in the last 25 years, using direct observation, interviews, discussions and bibliographic evidence. With a holistic framework for sustainability, health care managers can implement strategies for multidisciplinary teams to respond to the constant change, fine-tune operations and successfully manage quality of care. Managers can mentor students and provide in-service learning experiences that integrate knowledge, skills, and abilities. Further empirical research needs to be conducted on these interrelated innovative topics. Health care organizations around the world are under stakeholders' pressure to provide high quality, cost-effective, accessible and sustainable services. Professional organizations and health care providers can collaborate with university graduate health management education programs to prepare competent managers in all the dimensions of sustainability. The newly designated accountable care organizations represent an opportunity for managers to address the need for sustainability. Sustainability of health care organizations with the holistic approach discussed in this paper is an innovative and practical approach to quality improvement that merits further development.

Using Getting To Outcomes to facilitate the use of an evidence-based practice in VA homeless programs: a cluster-randomized trial of an implementation support strategy.

PubMed

Chinman, Matthew; McCarthy, Sharon; Hannah, Gordon; Byrne, Thomas Hugh; Smelson, David A

2017-03-09

Incorporating evidence-based integrated treatment for dual disorders into typical care settings has been challenging, especially among those serving Veterans who are homeless. This paper presents an evaluation of an effort to incorporate an evidence-based, dual disorder treatment called Maintaining Independence and Sobriety Through Systems Integration, Outreach, and Networking-Veterans Edition (MISSION-Vet) into case management teams serving Veterans who are homeless, using an implementation strategy called Getting To Outcomes (GTO). This Hybrid Type III, cluster-randomized controlled trial assessed the impact of GTO over and above MISSION-Vet Implementation as Usual (IU). Both conditions received standard MISSION-Vet training and manuals. The GTO group received an implementation manual, training, technical assistance, and data feedback. The study occurred in teams at three large VA Medical Centers over 2 years. Within each team, existing sub-teams (case managers and Veterans they serve) were the clusters randomly assigned. The trial assessed MISSION-Vet services delivered and collected via administrative data and implementation barriers and facilitators, via semi-structured interview. No case managers in the IU group initiated MISSION-Vet while 68% in the GTO group did. Seven percent of Veterans with case managers in the GTO group received at least one MISSION-Vet session. Most case managers appreciated the MISSION-Vet materials and felt the GTO planning meetings supported using MISSION-Vet. Case manager interviews also showed that MISSION-Vet could be confusing; there was little involvement from leadership after their initial agreement to participate; the data feedback system had a number of difficulties; and case managers did not have the resources to implement all aspects of MISSION-Vet. This project shows that GTO-like support can help launch new practices but that multiple implementation facilitators are needed for successful execution of a complex evidence-based program like MISSION-Vet. ClinicalTrials.gov NCT01430741.

Global Team Development. Symposium 7. [AHRD Conference, 2001].

ERIC Educational Resources Information Center

2001

This document contains three papers on global team development. "Virtual Executives: A Paradox with Implications for Development" (Andrea Hornett), which is based on a case study exploring power relationships among members of a virtual team, demonstrates that members of a virtual team describe power differently for situations inside…

Highly effective cystic fibrosis clinical research teams: critical success factors.

PubMed

Retsch-Bogart, George Z; Van Dalfsen, Jill M; Marshall, Bruce C; George, Cynthia; Pilewski, Joseph M; Nelson, Eugene C; Goss, Christopher H; Ramsey, Bonnie W

2014-08-01

Bringing new therapies to patients with rare diseases depends in part on optimizing clinical trial conduct through efficient study start-up processes and rapid enrollment. Suboptimal execution of clinical trials in academic medical centers not only results in high cost to institutions and sponsors, but also delays the availability of new therapies. Addressing the factors that contribute to poor outcomes requires novel, systematic approaches tailored to the institution and disease under study. To use clinical trial performance metrics data analysis to select high-performing cystic fibrosis (CF) clinical research teams and then identify factors contributing to their success. Mixed-methods research, including semi-structured qualitative interviews of high-performing research teams. CF research teams at nine clinical centers from the CF Foundation Therapeutics Development Network. Survey of site characteristics, direct observation of team meetings and facilities, and semi-structured interviews with clinical research team members and institutional program managers and leaders in clinical research. Critical success factors noted at all nine high-performing centers were: 1) strong leadership, 2) established and effective communication within the research team and with the clinical care team, and 3) adequate staff. Other frequent characteristics included a mature culture of research, customer service orientation in interactions with study participants, shared efficient processes, continuous process improvement activities, and a businesslike approach to clinical research. Clinical research metrics allowed identification of high-performing clinical research teams. Site visits identified several critical factors leading to highly successful teams that may help other clinical research teams improve clinical trial performance.

[Polytrauma Management - Treatment of Severely Injured Patients in ER and OR].

PubMed

von Rüden, Christian; Bühren, Volker; Perl, Mario

2017-10-01

The adequate treatment of severely injured patients is challenging and can only be successfully executed when it starts at the accident site and is continued in all treatment phases including the early rehabilitation phase. Treatment should be performed by an interdisciplinary team guided by a trauma surgeon in order to adequately manage the severe injuries some of which are life-threatening. Treatment of polytrauma patients is a key task of certified trauma centers and must follow standardized guidelines. For a successful therapy of severely injured patients lifetime training at regular intervals in well-established polytrauma concepts is a mandatory requirement. Georg Thieme Verlag KG Stuttgart · New York.

UTM Data Working Group Demonstration 1: Final Report

NASA Technical Reports Server (NTRS)

Rios, Joseph L.; Mulfinger, Daniel G.; Smith, Irene S.; Venkatesan, Priya; Smith, David R.; Baskaran, Vijayakumar; Wang, Leo

2017-01-01

This document summarizes activities defining and executing the first demonstration of the NASA-FAA Research Transition Team (RTT) Data Exchange and Information Architecture (DEIA) working group (DWG). The demonstration focused on testing the interactions between two key components in the future UAS Traffic Management (UTM) System through a collaborative and distributed simulation of key scenarios. The summary incorporates written feedback from each of the participants in the demonstration. In addition to reporting the activities, this report also provides some insight into future steps of this working group.

Reinforcing the Military in Military Medicine: Driving a Cultural Change in Investigating, Tracking and Training to Prevent Patient Safety Events in Military Facilities

DTIC Science & Technology

2011-04-01

habits, and the complex nature of health care operations resulting from team efforts. Concerns about medical liability from medical malpractice ...investigations as blame is easier to assign to one individual than to evaluate the layers of an organization for failures. Medical malpractice fears...Risk Manager will brief the MTF/CC and Executive Staff on MTF medical malpractice claims semi-annually as well as discuss lessons learned, systemic

Building High-Performing Commander Leader Teams: Intensive Collaboration Enabled by Information Technology and Knowledge Management

DTIC Science & Technology

2006-12-01

In- formation Officer (CIO)/G- 6 , and the U.S. Army Combined Arms Center, Ft. Leavenworth, Kansas in partial fulfillment of the “Independent...Army governance of BCKS (DA CIO/G- 6 , DA G-3, and Com- manding General, US Army Combined Arms Center) for the opportunity to develop these proposed...Operations Sketch for “Clear the Main Supply Route ” ............ G-4 Figure G-2. “Duffer’s Drift” Execution (Student-interactor overwatched by the

Executive Skills 21: A Forecast of Leadership Skills and Associated Competencies Required by Naval Hospital Administrators into the 21st Century

DTIC Science & Technology

1996-12-01

the Future of Public Health Nursing : A Case for Primary Health Care ." Pnhlic Health Nursing 101, no. 1 (1993): 13-8. Berger, S, S. Sudman. "Giving...Interdisciplinary Team Building." Nursing Administration Quarterly 5 (Sep/Oct 1989): 213-20. Feiedrich, N. "Physician and Managed Care : Practical Ways Hospitals...Linderman, C. A. Priorities Within the Health Care Svstem: A Delphi Survey. Kansas City, KA: American Academy of Nursing , 1981. Linderman, CA

A Basis for Excellence: A Plan for the Development of Learning Resource Services. To Accommodate the Northridge and Riverside Campuses: To Develop Collections at Southwest Center, Rutherford and 620 Oaks; To Improve Student Access to the LRS Collections.

ERIC Educational Resources Information Center

Hisle, W. Lee; And Others

Designed by Austin Community College's (ACC's) Learning Resource Services (LRS) Management Team, this plan explores the development of the LRS in preparation for the 1989 closure of the college's Ridgeview (RDV) campus, and the opening of the Northridge (NRG) and Riverside (RVS) campuses. First, the plan's executive summary lays out…

An integrated computer-based procedure for teamwork in digital nuclear power plants.

PubMed

Gao, Qin; Yu, Wenzhu; Jiang, Xiang; Song, Fei; Pan, Jiajie; Li, Zhizhong

2015-01-01

Computer-based procedures (CBPs) are expected to improve operator performance in nuclear power plants (NPPs), but they may reduce the openness of interaction between team members and harm teamwork consequently. To support teamwork in the main control room of an NPP, this study proposed a team-level integrated CBP that presents team members' operation status and execution histories to one another. Through a laboratory experiment, we compared the new integrated design and the existing individual CBP design. Sixty participants, randomly divided into twenty teams of three people each, were assigned to the two conditions to perform simulated emergency operating procedures. The results showed that compared with the existing CBP design, the integrated CBP reduced the effort of team communication and improved team transparency. The results suggest that this novel design is effective to optim team process, but its impact on the behavioural outcomes may be moderated by more factors, such as task duration. The study proposed and evaluated a team-level integrated computer-based procedure, which present team members' operation status and execution history to one another. The experimental results show that compared with the traditional procedure design, the integrated design reduces the effort of team communication and improves team transparency.

Real-time Cooperative Behavior for Tactical Mobile Robot Teams

DTIC Science & Technology

2001-02-01

control of multirobot missions. In particu- lar he used videogame scenarios to develop these skills, which might account for the intuition that those...to develop the following innovative research results for tacti- cal mobile robot teams: 1. A suite of new fault-tolerant reactive behaviors, 2. A...depicts the overall system architecture developed for this effort. It contains 3 major subsystems: Executive, Premission, and Runtime. The executive

Assessing Resistance to Change During Shifting from Legacy to Open Web-Based Systems in the Air Transport Industry

NASA Astrophysics Data System (ADS)

Brewer, Denise

The air transport industry (ATI) is a dynamic, communal, international, and intercultural environment in which the daily operations of airlines, airports, and service providers are dependent on information technology (IT). Many of the IT legacy systems are more than 30 years old, and current regulations and the globally distributed workplace have brought profound changes to the way the ATI community interacts. The purpose of the study was to identify the areas of resistance to change in the ATI community and the corresponding factors in change management requirements that minimize product development delays and lead to a successful and timely shift from legacy to open web-based systems in upgrading ATI operations. The research questions centered on product development team processes as well as the members' perceived need for acceptance of change. A qualitative case study approach rooted in complexity theory was employed using a single case of an intercultural product development team dispersed globally. Qualitative data gathered from questionnaires were organized using Nvivo software, which coded the words and themes. Once coded, themes emerged identifying the areas of resistance within the product development team. Results of follow-up interviews with team members suggests that intercultural relationship building prior to and during project execution; focus on common team goals; and, development of relationships to enhance interpersonal respect, understanding and overall communication help overcome resistance to change. Positive social change in the form of intercultural group effectiveness evidenced in increased team functioning during major project transitions is likely to result when global managers devote time to cultural understanding.

Workflow-Based Software Development Environment

NASA Technical Reports Server (NTRS)

Izygon, Michel E.

2013-01-01

The Software Developer's Assistant (SDA) helps software teams more efficiently and accurately conduct or execute software processes associated with NASA mission-critical software. SDA is a process enactment platform that guides software teams through project-specific standards, processes, and procedures. Software projects are decomposed into all of their required process steps or tasks, and each task is assigned to project personnel. SDA orchestrates the performance of work required to complete all process tasks in the correct sequence. The software then notifies team members when they may begin work on their assigned tasks and provides the tools, instructions, reference materials, and supportive artifacts that allow users to compliantly perform the work. A combination of technology components captures and enacts any software process use to support the software lifecycle. It creates an adaptive workflow environment that can be modified as needed. SDA achieves software process automation through a Business Process Management (BPM) approach to managing the software lifecycle for mission-critical projects. It contains five main parts: TieFlow (workflow engine), Business Rules (rules to alter process flow), Common Repository (storage for project artifacts, versions, history, schedules, etc.), SOA (interface to allow internal, GFE, or COTS tools integration), and the Web Portal Interface (collaborative web environment

Evolution and Implementation of the NASA Robotic Conjunction Assessment Risk Analysis Concept of Operations

NASA Astrophysics Data System (ADS)

Newman, L.; Hejduk, M.; Frigm, R.; Duncan, M.

2014-09-01

On-orbit collisions pose a significant mission risk to satellites operating in the space environment. Recognizing the likelihood and consequence of on-orbit collisions, NASA has taken several proactive measures to mitigate the risk of both a catastrophic loss of mission and the increase in the space debris population. In fall 2004, NASA GSFC established an Agency-wide, institutionalized process and service for identifying and reacting to predicted close approaches. The team responsible for executing this mission is the NASA Robotic Conjunction Assessment Risk Analysis (CARA) team. By fall 2005, this process had resulted in the execution of the first collision avoidance maneuver by a NASA unmanned satellite. In February 2008, NASA adopted a policy, documented in NASA Procedural Requirement 8715.6a Process for Limiting Orbital Debris that directed maneuverable satellites to have such an on-orbit collision mitigation process. In 2009, NASA decided to require support for all operational satellites. By January 2014, the CARA team has processed nearly 500,000 close approach messages from the Joint Space Operations Center (JSpOC) and has assisted our mission customers with planning and executing over 75 collision avoidance maneuvers for unmanned satellites in LEO, GEO, and HEO orbital regimes. With the increase in number of operational missions supported; growth in the orbital debris environment due to events such as the intentional destruction of the Fengyun 1-C satellite in 2007 and collision between Iridium-33 and Cosmos-2251; and improvements to the United States Space Surveillance Network (SSN) and its ability to track, catalog, and screen against small debris objects, the demands on the CARA process have consequently required the CARA Concept of Operations (CONOPS) to evolve to manage those demands. This evolution is centered on the ability to effectively and efficiently manage JSpOC, CARA, and Mission Operations resources, applying operational and analytical efforts for conjunction events that pose significant collision risk and rapidly discarding conjunction events that do not. While the overall CARA methodology is largely unaffected, this CONOPS evolution manifests itself in several aspects of the CARA process: required data and information, communication of those data and information, and courses of actions based on those data and information. The changes affect all relevant stakeholders, including the CARA team at NASA GSFC, GSFC-dedicated Orbital Safety Analysts at the JSpOC, and Mission Operations flight teams and management. In each step of the CARA process, the CONOPS ensures that necessary (whether situational or actionable) information be sent to stakeholders to facilitate an effective and efficient management of resources and appropriate protection of data. The most significant paradigm shift is the movement to risk-based reporting. Since the consequence of the on-orbit collision scenario can be catastrophic, the CARA risk-based framework hinges on the collision probability, Pc, as the encapsulation of collision risk. This CONOPS characterizes collision risk as Red (high collision risk), Yellow (potential for becoming a high collision risk), or Green (low collision risk) based on the operationally-computed Pc. Using this risk characterization schema, the amount and content of conjunction information and analyses is determined and communicated to mission stakeholders. Major technical analyses that have been conducted in support of this CONOPS include defining risk-based thresholds for red, yellow, and green criteria; determining when conjunction-related information may not be mature enough to be actionable; and accounting for uncertainties in all the inputs to the process so that a nuanced assessment of risk can be made. This paper summarizes the analyses executed and decisions rendered during the implementation of this evolved CONOPS. Historical conjunction events of note are used as example scenarios of each risk characterization.

General practitioners in partnership with management: an organisational model for debate.

PubMed Central

Starey, N; Bosanquet, N; Griffiths, J

1993-01-01

The role of general practitioners is changing and expanding. Doctors have more control over the treatment received by their patients but remain largely unaccountable to the public and management. This article proposes an organisational model for integrating primary and secondary care which retains the advantages of fund-holding while giving management control over overall strategy. It proposes that general practitioners control funds for all primary and secondary care. Secondary care will be contracted through a joint team of managers and an elected general practice executive committee. A new health care purchasing authority will contract for primary services with individual practices or primary care provider units. General practitioners will have local contracts reflecting their desire to provide an expanded range of services and the needs of the community. PMID:8461651

76 FR 44956 - Solicitation for a Cooperative Agreement; Correctional Health Care Executive Curriculum Development

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-27

...; Correctional Health Care Executive Curriculum Development AGENCY: U.S. Department of Justice, National... competency- based correctional health care executive curriculum to train two-person teams comprised of a..., pharmaceutical, radiographic, infection control, long-term care, restorative therapy, health information...

Measuring teamwork in primary care: Triangulation of qualitative and quantitative data.

PubMed

Brown, Judith Belle; Ryan, Bridget L; Thorpe, Cathy; Markle, Emma K R; Hutchison, Brian; Glazier, Richard H

2015-09-01

This article describes the triangulation of qualitative dimensions, reflecting high functioning teams, with the results of standardized teamwork measures. The study used a mixed methods design using qualitative and quantitative approaches to assess teamwork in 19 Family Health Teams in Ontario, Canada. This article describes dimensions from the qualitative phase using grounded theory to explore the issues and challenges to teamwork. Two quantitative measures were used in the study, the Team Climate Inventory (TCI) and the Providing Effective Resources and Knowledge (PERK) scale. For the triangulation analysis, the mean scores of these measures were compared with the qualitatively derived ratings for the dimensions. The final sample for the qualitative component was 107 participants. The qualitative analysis identified 9 dimensions related to high team functioning such as common philosophy, scope of practice, conflict resolution, change management, leadership, and team evolution. From these dimensions, teams were categorized numerically as high, moderate, or low functioning. Three hundred seventeen team members completed the survey measures. Mean site scores for the TCI and PERK were 3.87 and 3.88, respectively (of 5). The TCI was associated will all dimensions except for team location, space allocation, and executive director leadership. The PERK was associated with all dimensions except team location. Data triangulation provided qualitative and quantitative evidence of what constitutes teamwork. Leadership was pivotal in forging a common philosophy and encouraging team collaboration. Teams used conflict resolution strategies and adapted to the changes they encountered. These dimensions advanced the team's evolution toward a high functioning team. (c) 2015 APA, all rights reserved).

Are leaders portable?

PubMed

Groysberg, Boris; McLean, Andrew N; Nohria, Nitin

2006-05-01

Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and company-specific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors'findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can make a significant contribution to performance, and company-specific skills can be an asset in a new job.

Vice President of Medical Affairs--moving on up to CEO?

PubMed

Tyler, J L

1999-01-01

Increasingly, physician executives are reaching the conclusion that if they choose, they may be viable candidates for CEO positions. While this opinion has merit, it must be tempered by marketplace realities. A fundamental issue for VPMAs aspiring to become CEOs is that they have little formalized training or education for CEO roles. Also, they may lack team-building skills--a critical success factor. Physician executives who seek out professional development opportunities that enhance both their interpersonal/management and "business" skills--accounting, finance, and planning--are more likely to be attractive candidates and succeed once they are in the position. Another consideration is that the CEO position usually has a precursor role--the COO. This position is the training ground for the CEO. Physician executives aspiring to be CEO will want to consider the following suggestions: (1) Make your intentions known; (2) groom your successor; (3) request a title change; (4) get your master's degree; (5) pursue professional development opportunities; (6) consider leaving the organization; and (7) talk with your family.

Collaboration and Team Science: From Theory to Practice

PubMed Central

Gadlin, Howard

2013-01-01

Interdisciplinary efforts are becoming more critical for scientific discovery and translational research efforts. Highly integrated and interactive research teams share a number of features that contribute to their success in developing and sustaining their efforts over time. Through analysis of in-depth interviews with members of highly successful research teams and others that did not meet their goals or ended due to conflicts, we identified key elements that appear critical for team success and effectiveness. There is no debate that the scientific goal sits at the center of the collaborative effort. However, supporting features need to be in place to avoid the derailment of the team. Among the most important of these is trust: without trust the team dynamic runs the risk of deteriorating over time. Other critical factors of which both leaders and participants need to be aware include developing a shared vision, strategically identifying team members and purposefully building the team, promoting disagreement while containing conflict, and setting clear expectations for sharing credit and authorship. Self-awareness and strong communication skills contribute greatly to effective leadership and management strategies of scientific teams. While all successful teams share the characteristic of effectively carrying out these activities, there is no single formula for execution with every leader exemplifying different strengths and weaknesses. Successful scientific collaborations have strong leaders who are self -aware and are mindful of the many elements critical for supporting the science at the center of the effort. PMID:22525233

Team building: electronic management-clinical translational research (eM-CTR) systems.

PubMed

Cecchetti, Alfred A; Parmanto, Bambang; Vecchio, Marcella L; Ahmad, Sjarif; Buch, Shama; Zgheib, Nathalie K; Groark, Stephen J; Vemuganti, Anupama; Romkes, Marjorie; Sciurba, Frank; Donahoe, Michael P; Branch, Robert A

2009-12-01

Classical drug exposure: response studies in clinical pharmacology represent the quintessential prototype for Bench to Bedside-Clinical Translational Research. A fundamental premise of this approach is for a multidisciplinary team of researchers to design and execute complex, in-depth mechanistic studies conducted in relatively small groups of subjects. The infrastructure support for this genre of clinical research is not well-handled by scaling down of infrastructure used for large Phase III clinical trials. We describe a novel, integrated strategy, whose focus is to support and manage a study using an Information Hub, Communication Hub, and Data Hub design. This design is illustrated by an application to a series of varied projects sponsored by Special Clinical Centers of Research in chronic obstructive pulmonary disease at the University of Pittsburgh. In contrast to classical informatics support, it is readily scalable to large studies. Our experience suggests the culture consequences of research group self-empowerment is not only economically efficient but transformative to the research process.

Understanding and Mitigating Protests of Department of Defense Acquisition Contracts

DTIC Science & Technology

2010-08-01

of delivery time that can lock out a rejected offeror from a market . Sixth, more complex contracts, like services versus products , generate more...The engineers, attorneys, or head of a business unit need to explain to the team that spent time working on a bid why the company lost. Executives...agency executives have to explain to their team, who also spent time working on the source solicitation, evaluation, and selection, why the company

The Effects of Multimodal Mobile Communications on Cooperative Team Interactions Executing Distributed Tasks

DTIC Science & Technology

2013-07-01

AFRL-RH-WP-TP-2013-0046 The Effects of Multimodal Mobile Communications on Cooperative Team Interactions Executing Distributed Tasks Gregory...3. DATES COVERED (From - To) 31-07-13 Interim 01 August 2011 – 01 August 2013 4. TITLE AND SUBTITLE The Effects of Multimodal Mobile... multimodal communication capabilities can con- tribute to the effectiveness and efficiency of real-time, task outcome and per- formance. In this paper, we

FY 2013 INL SITE SUSTAINABILITY PLAN WITH THE FY 2012 ANNUAL REPORT

DOE Office of Scientific and Technical Information (OSTI.GOV)

Ernest L. Fossum; Steve A. Birrer

2012-12-01

It is the policy of the Department of Energy (DOE) that sustainable energy and transportation fuels management will be integrated into DOE operations to meet obligations under Executive Order (EO) 13423 "Strengthening Federal Environmental, Energy, and Transportation Management," the Instructions for Implementation of EO 13423, as well as Guidance Documents issued in accordance thereto and any modifcations or amendments that may be issued from time to time. In furtherance of this obligation, DOE established strategic performance-based energy and transportation fuels goals and strategies through the Transformational Energy Action Management (TEAM) Initiative, which were incorporated into DOE Order 430.2B "Departmental Energy,more » Renewable energy, and Transportation Management" and were also identified in DOE Order 450.1A, "Environmental Protection Program." These goals and accompanying strategies are to be implemented by DOE sites through the integration of energy and transportation fuels management into site Environmental Management Systems (EMS).« less

Simulation in the Executive Suite: Lessons Learned for Building Patient Safety Leadership.

PubMed

Rosen, Michael A; Goeschel, Christine A; Che, Xin-Xuan; Fawole, Joseph Oluyinka; Rees, Dianne; Curran, Rosemary; Gelinas, Lillee; Martin, Jessica N; Kosel, Keith C; Pronovost, Peter J; Weaver, Sallie J

2015-12-01

Simulation is a powerful learning tool for building individual and team competencies of frontline health care providers with demonstrable impact on performance. This article examines the impact of simulation in building strategic leadership competencies for patient safety and quality among executive leaders in health care organizations. We designed, implemented, and evaluated a simulation as part of a larger safety leadership network meeting for executive leaders. This simulation targeted knowledge competencies of governance priority, culture of continuous improvement, and internal transparency and feedback. Eight teams of leaders in health care organizations-a total of 55 participants-participated in a 4-hour session. Each team performed collectively as a new chief executive officer (CEO) tasked with a goal of rescuing a hospital with a failing safety record. Teams worked on a modifiable simulation board reflecting the current dysfunctional organizational structure of the simulated hospital. They assessed and redesigned accountability structures based on information acquired in encounter sessions with confederates playing the role of internal staff and external consultants. Data were analyzed, and results are presented as qualitative themes arising from the simulation exercise, participant reaction data, and performance during the simulation. Key findings include high degrees of variability in solutions developed for the dysfunctional hospital system and generally positive learner reactions to the simulation experience. This study illustrates the potential value of simulation as a mechanism for learning and strategy development for executive leaders grappling with patient safety issues. Future research should explore the cognitive or functional fidelity of organizational simulations and the use of custom scenarios for strategic planning.

[Using TRM to Enhance the Accuracy of Ventilator-Associated Pneumonia Preventive Measures Implemented by Neonatal Intensive Care Unit Medical Staffs].

PubMed

Huang, Yu-Ting; Huang, Chao-Ya; Su, Hsiu-Ya; Ma, Chen-Te

2018-06-01

Ventilator-associated pneumonia (VAP) is a common healthcare-associated infection in the neonatal intensive care unit (NICU). The average VAP infection density was 4.7‰ in our unit between June and August 2015. The results of a status survey indicated that in-service education lacked specialization, leading to inadequate awareness among staffs regarding the proper care of newborns with VAP and a lack of related care guides. This, in turn, resulted in inconsistencies in care measures for newborns with VAP. To improve the accuracy of implementation of preventive measures for VAP among medical staffs and reduce the density of VAP infections in the NICU. Conduct a literature search and adopt medical team resources management methods; establish effective team communication; establish monitoring mechanisms and incentives; establish mandatory in-service specialization education contents and a VAP preventive care guide exclusively for newborns as a reference for medical staffs during care execution; install additional equipment and aids and set reminders to ensure the implementation of VAP preventive measures. The accuracy rate of preventive measure execution by medical staffs improved from 70.1% to 97.9% and the VAP infection density in the NICU decreased from 4.7‰ to 0.52‰. Team integration effectively improved the accuracy of implementation of VAP-prevention measures, reduced the density of VAP infections, enhanced quality of care, and ensured that newborns received care that was more in line with specialization needs.

Agile software development in an earned value world: a survival guide

NASA Astrophysics Data System (ADS)

Kantor, Jeffrey; Long, Kevin; Becla, Jacek; Economou, Frossie; Gelman, Margaret; Juric, Mario; Lambert, Ron; Krughoff, Simon; Swinbank, John D.; Wu, Xiuqin

2016-08-01

Agile methodologies are current best practice in software development. They are favored for, among other reasons, preventing premature optimization by taking a somewhat short-term focus, and allowing frequent replans/reprioritizations of upcoming development work based on recent results and current backlog. At the same time, funding agencies prescribe earned value management accounting for large projects which, these days, inevitably include substantial software components. Earned Value approaches emphasize a more comprehensive and typically longer-range plan, and tend to characterize frequent replans and reprioritizations as indicative of problems. Here we describe the planning, execution and reporting framework used by the LSST Data Management team, that navigates these opposite tensions.

Human Research Program: 2010 Annual Report

NASA Technical Reports Server (NTRS)

2010-01-01

2010 was a year of solid performance for the Human Research Program in spite of major changes in NASA's strategic direction for Human Spaceflight. Last year, the Program completed the final steps in solidifying the management foundation, and in 2010 we achieved exceptional performance from all elements of the research and technology portfolio. We transitioned from creating building blocks to full execution of the management tools for an applied research and technology program. As a team, we continue to deliver the answers and technologies that enable human exploration of space. While the Agency awaits strategic direction for human spaceflight, the Program is well positioned and critically important to helping the Agency achieve its goals.

Leadership skills and attributes of women and nurse executives: challenges for the 21st century.

PubMed

Carroll, Theresa L

2005-01-01

This study used a descriptive comparative design in which the skills/attributes identified by women leaders were compared to the skills/attributes identified by the nurse executives (NEs). For the women leaders and NEs, 6 factors were identified through principal components analysis: (1) personal integrity, (2) strategic vision/action orientation, (3) team building/communication skills, (4) management and technical competencies, (5) people skills (eg, empowering others, networking, valuing diversity, working collaboratively), and (6) personal survival skills/attributes (eg, political sensitivity, self-direction, self-reliance, courage, and candor). The items that received the highest level of agreement regarding importance for both groups were contained in the personal integrity factor, which included ethical standards, trustworthiness, and credibility. These factors are discussed and implications for leadership development and nursing administration graduate programs are identified.

Strategies Used by Superintendents in Developing Leadership Teams

ERIC Educational Resources Information Center

Smith, Donna J.

2013-01-01

The purpose of this study was to determine the strategies public school superintendents across the nation use to develop executive leadership teams. Extensive research has been conducted in private for profit and medical settings, however relatively little research on leading teams has been conducted in the public education sector. Research based…

EOS Laser Atmosphere Wind Sounder (LAWS) investigation

NASA Technical Reports Server (NTRS)

Emmitt, George D.

1991-01-01

The related activities of the contract are outlined for the first year. These include: (1) attend team member meetings; (2) support EOS Project with science related activities; (3) prepare and Execution Phase plan; and (4) support LAWS and EOSDIS related work. Attached to the report is an appendix, 'LAWS Algorithm Development and Evaluation Laboratory (LADEL)'. Also attached is a copy of a proposal to the NASA EOS for 'LAWS Sampling Strategies and Wind Computation Algorithms -- Storm-Top Divergence Studies. Volume I: Investigation and Technical Plan, Data Plan, Computer Facilities Plan, Management Plan.'

Reducing NPR 7120.5D to Practice: Transitioning from Design Reviews to the SIR Hardware Review

NASA Technical Reports Server (NTRS)

Taylor, Randall

2011-01-01

The Gravity Recovery And Interior Laboratory (GRAIL) mission was the first Jet Propulsion Laboratory (JPL) project initiated under NASA's revised rules for space flight project management, NPR 7120.5D, "NASA Space Flight Program and Project Management Requirements." NASA selected GRAIL through a competitive Announcement of Opportunity process and funded its Phase B Preliminary Design effort. The team's first major milestone was a JPL institutional milestone, the Project Mission System Review (PMSR), which proved an excellent tune-up for the end-of-Phase-B NASA life-cycle review, the Preliminary Design Review (PDR). Building on JPL experience on the Prometheus and Juno projects, the team successfully organized for and conducted these reviews on an aggressive schedule. For the Project Critical Design Review (CDR), lessons learned from the PDR and updated Standing Review Board (SRB) practices from the Agency were factored into the review preparation effort. Additionally, the review was held at the Principal Investigator's institution, the Massachusetts Institute of Technology, rather than at the project management center (JPL), which necessitated additional cross-country coordination steps. The PMSR, PDR, and CDR were design reviews and largely paper-oriented. For the System Integration Review (SIR), the project needed to transition to a hardware review and deal with paper in a very different manner. While many of the practices employed for the design reviews were modified and retained (e.g., review preparation team, gate products management, pre-reviews, SRB coordination), the review agenda, presentation style, and slide templates were significantly changed. A key success factor concerned the handling of project open paper, which was succinctly and effectively communicated to the SRB in presentations.This paper provides a brief overview of the GRAIL mission and its project management challenges, provides a detailed description of project SIR preparation and execution activities, including positive and negative lessons learned and identifies recommendations for future NASA (and non- NASA) project teams.

5 CFR 250.301 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-01-01

... in 5 U.S.C. 105. Executives are members of the Senior Executive Service or equivalent. Leaders are an... leave. Team leaders are those who provide employees with day-to-day guidance in work projects, but do...

Understanding the impact of power in organizations.

PubMed

King, C; Koliner, A

1999-03-01

Although implementation of Shared Governance appears to have failed, it failed primarily on the surface. Many staff nurses actively involved in the Shared Governance movement not only were empowered but were dramatically affected on a professional level. Several council chairpersons were empowered to assume management roles in the transition back to the hierarchial model--a manifestation of their professional growth and development. At the unit level, several units lobbied the new leadership to allow them to continue to do peer review and unit-based council management of unit governance issues. Three councils lobbied to continue to do their work, although in a modified role, in the reestablished hierarchial structure. The three remaining councils were those of Practice, Quality, and Research. If nurse leaders at any level within the organization are to guide their departments forward while in the throes of the current chaos in health care, they must develop and use their power bases, both formal and informal, as individuals and then as leaders. Russell Coile identifies the need for more clinical expertise (expert power) on the executive team of health care organizations. He predicts that 50% of the executive team will be nurses and physicians and that only health care executives with an MBA or financial backgrounds, who also have well-developed informal power bases with skills in relationship development, facilitation, and networking, will be part of the new system. Those with a diversified informal power base will be most successful in guiding their organization to its destination. The future for nursing leaders is in the sharing of information; it is about embracing diversity and recognizing the contributions others can make that are refreshingly different; it is also about clearly defining a balance in life, because balanced leaders who have found a way to nurture and meet their own needs are better positioned to do the same for others. Ultimately, understanding the impact of power in an organization, regardless of organizational structure, begins with understanding and defining your own power base.

Mentoring in health services management: reflections on an evolving training ground.

PubMed

Sherrill, Windsor Westbrook; Westerman, John; Howell, R Edward; Saul, Thomas P; Lowe, John M

2012-01-01

Since the University of Chicago Health Management program was first initiated in 1932, programs and health delivery organizations have dealt with the issue of how to best provide a meaningful transition from academia to entry-level management. Today, new challenges face the same old questions: New federal legislation and increased demand for a finite supply of services cause increased revenue and expense pressures and result in the need for a higher performance level by a well-coordinated management team. In addressing these challenges, mentoring is an essential requirement for survival and success in health services. The long-term success of future practitioners will require both an understanding and incorporation of mentoring in their skill set. The University of Virginia Medical Center recently sponsored a health management education summit to examine the role of mentoring in health services administration education. Leading the program were John Westerman, former interim president of Association of University Programs in Healthcare Administration and chief executive officer emeritus of the University of Minnesota Health System, and R. Edward Howell, chief executive officer of the University of Virginia Medical Center. Summit participants included individuals who had completed administrative fellowship training programs. What follows is a review of the discussions during the summit, including a valuation of the health services fellowship as a learning experience as well as structure and essential elements of administrative mentoring programs.

Lessons Learned Study Final Report for the Exploration Systems Mission Directorate

NASA Technical Reports Server (NTRS)

Van Laak, Jim; Brumfield, M. Larry; Moore, Arlene A.; Anderson, Brooke; Dempsey, Jim; Gifford, Bob; Holloway, Chip; Johnson, Keith

2004-01-01

This report is the final product of a 90-day study performed for the Exploration Systems Mission Directorate. The study was to assemble lessons NASA has learned from previous programs that could help the Exploration Systems Mission Directorate pursue the Exploration vision. It focuses on those lessons that should have the greatest significance to the Directorate during the formulation of program and mission plans. The study team reviewed a large number of lessons learned reports and data bases, including the Columbia Accident Investigation Board and Rogers Commission reports on the Shuttle accidents, accident reports from robotic space flight systems, and a number of management reviews by the Defense Sciences Board, Government Accountability Office, and others. The consistency of the lessons, findings, and recommendations validate the adequacy of the data set. In addition to reviewing existing databases, a series of workshops was held at each of the NASA centers and headquarters that included senior managers from the current workforce as well as retirees. The full text of the workshop reports is included in Appendix A. A lessons learned website was opened up to permit current and retired NASA personnel and on-site contractors to input additional lessons as they arise. These new lessons, when of appropriate quality and relevance, will be brought to the attention of managers. The report consists of four parts: Part 1 provides a small set of lessons, called the Executive Lessons Learned, that represent critical lessons that the Exploration Systems Mission Directorate should act on immediately. This set of Executive Lessons and their supporting rationale have been reviewed at length and fully endorsed by a team of distinguished NASA alumni; Part 2 contains a larger set of lessons, called the Selected Lessons Learned, which have been chosen from the lessons database and center workshop reports on the basis of their specific significance and relevance to the near-term work of the Exploration Directorate. These lessons frequently support the Executive lessons but are more general in nature; Part 3 consists of the reports of the center workshops that were conducted as part of this activity. These reports are included in their entirety (approximately 200 pages) in Appendix G and have significance for specific managers; Part 4 consists of the remainder of the lessons that have been selected by this effort and assembled into a database for the use of the Explorations Directorate. The database is archived and hosted in the Lessons Learned Knowledge Network, which provides a flexible search capability using a wide variety of search terms. Finally, a spreadsheet lists databases searched and a bibliography identifies reports that have been reviewed as sources of lessons for this task. NASA has been presented with many learning opportunities. We have conducted numerous programs, some extremely successful and others total failures. Most have been documented with a formal lessons learned activity, but we have not always incorporated these learning opportunities into our normal modes of business. For example, the Robbins Report of 2001 clearly indicates that many project failures of the past two decades were the result of violating well documented best practices, often in direct violation of management instructions and directives. An overarching lesson emerges: that disciplined execution in accordance with proven best practices is the greatest single contributor to a successful program. The Lessons Learned task team offers a sincere hope that the lessons presented herein will be helpful to the Exploration Systems Directorate in charting and executing their course. The success of the Directorate and of NASA in general depends on our collective ability to move forward without having to relearn the lessons of those who have gone before.

A comparative analysis of dynamic grids vs. virtual grids using the A3pviGrid framework.

PubMed

Shankaranarayanan, Avinas; Amaldas, Christine

2010-11-01

With the proliferation of Quad/Multi-core micro-processors in mainstream platforms such as desktops and workstations; a large number of unused CPU cycles can be utilized for running virtual machines (VMs) as dynamic nodes in distributed environments. Grid services and its service oriented business broker now termed cloud computing could deploy image based virtualization platforms enabling agent based resource management and dynamic fault management. In this paper we present an efficient way of utilizing heterogeneous virtual machines on idle desktops as an environment for consumption of high performance grid services. Spurious and exponential increases in the size of the datasets are constant concerns in medical and pharmaceutical industries due to the constant discovery and publication of large sequence databases. Traditional algorithms are not modeled at handing large data sizes under sudden and dynamic changes in the execution environment as previously discussed. This research was undertaken to compare our previous results with running the same test dataset with that of a virtual Grid platform using virtual machines (Virtualization). The implemented architecture, A3pviGrid utilizes game theoretic optimization and agent based team formation (Coalition) algorithms to improve upon scalability with respect to team formation. Due to the dynamic nature of distributed systems (as discussed in our previous work) all interactions were made local within a team transparently. This paper is a proof of concept of an experimental mini-Grid test-bed compared to running the platform on local virtual machines on a local test cluster. This was done to give every agent its own execution platform enabling anonymity and better control of the dynamic environmental parameters. We also analyze performance and scalability of Blast in a multiple virtual node setup and present our findings. This paper is an extension of our previous research on improving the BLAST application framework using dynamic Grids on virtualization platforms such as the virtual box.

Ultra-scale Visualization Climate Data Analysis Tools (UV-CDAT)

DOE Office of Scientific and Technical Information (OSTI.GOV)

Williams, Dean N.

2011-07-20

This report summarizes work carried out by the Ultra-scale Visualization Climate Data Analysis Tools (UV-CDAT) Team for the period of January 1, 2011 through June 30, 2011. It discusses highlights, overall progress, period goals, and collaborations and lists papers and presentations. To learn more about our project, please visit our UV-CDAT website (URL: http://uv-cdat.org). This report will be forwarded to the program manager for the Department of Energy (DOE) Office of Biological and Environmental Research (BER), national and international collaborators and stakeholders, and to researchers working on a wide range of other climate model, reanalysis, and observation evaluation activities. Themore » UV-CDAT executive committee consists of Dean N. Williams of Lawrence Livermore National Laboratory (LLNL); Dave Bader and Galen Shipman of Oak Ridge National Laboratory (ORNL); Phil Jones and James Ahrens of Los Alamos National Laboratory (LANL), Claudio Silva of Polytechnic Institute of New York University (NYU-Poly); and Berk Geveci of Kitware, Inc. The UV-CDAT team consists of researchers and scientists with diverse domain knowledge whose home institutions also include the National Aeronautics and Space Administration (NASA) and the University of Utah. All work is accomplished under DOE open-source guidelines and in close collaboration with the project's stakeholders, domain researchers, and scientists. Working directly with BER climate science analysis projects, this consortium will develop and deploy data and computational resources useful to a wide variety of stakeholders, including scientists, policymakers, and the general public. Members of this consortium already collaborate with other institutions and universities in researching data discovery, management, visualization, workflow analysis, and provenance. The UV-CDAT team will address the following high-level visualization requirements: (1) Alternative parallel streaming statistics and analysis pipelines - Data parallelism, Task parallelism, Visualization parallelism; (2) Optimized parallel input/output (I/O); (3) Remote interactive execution; (4) Advanced intercomparison visualization; (5) Data provenance processing and capture; and (6) Interfaces for scientists - Workflow data analysis and visualization construction tools, and Visualization interfaces.« less

Are You Overpaying Your Academic Executive Team? A Method for Detecting Unmerited Academic Executive Compensation

ERIC Educational Resources Information Center

Pearce, Joshua

2016-01-01

University tuition fees and student debt have risen in part due to rapid expansion of university administration compensation. This study provides a novel methodology for detecting inappropriate executive compensation within universities. The usefulness of academic ideas is openly ranked using the h-index. By comparing the ratio of academic…

Theater Security Cooperation: The Military Engagement Team. Lessons and Best Practices

DTIC Science & Technology

2017-01-01

Reproduction of this publication is welcomed and highly encouraged. Theater Security Cooperation: The Military Engagement Team FOLLOW CALL ON SOCIAL...Cooperation: The MET Table of Contents Chapter 1. Military Engagement Team 1 Chapter 2. Predeployment Training 7 Chapter 3. Engagement Planning 13...Chapter 4. Engagement Execution 19 Chapter 5. Engagement Closeout 23 Appendix A. Military Engagement Team Position Descriptions and Duties 27 Appendix

78 FR 52946 - Changes in Flood Hazard Determinations

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-27

........ 170158 Schaumburg (13-05- Larson, Municipal team.com/starr/LOMR/ 1146P). President, Building, Pages...... 440018 (12-01-1131P). Joseph M. Department of team.com/starr/LOMR/ Polisena, Mayor, Building Pages/Region..., Building, 410 team.com/starr/LOMR/ County (12-05- County Executive, South Walnut Pages/RegionV.aspx. 6032P...

The seven habits of highly effective project managers

NASA Astrophysics Data System (ADS)

Warner, Mark; Summers, Richard

2016-08-01

Why do some astronomy projects succeed, while others fail? There are obviously many different factors that can and do influence the outcome of any given project, but one of the most prevalent characteristics among successful projects is the combined skills and qualifications of the project manager (PM) at their helms. But this begs an obvious question: what exactly makes a project manager "skilled and qualified?" Asked another way, are there common traits, philosophies, and/or techniques that the most successful PMs share, and if so, what are they? The short answer is yes, the majority successful engineering project managers have significant skills, habits, and character traits in common. The longer answer is there are at least seven of these key traits, or "habits" that many successful PMs share and, more importantly, implement within their respective projects. This paper presents these key factors, including thoughts on scope and quality management, cost and schedule control, project team structures, risk management strategies, stakeholder management, and general project execution.

Developing high-quality educational software.

PubMed

Johnson, Lynn A; Schleyer, Titus K L

2003-11-01

The development of effective educational software requires a systematic process executed by a skilled development team. This article describes the core skills required of the development team members for the six phases of successful educational software development. During analysis, the foundation of product development is laid including defining the audience and program goals, determining hardware and software constraints, identifying content resources, and developing management tools. The design phase creates the specifications that describe the user interface, the sequence of events, and the details of the content to be displayed. During development, the pieces of the educational program are assembled. Graphics and other media are created, video and audio scripts written and recorded, the program code created, and support documentation produced. Extensive testing by the development team (alpha testing) and with students (beta testing) is conducted. Carefully planned implementation is most likely to result in a flawless delivery of the educational software and maintenance ensures up-to-date content and software. Due to the importance of the sixth phase, evaluation, we have written a companion article on it that follows this one. The development of a CD-ROM product is described including the development team, a detailed description of the development phases, and the lessons learned from the project.

The ambidextrous organization.

PubMed

O'Reilly, Charles A; Tushman, Michael L

2004-04-01

Corporate executives must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future. This mental balancing act is one of the toughest of all managerial challenges--it requires executives to explore new opportunities even as they work diligently to exploit existing capabilities--and it's no surprise that few companies do it well. But as every businessperson knows, there are companies that do. What's their secret? These organizations separate their new, exploratory units from their traditional, exploitative ones, allowing them to have different processes, structures, and cultures; at the same time, they maintain tight links across units at the senior executive level. Such "ambidextrous organizations," as the authors call them, allow executives to pioneer radical or disruptive innovations while also pursuing incremental gains. Of utmost importance to the ambidextrous organization are ambidextrous managers--executives who have the ability to understand and be sensitive to the needs of very different kinds of businesses. They possess the attributes of rigorous cost cutters and free-thinking entrepreneurs while also maintaining the objectivity required to make difficult trade-offs. Almost every company needs to renew itself through the creation of breakthrough products and processes, but it shouldn't do so at the expense of its traditional business. Building an ambidextrous organization is by no means easy, but the structure itself, combining organizational separation with senior team integration, is not difficult to understand. Given the executive will to make it happen, any company can become ambidextrous.

Administrative decision making: a stepwise method.

PubMed

Oetjen, Reid M; Oetjen, Dawn M; Rotarius, Timothy

2008-01-01

Today's health care organizations face tremendous challenges and fierce competition. These pressures impact the decisions that managers must execute on any given day, not to mention the ever-present constraints of time, personnel, competencies, and finances. The importance of making quality and informed decisions cannot be underestimated. Traditional decision making methods are inadequate for today's larger, more complex health care organizations and the rapidly changing health care environment. As a result, today's health care managers and their teams need new approaches to making decisions for their organizations. This article examines the managerial decision making process and offers a model that can be used as a decision making template to help managers successfully navigate the choppy health care seas. The administrative decision making model will enable health care managers and other key decision makers to avoid the common pitfalls of poor decision making and guide their organizations to success.

Preparing for the future: a case study of role changing and reengineering. Recognize and seize the new opportunities.

PubMed

Holland, C A

1995-01-01

Today's laboratory managers are caught in the midst of a tumultuous environment as a result of managed care, mergers and acquisitions, and downsizing. We must prepare ourselves through continuous learning, recognize the marketable value of our skills outside of the laboratory, and seize opportunities to expand into new roles. At Arkansas Children's Hospital, the Chief Executive Officer selected the Administrative Director of Laboratories to reengineer the General Pediatric Center. Our goals were to improve quality of care, efficiency, teamwork, clinic visit times, and satisfaction of patients, staff, and physicians. We developed ideal objectives from surveys, brainstorming sessions, and interviews to serve as guidelines for reengineering teams. Teams met the goals and 12 of 15 ideal objectives. Patient flow redesign resulted in different processes for different patient populations and a 35% decrease in the average clinic visit time. Patient, staff, and physician satisfaction improved, as did the clinic's financial status. The project's success confirms that our leadership and analytical skills are transferable from the laboratory to carry us to new heights in other health-care arenas.

Flat-plate solar array project. Volume 1: Executive summary

NASA Technical Reports Server (NTRS)

Callaghan, W.; Mcdonald, R.

1986-01-01

In 1975, the U.S. Government contracted the Jet Propulsion Lab. to develop, by 1985, in conjunction with industry, the photovoltaics (PV) module and array technology required for widespread use of photovoltaics as a significant terrestrial energy source. As a result, a project that eventually became known as the Flat Plate Solar Array (FSA) Project was formed to manage an industry, university, and Government team to perform the necessary research and development. The original goals were to achieve widespread commercial use of PV modules and arrays through the development of technology that would allow them to be profitably sold for $1.07/peak watts (1985 dollars). A 10% module conversion efficiency and a 20 year lifetime were also goals. It is intended that the executive summary provide the means by which one can gain a perspective on 11 years of terrestrial photovoltaic research and development conducted by the FSA Project.

Implementing AORN recommended practices for surgical attire.

PubMed

Braswell, Melanie L; Spruce, Lisa

2012-01-01

Surgical attire is intended to protect both patients and perioperative personnel. AORN published the "Recommended practices for surgical attire" to guide perioperative RNs in establishing protocols for selecting, wearing, and laundering surgical attire. Perioperative RNs should work with vendors and managers to ensure appropriate surgical attire is available, model the correct practices for donning and wearing surgical attire, and teach team members about evidence-based practices. The recommendation that surgical attire not be home laundered is supported by evidence that perioperative nurses can share with their colleagues and managers to help support appropriate practices. Hospital and ambulatory surgery center scenarios have been included as examples of appropriate execution of these recommended practices. Copyright © 2012 AORN, Inc. Published by Elsevier Inc. All rights reserved.

Nelson: management is a team effort.

PubMed

Nelson, S I

2001-11-01

Sally I. Nelson, CPA, is executive vice president, chief financial officer, and chief information officer for Texas Children's Hospital in Houston, the largest freestanding pediatric hospital in the United States. It is a part of Texas Children's Hospital and Integrated Delivery System (TCH IDS). Before joining the organization in 1986, Nelson served as a senior manager in the computer services consulting practice of KPMG Peat Marwick-Houston. Nelson recently was named a finalist in CFO magazine's national 2001 CFO Excellence Awards, the first CFO of a not-for-profit organization to be named a finalist since not-for-profits became eligible for the awards. She was cited for her accomplishments in managing expectations and relationships with the community and its leaders, government officials, Baylor College of Medicine, physicians, patients' families, hospital personnel, trustees of the hospital, and investors.

78 FR 21715 - Sexual Assault Prevention and Response (SAPR) Program Procedures

Federal Register 2010, 2011, 2012, 2013, 2014

2013-04-11

... high-risk team to monitor cases where the sexual assault victim's life and safety may be in jeopardy... in Military Rule of Evidence 514. (9) Requires the execution of a high-risk team to monitor cases...

Digital Model-Based Engineering: Expectations, Prerequisites, and Challenges of Infusion

NASA Technical Reports Server (NTRS)

Hale, J. P.; Zimmerman, P.; Kukkala, G.; Guerrero, J.; Kobryn, P.; Puchek, B.; Bisconti, M.; Baldwin, C.; Mulpuri, M.

2017-01-01

Digital model-based engineering (DMbE) is the use of digital artifacts, digital environments, and digital tools in the performance of engineering functions. DMbE is intended to allow an organization to progress from documentation-based engineering methods to digital methods that may provide greater flexibility, agility, and efficiency. The term 'DMbE' was developed as part of an effort by the Model-Based Systems Engineering (MBSE) Infusion Task team to identify what government organizations might expect in the course of moving to or infusing MBSE into their organizations. The Task team was established by the Interagency Working Group on Engineering Complex Systems, an informal collaboration among government systems engineering organizations. This Technical Memorandum (TM) discusses the work of the MBSE Infusion Task team to date. The Task team identified prerequisites, expectations, initial challenges, and recommendations for areas of study to pursue, as well as examples of efforts already in progress. The team identified the following five expectations associated with DMbE infusion, discussed further in this TM: (1) Informed decision making through increased transparency, and greater insight. (2) Enhanced communication. (3) Increased understanding for greater flexibility/adaptability in design. (4) Increased confidence that the capability will perform as expected. (5) Increased efficiency. The team identified the following seven challenges an organization might encounter when looking to infuse DMbE: (1) Assessing value added to the organization. Not all DMbE practices will be applicable to every situation in every organization, and not all implementations will have positive results. (2) Overcoming organizational and cultural hurdles. (3) Adopting contractual practices and technical data management. (4) Redefining configuration management. The DMbE environment changes the range of configuration information to be managed to include performance and design models, database objects, as well as more traditional book-form objects and formats. (5) Developing information technology (IT) infrastructure. Approaches to implementing critical, enabling IT infrastructure capabilities must be flexible, reconfigurable, and updatable. (6) Ensuring security of the single source of truth (7) Potential overreliance on quantitative data over qualitative data. Executable/ computational models and simulations generally incorporate and generate quantitative vice qualitative data. The Task team also developed several recommendations for government, academia, and industry, as discussed in this TM. The Task team recommends continuing beyond this initial work to further develop the means of implementing DMbE and to look for opportunities to collaborate and share best practices.

A time for growth: an interview with Amgen CEO Kevin Sharer. Interview by Paul Hemp.

PubMed

Sharer, Kevin

2004-01-01

Fast growth is a nice problem to have--but a hard one to manage well. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the special challenges leaders face when their companies are on a roll. Sharer, who was also head of marketing at pre-WorldCom MCI and a division head and a staff assistant to Jack Welch at GE, offers insights drawn from his own experience--and from his own self-proclaimed blunders: "I learned the hard way that you need to become credible and enlist support inside the company before you start trying to be a change agent. If you think you're going to make change happen simply by force of personality or position or intellect, you'd better think again." And change there was: Under Sharer's leadership, Amgen overhauled its management team, altered its culture, and launched a couple of blockbuster products. How do chief executives survive in that kind of dizzying environment? "A CEO must always be switching between different altitudes--tasks of different levels of abstraction and specificity," Sharer says. "You might need to spend time working on a redesign of your organizational structure and then quickly switch to drafting a memo to all employees aimed at reinforcing one of the company's values." Having a supportive and capable top team is also key: "A top management team is the most revealing window into a CEO's style, values, and aspirations.... If you don't have the right top team, you won't have the right tiers below them. [The] A players won't work for B players. Maybe with a company like GE, the reputation of the company is so strong that it can attract top people to work for weaker managers. In a new company like Amgen, that won't happen."

Solar technical assistance provided to Forest City military communities in Hawaii for incorporation of 20-30 MW of solar energy generation to power family housing for US Navy personnel.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Dominick, Jeff; Merrigan, Tim; Boudra, Will

2010-06-01

In May 2007, Forest City Military Communities won a US Department of Energy Solar America Showcase Award. As part of this award, executives and staff from Forest City Military Communities worked side-by-side with a DOE technical assistance team to overcome technical obstacles encountered by this large-scale real estate developer and manager. This paper describes the solar technical assistance that was provided and the key solar experiences acquired by Forest City Military Communities over an 18 month period.

2014 Zero Waste Strategic Plan Executive Summary.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Wrons, Ralph J.

Sandia National Laboratories/New Mexico is located in Albuquerque, New Mexico, primarily on Department of Energy (DOE) permitted land on approximately 2,800 acres of Kirtland Air Force Base. There are approximately 5.5 million square feet of buildings, with a workforce of approximately 9200 personnel. Sandia National Laboratories Materials Sustainability and Pollution Prevention (MSP2) program adopted in 2008 an internal team goal for New Mexico site operations for Zero Waste to Landfill by 2025. Sandia solicited a consultant to assist in the development of a Zero Waste Strategic Plan. The Zero Waste Consultant Team selected is a partnership of SBM Management Servicesmore » and Gary Liss & Associates. The scope of this Plan is non-hazardous solid waste and covers the life cycle of material purchases to the use and final disposal of the items at the end of their life cycle.« less

Overview of NASA's In Space Robotic Servicing

NASA Technical Reports Server (NTRS)

Reed, Benjamin B.

2015-01-01

The panel discussion will start with a presentation of the work of the Satellite Servicing Capabilities Office (SSCO), a team responsible for the overall management, coordination, and implementation of satellite servicing technologies and capabilities for NASA. Born from the team that executed the five Hubble servicing missions, SSCO is now maturing a core set of technologies that support both servicing goals and NASA's exploration and science objectives, including: autonomous rendezvous and docking systems; dexterous robotics; high-speed, fault-tolerant computing; advanced robotic tools, and propellant transfer systems. SSCOs proposed Restore-L mission, under development since 2009, is rapidly advancing the core capabilities the fledgling satellite-servicing industry needs to jumpstart a new national industry. Restore-L is also providing key technologies and core expertise to the Asteroid Redirect Robotic Mission (ARRM), with SSCO serving as the capture module lead for the ARRM effort. Reed will present a brief overview of SSCOs history, capabilities and technologies.

Enhancing Cassini Operations & Science Planning Tools

NASA Technical Reports Server (NTRS)

Castello, Jonathan

2012-01-01

The Cassini team uses a variety of software utilities as they manage and coordinate their mission to Saturn. Most of these tools have been unchanged for many years, and although stability is a virtue for long-lived space missions, there are some less-fragile tools that could greatly benefit from modern improvements. This report shall describe three such upgrades, including their architectural differences and their overall impact. Emphasis is placed on the motivation and rationale behind architectural choices rather than the final product, so as to illuminate the lessons learned and discoveries made.These three enhancements included developing a strategy for migrating Science Planning utilities to a new execution model, rewriting the team's internal portal for ease of use and maintenance, and developing a web-based agenda application for tracking the sequence of files being transmitted to the Cassini spacecraft. Of this set, the first two have been fully completed, while the agenda application is currently in the early prototype stage.

[Management systems of the quality of health care in Quebec hospitals].

PubMed

François, P

2001-03-31

The aim of this study was to take stock of the development of quality management systems in the Quebec health care services. The study relied on semi-guided interviews and on a documentary analysis. It concerned the structure and the activity of quality management in 4 Montreal university hospitals as well as on outside organizations dealing with quality of care. Quality management of the health care services is dealt with by council on health care accreditation and regional health and social services agencies. In hospitals, the quality of services is managed by structures created by the administration council and the top management: the piloting committee, the head of quality assurance, the executive committees and the multidisciplinary team or self-evaluation of the hospital, and development of plans for improvement. Other activities are management of complaints, users satisfaction evaluation and follow-up of indicators. This system of quality management of services is currently expanding. This change of paradigm leads to accepting the view of services users and to change quality management methods. Those methods have evolved from normative approach to a continuous quality improvement approach.

Leadership Times Four.

ERIC Educational Resources Information Center

Smith, Roberta F.

2003-01-01

Describes Albuquerque (New Mexico) Public School's board of education's experience with an interim, four-person superintendency team appointed by the board to replace the previous superintendent. The team was composed of three associate superintendents and a local public-relations executive. Includes a brief description of the responsibilities and…

Competencies for health management practice: a practitioner's perspective.

PubMed

Wenzel, F J; Grady, R; Freedman, T J

1995-01-01

The current health care environment will require executive leadership with a new set of management competencies to effectively lead and manage the various components of a restructured health care delivery system. The traditional management skills of planning, organizing, directing, controlling, and staffing resources will remain relevant, but the true measure of professional success will be the development of conceptual skills. This means the ability to look at the health care enterprise as a whole, and recognize how changes in the environment shape your strategic mission, goals, and objectives. The successful health care leader will have a demonstrated ability to apply these conceptual skills to the development of information systems and integrated networks that position their organization to accept capitated risks. This paper examines the United States and Canadian health care systems from the perspective of both the more traditional hospital and the emerging medical care organizations. New importance of the team approach to leadership and management and all that entails is stressed.

Advanced consequence management program: challenges and recent real-world implementations

NASA Astrophysics Data System (ADS)

Graser, Tom; Barber, K. S.; Williams, Bob; Saghir, Feras; Henry, Kurt A.

2002-08-01

The Enhanced Consequence Management, Planning and Support System (ENCOMPASS) was developed under DARPA's Advanced Consequence Management program to assist decision-makers operating in crisis situations such as terrorist attacks using conventional and unconventional weapons and natural disasters. ENCOMPASS provides the tools for first responders, incident commanders, and officials at all levels to share vital information and consequently, plan and execute a coordinated response to incidents of varying complexity and size. ENCOMPASS offers custom configuration of components with capabilities ranging from map-based situation assessment, situation-based response checklists, casualty tracking, and epidemiological surveillance. Developing and deploying such a comprehensive system posed significant challenges for DARPA program management, due to an inherently complex domain, a broad spectrum of customer sites and skill sets, an often inhospitable runtime environment, demanding development-to-deployment transition requirements, and a technically diverse and geographically distributed development team. This paper introduces ENCOMPASS and explores these challenges, followed by an outline of selected ENCOMPASS deployments, demonstrating how ENCOMPASS can enhance consequence management in a variety real world contexts.

Clinical practice guidelines for the management of metastatic colorectal cancer: a consensus statement of the Hellenic Society of Medical Oncologists (HeSMO)

PubMed Central

Dervenis, Christos; Xynos, Evaghelos; Sotiropoulos, George; Gouvas, Nikolaos; Boukovinas, Ioannis; Agalianos, Christos; Androulakis, Nikolaos; Athanasiadis, Athanasios; Christodoulou, Christos; Chrysou, Evangelia; Emmanouilidis, Christos; Georgiou, Panagiotis; Karachaliou, Niki; Katopodi, Ourania; Kountourakis, Panteleimon; Kyriazanos, Ioannis; Makatsoris, Thomas; Papakostas, Pavlos; Papamichael, Demetris; Pechlivanides, George; Pentheroudakis, Georgios; Pilpilidis, Ioannis; Sgouros, Joseph; Tekkis, Paris; Triantopoulou, Charina; Tzardi, Maria; Vassiliou, Vassilis; Vini, Louiza; Xynogalos, Spyridon; Ziras, Nikolaos; Souglakos, John

2016-01-01

There is discrepancy and failure to adhere to current international guidelines for the management of metastatic colorectal cancer (CRC) in hospitals in Greece and Cyprus. The aim of the present document is to provide a consensus on the multidisciplinary management of metastastic CRC, considering both special characteristics of our Healthcare System and international guidelines. Following discussion and online communication among the members of an executive team chosen by the Hellenic Society of Medical Oncology (HeSMO), a consensus for metastastic CRC disease was developed. Statements were subjected to the Delphi methodology on two voting rounds by invited multidisciplinary international experts on CRC. Statements reaching level of agreement by ≥80% were considered as having achieved large consensus, whereas statements reaching 60-80% moderate consensus. One hundred and nine statements were developed. Ninety experts voted for those statements. The median rate of abstain per statement was 18.5% (range: 0-54%). In the end of the process, all statements achieved a large consensus. The importance of centralization, care by a multidisciplinary team, adherence to guidelines, and personalization is emphasized. R0 resection is the only intervention that may offer substantial improvement in the oncological outcomes. PMID:27708505

324 Building B-Cell Pressurized Water Reactor Spent Fuel Packaging & Shipment RL Readiness Assessment Final Report [SEC 1 Thru 3

DOE Office of Scientific and Technical Information (OSTI.GOV)

HUMPHREYS, D C

A parallel readiness assessment (RA) was conducted by independent Fluor Hanford (FH) and U. S. Department of Energy, Richland Operations Office (RL) team to verify that an adequate state of readiness had been achieved for activities associated with the packaging and shipping of pressurized water reactor fuel assemblies from B-Cell in the 324 Building to the interim storage area at the Canister Storage Building in the 200 Area. The RL review was conducted in parallel with the FH review in accordance with the Joint RL/FH Implementation Plan (Appendix B). The RL RA Team members were assigned a FH RA Teammore » counterpart for the review. With this one-on-one approach, the RL RA Team was able to assess the FH Team's performance, competence, and adherence to the implementation plan and evaluate the level of facility readiness. The RL RA Team agrees with the FH determination that startup of the 324 Building B-Cell pressurized water reactor spent nuclear fuel packaging and shipping operations can safely proceed, pending completion of the identified pre-start items in the FH final report (see Appendix A), completion of the manageable list of open items included in the facility's declaration of readiness, and execution of the startup plan to operations.« less

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A. Volume 14

NASA Technical Reports Server (NTRS)

Hoffman, Edward J. (Editor); Lawbaugh, William M. (Editor)

1998-01-01

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Action Learning--An Experience Working with Executives at the IBM Corporation

ERIC Educational Resources Information Center

Tracy, Marianne

2011-01-01

The increasing emphasis on innovation in executive development has important implications for contemporary organizations talent professionals and strategy creators. Providing an experience that addresses individual and team development, strategic innovation, organizational alignment and the integration of values is the objective of the action…

Understanding "people" people.

PubMed

Butler, Timothy; Waldroop, James

2004-06-01

Nearly all areas of business--not just sales and human resources--call for interpersonal savvy. Relational know-how comprises a greater variety of aptitudes than many executives think. Some people can "talk a dog off a meat truck," as the saying goes. Others are great at resolving interpersonal conflicts. Some have a knack for translating high-level concepts for the masses. And others thrive when they're managing a team. Since people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees' relational interests and skills when making personnel choices and project assignments. After analyzing psychological tests of more than 7,000 business professionals, the authors have identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership. This article explains each one and offers practical advice to managers--how to build a well-balanced team, for instance, and how to gauge the relational skills of potential employees during interviews. To determine whether a job candidate excels in, say, relational creativity, ask her to describe her favorite advertising campaign, slogan, or image and tell you why she finds it to be so effective. Understanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals. It will also help you make better choices when it comes to your own career development. To get started, try the authors' free online assessment tool, which will measure both your orientation toward relational work in general and your interest level in each of its four dimensions.

ACHS Quality Awards 2000. Quality is the way we do business.

PubMed

Cruickshank, N; Bullock, J

2001-01-01

Hollywood Private Hospital recognized that the use of quality management processes can achieve numerous benefits; however, for this to occur quality must be regarded as normal business practice rather than a separate programme. Therefore, the means of ensuring a quality service must be embedded in the strategic plans of both the organization and individual departments. The Hollywood Private Hospital Executive committed the organization to this approach further building on the 'core values' of the hospital by: integrating quality into the Strategic Planning of the organization; integrating risk management into the existing quality system; further embedding of the core values into the culture of the organisation; introducing systems thinking into the organization; taking a process improvement approach to improving quality; involving staff in Quality Action Teams and utilizing the Evaluation and Quality Improvement Programme as the management framework to co-ordinate all the above.

Building a Framework that Supports Project Teams: An Example from a University/Community Collaborative Initiative

ERIC Educational Resources Information Center

Kolb, Judith A.; Sandmeyer, Louise E.

2007-01-01

In the university initiative described in this article, a series of project teams were funded to work on a variety of collaborative projects. The focus of this piece is on the framework that was developed and executed to select, support, and evaluate these teams. The framework is explained and described using data gathered throughout the study and…

NASA/Drexel program. [research effort in large-scale technical programs management for application to urban problems

NASA Technical Reports Server (NTRS)

1973-01-01

The results are reported of the NASA/Drexel research effort which was conducted in two separate phases. The initial phase stressed exploration of the problem from the point of view of three primary research areas and the building of a multidisciplinary team. The final phase consisted of a clinical demonstration program in which the research associates consulted with the County Executive of New Castle County, Delaware, to aid in solving actual problems confronting the County Government. The three primary research areas of the initial phase are identified as technology, management science, and behavioral science. Five specific projects which made up the research effort are treated separately. A final section contains the conclusions drawn from total research effort as well as from the specific projects.

An Interprofessional Approach to Continuing Education With Mass Casualty Simulation: Planning and Execution.

PubMed

Saber, Deborah A; Strout, Kelley; Caruso, Lisa Swanson; Ingwell-Spolan, Charlene; Koplovsky, Aiden

2017-10-01

Many natural and man-made disasters require the assistance from teams of health care professionals. Knowing that continuing education about disaster simulation training is essential to nursing students, nurses, and emergency first responders (e.g., emergency medical technicians, firefighters, police officers), a university in the northeastern United States planned and implemented an interprofessional mass casualty incident (MCI) disaster simulation using the Project Management Body of Knowledge (PMBOK) management framework. The school of nursing and University Volunteer Ambulance Corps (UVAC) worked together to simulate a bus crash with disaster victim actors to provide continued education for community first responders and train nursing students on the MCI process. This article explains the simulation activity, planning process, and achieved outcomes. J Contin Educ Nurs. 2017;48(10):447-453. Copyright 2017, SLACK Incorporated.

The clinical nurse leader: a response from practice.

PubMed

Drenkard, Karen Neil

2004-01-01

In October 2003, over 200 nurse leaders from education and practice met at the invitation of the American Association of Colleges of Nursing. A newly released white paper, describing the role of the clinical nurse leader, was discussed at the conference. This article outlines a response to that white paper from one practice setting. The article shares information about another role, that of team coordinator, that is similar to clinical nurse leader and has been implemented at an integrated not-for-profit health care system in 5 hospitals. The comparison of the team coordinator role to the clinical nurse leader role might assist in visualizing such a role in practice. Although the roles are not identical, many of the driving forces for change were similar; these included the need to meet the changing demands for improved patient outcomes and nurse retention. The team coordinator role has 4 domains of practice that are crosswalked against the clinical nurse leader 15 core competencies. An evaluation of the team coordinator role showed changes that need to be made, such as placing more emphasis on clinical progression of patients. Lessons learned are shared, including keeping the scope of the role manageable, providing documentation standards for new roles, and the leadership required of the nursing executive to implement change.

Implementing team huddles in small rural hospitals: How does the Kotter model of change apply?

PubMed

Baloh, Jure; Zhu, Xi; Ward, Marcia M

2017-12-17

To examine how the process of change prescribed in Kotter's change model applies in implementing team huddles, and to assess the impact of the execution of early change phases on change success in later phases. Kotter's model can help to guide hospital leaders to implement change and potentially to improve success rates. However, the model is under studied, particularly in health care. We followed eight hospitals implementing team huddles for 2 years, interviewing the change teams quarterly to inquire about implementation progress. We assessed how the hospitals performed in the three overarching phases of the Kotter model, and examined whether performance in the initial phase influenced subsequent performance. In half of the hospitals, change processes were congruent with Kotter's model, where performance in the initial phase influenced their success in subsequent phases. In other hospitals, change processes were incongruent with the model, and their success depended on implementation scope and the strategies employed. We found mixed support for the Kotter model. It better fits implementation that aims to spread to multiple hospital units. When the scope is limited, changes can be successful even when steps are skipped. Kotter's model can be a useful guide for nurse managers implementing changes. © 2017 John Wiley & Sons Ltd.

Clinical efficiency in a simulated emergency and relationship to team behaviours: a multisite cross-sectional study.

PubMed

Siassakos, D; Bristowe, K; Draycott, T J; Angouri, J; Hambly, H; Winter, C; Crofts, J F; Hunt, L P; Fox, R

2011-04-01

To identify specific aspects of teamworking associated with greater clinical efficiency in simulated obstetric emergencies. Cross-sectional secondary analysis of video recordings from the Simulation & Fire-drill Evaluation (SaFE) randomised controlled trial. Six secondary and tertiary maternity units. A total of 114 randomly selected healthcare professionals, in 19 teams of six members. Two independent assessors, a clinician and a language communication specialist identified specific teamwork behaviours using a grid derived from the safety literature. Relationship between teamwork behaviours and the time to administration of magnesium sulfate, a validated measure of clinical efficiency, was calculated. More efficient teams were likely to (1) have stated (recognised and verbally declared) the emergency (eclampsia) earlier (Kendall's rank correlation coefficient τ(b) = -0.53, 95% CI from -0.74 to -0.32, P=0.004); and (2) have managed the critical task using closed-loop communication (task clearly and loudly delegated, accepted, executed and completion acknowledged) (τ(b) = 0.46, 95% CI 0.17-0.74, P=0.022). Teams that administered magnesium sulfate within the allocated time (10 minutes) had significantly fewer exits from the labour room compared with teams who did not: a median of three (IQR 2-5) versus six exits (IQR 5-6) (P=0.03, Mann-Whitney U-test). Using administration of an essential drug as a valid surrogate of team efficiency and patient outcome after a simulated emergency, we found that more efficient teams were more likely to exhibit certain team behaviours relating to better handover and task allocation. © 2011 The Authors BJOG An International Journal of Obstetrics and Gynaecology © 2011 RCOG.

A WPS Based Architecture for Climate Data Analytic Services (CDAS) at NASA

NASA Astrophysics Data System (ADS)

Maxwell, T. P.; McInerney, M.; Duffy, D.; Carriere, L.; Potter, G. L.; Doutriaux, C.

2015-12-01

Faced with unprecedented growth in the Big Data domain of climate science, NASA has developed the Climate Data Analytic Services (CDAS) framework. This framework enables scientists to execute trusted and tested analysis operations in a high performance environment close to the massive data stores at NASA. The data is accessed in standard (NetCDF, HDF, etc.) formats in a POSIX file system and processed using trusted climate data analysis tools (ESMF, CDAT, NCO, etc.). The framework is structured as a set of interacting modules allowing maximal flexibility in deployment choices. The current set of module managers include: Staging Manager: Runs the computation locally on the WPS server or remotely using tools such as celery or SLURM. Compute Engine Manager: Runs the computation serially or distributed over nodes using a parallelization framework such as celery or spark. Decomposition Manger: Manages strategies for distributing the data over nodes. Data Manager: Handles the import of domain data from long term storage and manages the in-memory and disk-based caching architectures. Kernel manager: A kernel is an encapsulated computational unit which executes a processor's compute task. Each kernel is implemented in python exploiting existing analysis packages (e.g. CDAT) and is compatible with all CDAS compute engines and decompositions. CDAS services are accessed via a WPS API being developed in collaboration with the ESGF Compute Working Team to support server-side analytics for ESGF. The API can be executed using either direct web service calls, a python script or application, or a javascript-based web application. Client packages in python or javascript contain everything needed to make CDAS requests. The CDAS architecture brings together the tools, data storage, and high-performance computing required for timely analysis of large-scale data sets, where the data resides, to ultimately produce societal benefits. It is is currently deployed at NASA in support of the Collaborative REAnalysis Technical Environment (CREATE) project, which centralizes numerous global reanalysis datasets onto a single advanced data analytics platform. This service permits decision makers to investigate climate changes around the globe, inspect model trends, compare multiple reanalysis datasets, and variability.

Frontier Observatory for Research in Geothermal Energy: Phase 1 Topical Report Fallon, NV

DOE Office of Scientific and Technical Information (OSTI.GOV)

Blankenship, Douglas A.; Akerley, John; Blake, Kelly

The Department of Energy (DOE) Frontier Observatory for Research in Geothermal Energy (FORGE) is to be a dedicated site where the subsurface scientific and engineering community can develop, test, and improve technologies and techniques for the creation of cost-effective and sustainable enhanced geothermal systems (EGS) in a controlled, ideal environment. The establishment of FORGE will facilitate development of an understanding of the key mechanisms controlling a successful EGS. Execution of FORGE is occurring in three phases with five distinct sub-phases (1, 2A, 2B, 2C, and 3). This report focuses on Phase 1 activities. During Phase 1, critical technical and logisticalmore » tasks necessary to demonstrate the viability of the Fallon FORGE Project site were completed and the commitment and capability of the Fallon FORGE team to execute FORGE was demonstrated. As part of Phase 1, the Fallon FORGE Team provided an assessment of available relevant data and integrated these geologic and geophysical data to develop a conceptual 3-D geologic model of the proposed test location. Additionally, the team prepared relevant operational plans for full FORGE implementation, provided relevant site data to the science and engineering community, engaged in outreach and communications with interested stakeholders, and performed a review of the environmental and permitting activities needed to allow FORGE to progress through Phase 3. The results of these activities are provided as Appendices to this report. The Fallon FORGE Team is diverse, with deep roots in geothermal science and engineering. The institutions and key personnel that comprise the Fallon FORGE Team provide a breadth of geoscience and geoengineering capabilities, a strong and productive history in geothermal research and applications, and the capability and experience to manage projects with the complexity anticipated for FORGE. Fallon FORGE Team members include the U.S. Navy, Ormat Nevada Inc., Sandia National Laboratories (SNL), Lawrence Berkeley National Laboratory (LBNL), the United States Geological Survey (USGS), the University of Nevada, Reno (UNR), GeothermEx/Schlumberger (GeothelinEx), and Itasca Consulting Group (Itasca). The site owners (through direct land ownership or via applicable permits)—the U.S. Navy and Ormat Nevada Inc.—are deeply committed to expanding the development of geothermal resources and are fully supportive of FORGE operations taking place on their lands.« less

Design Description for Team-Based Execution of Autonomous Missions (TEAM), Spiral 1

DTIC Science & Technology

2008-11-18

TEAM), Spiral 1 Doc. #: Version: 1.0 Date: November 18, 2008 Page 12 of 39 Visualization Framework (WorldWind) Hibernate / Hibernate ...Spatial hibernate -properties XML Mapping WCS WFSWMS Enterprise Service Bus (Mule) Messaging, Data Transformation, Intelligent Routing Workflow Engine...government selected solutions. Neither these nor Mule® are deliverable, but the government may opt to use them if it so chooses. jBPM, java Business

Clinical practice guidelines for the surgical management of colon cancer: a consensus statement of the Hellenic and Cypriot Colorectal Cancer Study Group by the HeSMO*

PubMed Central

Xynos, Evaghelos; Gouvas, Nikolaos; Triantopoulou, Charina; Tekkis, Paris; Vini, Louiza; Tzardi, Maria; Boukovinas, Ioannis; Androulakis, Nikolaos; Athanasiadis, Athanasios; Christodoulou, Christos; Chrysou, Evangelia; Dervenis, Christos; Emmanouilidis, Christos; Georgiou, Panagiotis; Katopodi, Ourania; Kountourakis, Panteleimon; Makatsoris, Thomas; Papakostas, Pavlos; Papamichael, Demetris; Pentheroudakis, Georgios; Pilpilidis, Ioannis; Sgouros, Joseph; Vassiliou, Vassilios; Xynogalos, Spyridon; Ziras, Nikolaos; Karachaliou, Niki; Zoras, Odysseas; Agalianos, Christos; Souglakos, John

2016-01-01

Despite considerable improvement in the management of colon cancer, there is a great deal of variation in the outcomes among European countries, and in particular among different hospital centers in Greece and Cyprus. Discrepancy in the approach strategies and lack of adherence to guidelines for the management of colon cancer may explain the situation. The aim was to elaborate a consensus on the multidisciplinary management of colon cancer, based on European guidelines (ESMO and EURECCA), and also taking into account local special characteristics of our healthcare system. Following discussion and online communication among members of an executive team, a consensus was developed. Statements entered the Delphi voting system on two rounds to achieve consensus by multidisciplinary international experts. Statements with an agreement rate of ≥80% achieved a large consensus, while those with an agreement rate of 60-80% a moderate consensus. Statements achieving an agreement of <60% after both rounds were rejected and not presented. Sixty statements on the management of colon cancer were subjected to the Delphi methodology. Voting experts were 109. The median rate of abstain per statement was 10% (range: 0-41%). In the end of the voting process, all statements achieved a consensus by more than 80% of the experts. A consensus on the management of colon cancer was developed by applying the Delphi methodology. Guidelines are proposed along with algorithms of diagnosis and treatment. The importance of centralization, care by a multidisciplinary team, and adherence to guidelines is emphasized. PMID:26752945

Towards a Competence Profile for Inter-Organizational Learning in Open Innovation Teams

ERIC Educational Resources Information Center

du Chatenier, Elise; Verstegen, Jos; Biemans, Harm; Mulder, Martin

2008-01-01

While inter-organizational learning in open innovation teams has received much attention lately, research into its human dimension is lacking. This paper, therefore, explores the competencies professionals need for this process. Three studies were executed: a theoretical study, explorative interviews and focus groups. A competence profile was…

Power sharing. A transformational strategy for nurse retention, effectiveness, and extra effort.

PubMed

Trofino, Joan

2003-01-01

Power sharing with staff nurses is an essential strategy for organizational transformation. The current competitive health care environment requires a powerful team of participants, including staff at all levels, to provide health care in mutual partnership. The challenges of today's competitive and global environment call for collegial relationships among nurse executive leadership, middle nurse managers, and staff nurses. Research has demonstrated that middle nurse managers maintain primary responsibility for staff nurse retention. A higher retention rate was reported among nurses who were very satisfied with their nurse managers. Nurses considered favorably nurse managers who value staff contributions, promote information sharing, and exert influence for a stable work environment. Furthermore, as staff nurse satisfaction increased, effectiveness and extra effort also increased when staff nurses perceived transformational leadership strategies. Strategies for power sharing include serving as role models and mentors, energizing staff, resisting attitudes of staff ownership, reducing staff nurse stress of leader presence, and information sharing and commendations at meetings.

ISO9000 and the quality management system in the digital hospital.

PubMed

Liu, Yalan; Yao, Bin; Zhang, Zigang

2002-01-01

ISO9000 quality management system (ISO9000QMS) emphasize on the customer-oriented, managers' leadership and all staff's joining, adopt the process method and system management, spread the taking facts as a basis to make decision and improve consistently, and establish win-win relation with the suppliers. So, the digital hospital can adopt the ISO9000QMS. In order to establish the ISO9000QMS, the digital hospital should: (1) Design integrally, including analyzing the operation procedure, clarifying the job duties, setting up the spreading team and setting the quality policy and objectives: (2) Learning the ISO9000 quality standards; (3) Drawing up the documents, including the quality manual, program files and operation guiding files; (4) Training according the documents; (5) Executing the quality standard, including the service quality auditing, quality record auditing and quality system auditing; (6) Improving continually. With the establishment of ISO900QMS, the digital hospital can appraise more accurately, analyze quality matters statistically and avoid the interference of artificial factors.

Informed Consent and Cognitive Dysfunction After Noncardiac Surgery in the Elderly.

PubMed

Hogan, Kirk J; Bratzke, Lisa C; Hogan, Kendra L

2018-02-01

Cognitive dysfunction 3 months after noncardiac surgery in the elderly satisfies informed consent thresholds of foreseeability in 10%-15% of patients, and materiality with new deficits observed in memory and executive function in patients with normal test performance beforehand. At present, the only safety step to avoid cognitive dysfunction after surgery is to forego surgery, thereby precluding the benefits of surgery with removal of pain and inflammation, and resumption of normal nutrition, physical activity, and sleep. To assure that consent for surgery is properly informed, risks of both cognitive dysfunction and alternative management strategies must be discussed with patients by the surgery team before a procedure is scheduled.

Greater sage-grouse science (2015–17)—Synthesis and potential management implications

USGS Publications Warehouse

Hanser, Steven E.; Deibert, Patricia A.; Tull, John C.; Carr, Natasha B.; Aldridge, Cameron L.; Bargsten, Travis D.; Christiansen, Thomas J.; Coates, Peter S.; Crist, Michele R.; Doherty, Kevin E.; Ellsworth, Ethan A.; Foster, Lee J.; Herren, Vicki A.; Miller, Kevin H.; Moser, Ann; Naeve, Robin M.; Prentice, Karen L.; Remington, Thomas E.; Ricca, Mark A.; Shinneman, Douglas J.; Truex, Richard L.; Wiechman , Lief A.; Wilson, Dereck C.; Bowen, Zachary H.

2018-02-15

Executive SummaryThe greater sage-grouse (Centrocercus urophasianus; hereafter called “sage-grouse”), a species that requires sagebrush (Artemisia spp.), has experienced range-wide declines in its distribution and abundance. These declines have prompted substantial research and management investments to improve the understanding of sage-grouse and its habitats and reverse declines in distribution and population numbers.Over the past two decades, the U.S. Fish and Wildlife Service (USFWS) has responded to eight petitions to list the sage-grouse under the Endangered Species Act of 1973, with the completion of the most recent listing determination in September 2015. At that time, the USFWS determined that the sage-grouse did not warrant a listing, primarily because of the large scale science-based conservation and planning efforts completed or started by Federal, State, local agencies, private landowners, and other entities across the range. The planning efforts culminated in the development of the 2015 Bureau of Land Management (BLM) and U.S. Forest Service Land Use Plan Amendments, which provided regulatory certainty and commitment from Federal land-management agencies to limit, mitigate, and track anthropogenic disturbance and implement other sage-grouse conservation measures.After these policy decisions, the scientific community has continued to refine and expand the knowledge available to inform implementation of management actions, increase the efficiency and effectiveness of those actions, and continue developing an overall understanding of sage-grouse populations, habitat requirements, and their response to human activity and other habitat changes. The development of science has been driven by multiple prioritization documents including the “Greater Sage-Grouse National Research Strategy” (Hanser and Manier, 2013) and, most recently, the “Integrated Rangeland Fire Management Strategy Actionable Science Plan” (Integrated Rangeland Fire Management Strategy Actionable Science Plan Team, 2016).In October 2017, after a review of the 2015 Federal plans relative to State sage-grouse plans, in accordance with Secretarial Order 3353, the BLM issued a notice of intent to consider whether to amend some, all, or none of the 2015 land use plans. At that time, the BLM requested the U.S. Geological Survey (USGS) to inform this effort through the development of an annotated bibliography of sage-grouse science published since January 2015 and a report that synthesized and outlined the potential management implications of this new science. Development of the annotated bibliography resulted in the identification and summarization of 169 peer-reviewed scientific publications and reports. The USGS then convened an interagency team (hereafter referred to as the “team”) to develop this report that focuses on the primary topics of importance to the ongoing management of sage-grouse and their habitats.The team developed this report in a three-step process. First, the team identified six primary topic areas for discussion based on the members’ collective knowledge regarding sage-grouse, their habitats, and threats to either or both. Second, the team reviewed all the material in the “Annotated Bibliography of Scientific Research on Greater Sage-Grouse Published since January 2015” to identify the science that addressed the topics. Third, team members discussed the science related to each topic, evaluated the consistency of the science with existing knowledge before 2015, and summarized the potential management implications of this science. The six primary topics identified by the team were:Multiscale habitat suitability and mapping toolsDiscrete anthropogenic activitiesDiffuse activitiesFire and invasive speciesRestoration effectivenessPopulation estimation and genetics

Using AUTORAD for Cassini File Uplinks: Incorporating Automated Commanding into Mission Operations

NASA Technical Reports Server (NTRS)

Goo, Sherwin

2014-01-01

As the Cassini spacecraft embarked on the Solstice Mission in October 2010, the flight operations team faced a significant challenge in planning and executing the continuing tour of the Saturnian system. Faced with budget cuts that reduced the science and engineering staff by over a third in size, new and streamlined processes had to be developed to allow the Cassini mission to maintain a high level of science data return with a lower amount of available resources while still minimizing the risk. Automation was deemed an important key in enabling mission operations with reduced workforce and the Cassini flight team has made this goal a priority for the Solstice Mission. The operations team learned about a utility called AUTORAD which would give the flight operations team the ability to program selected command files for radiation up to seven days in advance and help minimize the need for off-shift support that could deplete available staffing during the prime shift hours. This paper will describe how AUTORAD is being utilized by the Cassini flight operations team and the processes that were developed or modified to ensure that proper oversight and verification is maintained in the generation and execution of radiated command files.

Deviation Management: Key Management Subsystem Driver of Knowledge-Based Continuous Improvement in the Henry Ford Production System.

PubMed

Zarbo, Richard J; Copeland, Jacqueline R; Varney, Ruan C

2017-10-01

To develop a business subsystem fulfilling International Organization for Standardization 15189 nonconformance management regulatory standard, facilitating employee engagement in problem identification and resolution to effect quality improvement and risk mitigation. From 2012 to 2016, the integrated laboratories of the Henry Ford Health System used a quality technical team to develop and improve a management subsystem designed to identify, track, trend, and summarize nonconformances based on frequency, risk, and root cause for elimination at the level of the work. Programmatic improvements and training resulted in markedly increased documentation culminating in 71,641 deviations in 2016 classified by a taxonomy of 281 defect types into preanalytic (74.8%), analytic (23.6%), and postanalytic (1.6%) testing phases. The top 10 deviations accounted for 55,843 (78%) of the total. Deviation management is a key subsystem of managers' standard work whereby knowledge of nonconformities assists in directing corrective actions and continuous improvements that promote consistent execution and higher levels of performance. © American Society for Clinical Pathology, 2017. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com

Safety in the c-suite: How chief executive officers influence organizational safety climate and employee injuries.

PubMed

Tucker, Sean; Ogunfowora, Babatunde; Ehr, Dayle

2016-09-01

According to social learning theory, powerful and high status individuals can significantly influence the behaviors of others. In this paper, we propose that chief executive officers (CEOs) indirectly impact frontline injuries through the collective social learning experiences and effort of different groups of organizational actors-including members of the top management team (TMT), organizational supervisors, and frontline employees. We found support for our collective social learning model using data from 2,714 frontline employees, 1,398 supervisors, and 229 members of TMTs in 54 organizations. TMT members' experiences within a CEO-driven TMT safety climate was positively related to organizational supervisors' reports of the broader organizational safety climate and their subsequent collective support for safety (reported by frontline employees). In turn, supervisory support for safety was associated with fewer employee injuries at the individual level. We discuss the theoretical and practical implications of these findings for workplace safety research and practice. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

Are you a collaborative leader?

PubMed

Ibarra, Herminia; Hansen, Morten T

2011-01-01

Social media and technologies have put connectivity on steroids and made collaboration more integral to business than ever. But without the right leadership, collaboration can go astray. Employees who try to collaborate on everything may wind up stuck in endless meetings, struggling to reach agreement. On the other side of the coin, executives who came of age during the heyday of "command and control" management can have trouble adjusting their style to fit the new realities. In their research on top-performing CEOs, Insead professors Ibarra and Hansen have examined what it takes to be a collaborative leader. They've found that it requires connecting people and ideas outside an organization to those inside it, leveraging diverse talent, modeling collaborative behavior at the top, and showing a strong hand to keep teams from getting mired in debate. In this article, they describe tactics that executives from Akamai, GE, Reckitt Benckiser, and other firms use in those four areas and how they foster high-performance collaborative cultures in their organizations.

The development of a tool to predict team performance.

PubMed

Sinclair, M A; Siemieniuch, C E; Haslam, R A; Henshaw, M J D C; Evans, L

2012-01-01

The paper describes the development of a tool to predict quantitatively the success of a team when executing a process. The tool was developed for the UK defence industry, though it may be useful in other domains. It is expected to be used by systems engineers in initial stages of systems design, when concepts are still fluid, including the structure of the team(s) which are expected to be operators within the system. It enables answers to be calculated for questions such as "What happens if I reduce team size?" and "Can I reduce the qualifications necessary to execute this process and still achieve the required level of success?". The tool has undergone verification and validation; it predicts fairly well and shows promise. An unexpected finding is that the tool creates a good a priori argument for significant attention to Human Factors Integration in systems projects. The simulations show that if a systems project takes full account of human factors integration (selection, training, process design, interaction design, culture, etc.) then the likelihood of team success will be in excess of 0.95. As the project derogates from this state, the likelihood of team success will drop as low as 0.05. If the team has good internal communications and good individuals in key roles, the likelihood of success rises towards 0.25. Even with a team comprising the best individuals, p(success) will not be greater than 0.35. It is hoped that these results will be useful for human factors professionals involved in systems design. Copyright © 2011 Elsevier Ltd and The Ergonomics Society. All rights reserved.

Strategic management: a new dimension of the nurse executive's role.

PubMed

Johnson, L J

1990-09-01

The growth of corporate orientation for health care structures, with a focus on bottom-line management, has radically altered the role of nurse executives. With the organization's emphasis on performance, productivity, and results, successful nurse executives are now integrating the management of the delivery of nursing care with the management of complex corporate structures and relationships. The editor of Executive Development discusses the rapidly changing expectations and demands of the contemporary nurse executive's work. The nurse executive's role can be viewed from many perspectives: its scope, its value, its structure, its content. Content--"What does the nurse executive do that makes a real difference?"--is the focus here.

TEAMS. Team Exercise for Action Management Skills: A Semester-Long Team-Management Simulation.

ERIC Educational Resources Information Center

Wagenheim, Gary

A team-oriented approach is replacing the traditional management style in today's organizations. Because team management skills differ, they require different teaching methods. This paper describes an administrator education course designed to develop team management skills from an applied and behavioral viewpoint. Students participate in…

Improved recognition of ineffective chest compressions after a brief Crew Resource Management (CRM) training: a prospective, randomised simulation study.

PubMed

Haffner, Leopold; Mahling, Moritz; Muench, Alexander; Castan, Christoph; Schubert, Paul; Naumann, Aline; Reddersen, Silke; Herrmann-Werner, Anne; Reutershan, Jörg; Riessen, Reimer; Celebi, Nora

2017-03-03

Chest compressions are a core element of cardio-pulmonary resuscitation. Despite periodic training, real-life chest compressions have been reported to be overly shallow and/or fast, very likely affecting patient outcomes. We investigated the effect of a brief Crew Resource Management (CRM) training program on the correction rate of improperly executed chest compressions in a simulated cardiac arrest scenario. Final-year medical students (n = 57) were randomised to receive a 10-min computer-based CRM or a control training on ethics. Acting as team leaders, subjects performed resuscitation in a simulated cardiac arrest scenario before and after the training. Team members performed standardised overly shallow and fast chest compressions. We analysed how often the team leader recognised and corrected improper chest compressions, as well as communication and resuscitation quality. After the CRM training, team leaders corrected improper chest compressions (35.5%) significantly more often compared with those undergoing control training (7.7%, p = 0.03*). Consequently, four students have to be trained (number needed to treat = 3.6) for one improved chest compression scenario. Communication quality assessed by the Leader Behavior Description Questionnaire significantly increased in the intervention group by a mean of 4.5 compared with 2.0 (p = 0.01*) in the control group. A computer-based, 10-min CRM training improved the recognition of ineffective of chest compressions. Furthermore, communication quality increased. As guideline-adherent chest compressions have been linked to improved patient outcomes, our CRM training might represent a brief and affordable approach to increase chest compression quality and potentially improve patient outcomes.

Lift outs: how to acquire a high-functioning team.

PubMed

Groysberg, Boris; Abrahams, Robin

2006-12-01

More and more, expanding companies are hiring high-functioning groups of people who have been working together effectively within one company and can rapidly come up to speed in a new environment. These lifted-out teams don't need to get acquainted with one another or to establish shared values, mutual accountability, or group norms; their long-standing relationships and trust help them make an impact very quickly. Of course, the process is not without risks: A failed lift out can lead to loss of money, opportunity, credibility, and even native talent. Boris Groysberg and Robin Abrahams studied more than 40 high-profile moves and interviewed team leaders in multiple industries and countries to examine the risks and opportunities that lift outs present. They concluded that, regardless of industry, nationality, or size of the team, a successful lift out unfolds over four consecutive, interdependent stages that must be meticulously managed. In the courtship stage, the hiring company and the leader of the targeted team determine whether the proposed move is, in fact, a good idea, and then define their business goals and discuss strategies. At the same time, the team leader discusses the potential move with the other members of his or her group to assess their level of interest and prepare them for the change. The second stage involves the integration of the team leader with the new company's top leadership. This part of the process ensures the team's access to senior executives-the most important factor in a lift out's success. Operational integration is the focus of the third stage. Ideally, teams will start out working with the same or similar clients, vendors, and industry standards. The fourth stage entails full cultural integration. To succeed, the lifted-out team members must be willing to re-earn credibility by proving their value and winning their new colleagues' trust.

The case of the team-spirit tailspin.

PubMed

Foster, R D

1991-01-01

Richard Johnson, newly appointed president of Century Airlines, knew the company's survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program's early successes was a newspaper started by a group of flight attendants. The Plane Truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendants but also with pilots, machinists, and baggage handlers. As time went on, though, the Plane Truth began to run articles critical of the company. When management cut back workers' hours, the newspaper questioned what sacrifices the executives were making. When technical services released figures showing long turnaround times, the paper questioned the machinists' work ethic. Worried that customers might see the newspaper, Richard Johnson wanted to cancel it. The president of the flight attendants union also wanted to see it go because it was stirring up trouble with the machinists. Joan Raffin, Century's human resources director, was asked to stop the publication. But she hesitated. She knew that employee morale was on the brink, but she didn't know whether the newspaper was venting workers' frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice versa? Experts on organizational change, motivation, and management analyze the situation and make recommendations for what Joan Raffin should do.

The challenges of primary health care nurse leaders in the wake of New Health Care Reform in Norway.

PubMed

Tingvoll, Wivi-Ann; Sæterstrand, Torill; McClusky, Leon Mendel

2016-01-01

The local municipality, whose management style is largely inspired by the New Public Management (NPM) model, has administrative responsibilities for primary health care in Norway. Those responsible for health care at the local level often find themselves torn between their professional responsibilities and the municipality's market-oriented funding system. The introduction of the new health care reform process known as the Coordination Reform in January 2012 prioritises primary health care while simultaneously promoting a more collaborative and multidisciplinary approach to health care. Nurse leaders experience constant cross-pressure in their roles as members of the municipal executive team, the execution of their professional and administrative duties, and the overall political aims of the new reform. The aim of this article is to illuminate some of the major challenges facing nurse leaders in charge of nursing homes and to draw attention to their professional concerns about the quality of nursing care with the introduction of the new reform and its implementation under NPM-inspired municipal executive leadership. This study employs a qualitative design. In-depth interviews were conducted with 10 nurse leaders in 10 municipalities, with a phenomenological-hermeneutic approach used for data analysis and interpretation. Findings highlighted the increasingly complex challenges facing nurse leaders operating in the context of the municipality's hierarchical NPM management structure, while they are required to exercise collaborative professional interactions as per the guidelines of the new Coordination Reform. The interview findings were interpreted out of three sub-themes 1) importance of support for the nurse leader, 2) concerns about overall service quality, and 3) increased tasks unrelated to nursing leadership. The priorities of municipal senior management and the focus of the municipality's care service need clarification in the light of this reform. The voices of those at the frontlines of the caring services need to be heard as the restructuring of the caring services may have implications both for funding allocation and for the quality of patient care.

Process-aware EHR BPM systems: two prototypes and a conceptual framework.

PubMed

Webster, Charles; Copenhaver, Mark

2010-01-01

Systematic methods to improve the effectiveness and efficiency of electronic health record-mediated processes will be key to EHRs playing an important role in the positive transformation of healthcare. Business process management (BPM) systematically optimizes process effectiveness, efficiency, and flexibility. Therefore BPM offers relevant ideas and technologies. We provide a conceptual model based on EHR productivity and negative feedback control that links EHR and BPM domains, describe two EHR BPM prototype modules, and close with the argument that typical EHRs must become more process-aware if they are to take full advantage of BPM ideas and technology. A prediction: Future extensible clinical groupware will coordinate delivery of EHR functionality to teams of users by combining modular components with executable process models whose usability (effectiveness, efficiency, and user satisfaction) will be systematically improved using business process management techniques.

Strengthening the Federal Emergency Management Agency's disaster response capabilities.

PubMed

Cannon, Glenn M

2008-04-01

The Federal Emergency Management Agency's (FEMA) Disaster Operations Directorate provides the core federal response capability to save lives and to protect property in US communities that have been overwhelmed by the impact of a major disaster or emergency. The directorate executes its mission through three main programme areas: operational direction, command and control; operational teams; and operational planning. Based on lessons learned from years of disaster response experience, FEMA is now taking a more proactive and collaborative approach with its partners. This paper discusses how FEMA is placing a greater emphasis on response operations and strengthening capabilities across the full range of operational and support missions by comprehensively revamping its disaster operations model; enhancing its headquarters and regional operations centres; enhancing its headquarters and regional operational planning capabilities; and addressing catastrophic disaster planning and related critical preparedness issues.

Strategies for Competitive Volleyball.

ERIC Educational Resources Information Center

Fraser, Stephen D.

This book deals with strategies and team tactics involved in the game of volleyball. It is not intended to be an instructional book on how to execute the various skills required to play volleyball but instead endeavors to detail and explain basic tactics and strategies involved in volleyball team play. Each chapter deals with major areas of team…

Data as the Driver

ERIC Educational Resources Information Center

Bechler, Kent L.

2013-01-01

In the book "Moneyball: The Art of Winning an Unfair Game," author Michael Lewis describes how the Oakland Athletics, one of the poorest teams in Major League Baseball, became one of the most successful teams by using simple analytical methods that had existed for years but had been largely ignored by the baseball executives. "Moneyball"…

KSC-07pd0617

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- Center Director Bill Parsons talks to guests at the VIP luncheon held during the FIRST robotics event held at the University of Central Florida Arena March 8-10. This was Parsons' first year attending the event as center director. An alumnus of UCF, Parsons also serves on the FIRST Executive Advisory Board. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

KSC-07pd0618

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- Center Director Bill Parsons talks to an audience primarily of students during the FIRST robotics event held at the University of Central Florida Arena March 8-10. This was Parsons' first year attending the event as center director. An alumnus of UCF, Parsons also serves on the FIRST Executive Advisory Board. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

Transforming data into action: the Sonoma County Human Services Department.

PubMed

Harrison, Lindsay

2012-01-01

In order to centralize data-based initiatives, the Director of the Department worked with the Board of Supervisors and the executive team to develop a new Planning, Research, and Evaluation (PRE) division. PRE is establishing rules for data-based decision making and consolidating data collection to ensure quality and consistency. It aims to target resources toward visionary, pro-active program planning and implementation, and inform the public about the role of Human Services in creating a healthy, safe and productive environment. PRE staff spent several months studying the job functions of staff, to determine how they use information to inform practice, consulting other counties about their experiences. The PRE team developed Datascript, outlining two agency aims: (a) foster a decision-making environment that values and successfully uses empirical evidence for strategic change, and (b) manage the role and image of the Human Services Department in the external environment. The case study describes action steps developed to achieve each aim. Copyright © Taylor & Francis Group, LLC

Building the capacity for evidence-based clinical nursing leadership: the role of executive co-coaching and group clinical supervision for quality patient services.

PubMed

Alleyne, Jo; Jumaa, Mansour Olawale

2007-03-01

The general aims of this article were to facilitate primary care nurses (District Nurse Team Leaders) to link management and leadership theories with clinical practice and to improve the quality of the service provided to their patients. The specific aim was to identify, create and evaluate effective processes for collaborative working so that the nurses' capacity for clinical decision-making could be improved. This article, part of a doctoral study on Clinical Leadership in Nursing, has wider application in the workplace of the future where professional standards based on collaboration will be more critical in a world of work that will be increasingly complex and uncertain. This article heralds the type of research and development activities that the nursing and midwifery professions should give premier attention to, particularly given the recent developments within the National Health Service in the United Kingdom. The implications of: Agenda for Change, the Knowledge and Skills Framework, 'Our Health, Our Care, Our Say' and the recent proposals from the article 'Modernising Nursing Career', to name but a few, are the key influences impacting on and demanding new ways of clinical supervision for nurses and midwives to improve the quality of patient management and services. The overall approach was based on an action research using a collaborative enquiry within a case study. This was facilitated by a process of executive co-coaching for focused group clinical supervision sessions involving six district nurses as co-researchers and two professional doctoral candidates as the main researchers. The enquiry conducted over a period of two and a half years used evidence-based management and leadership interventions to assist the participants to develop 'actionable knowledge'. Group clinical supervision was not practised in this study as a form of 'therapy' but as a focus for the development of actionable knowledge, knowledge needed for effective clinical management and leadership in the workplace. 1. Management and leadership interventions and approaches have significantly influenced the participants' capacity to improve the quality of services provided to their patients. 2. Using various techniques, tools, methods and frameworks presented at the sessions increased participants' confidence to perform. 3. A structured approach like the Clinical Nursing Leadership Learning and Action Process (CLINLAP) model makes implementing change more practical and manageable within a turbulent care environment. The process of Stakeholder Mapping and Management made getting agreement to do things differently much easier. Generally it is clear that many nurses and midwives, according to the participants, have to carry out management and leadership activities in their day-to-day practice. The traditional boundary between the private, the public and the voluntary sector management is increasingly becoming blurred. It is conclusive that the district nurses on this innovative programme demonstrated how they were making sense of patterns from the past, planning for the future and facilitating the clinical nursing leadership processes today to improve quality patient services tomorrow. Their improved capacity to manage change and lead people was demonstrated, for example, through their questioning attitudes about the dominance of general practitioners. They did this, for example, by initiating and leading case conferences with the multi-disciplinary teams. It became evident from this study that to use group clinical supervision with an executive co-coaching approach for the implementation and to sustain quality service demand that 'good nursing' is accepted as being synonymous with 'good management'. This is the future of 'new nursing'.

Implementation of a participatory management model: analysis from a political perspective.

PubMed

Bernardes, Andrea; G Cummings, Greta; Gabriel, Carmen Silvia; Martinez Évora, Yolanda Dora; Gomes Maziero, Vanessa; Coleman-Miller, Glenda

2015-10-01

To analyse experiences of managers and nursing staff in the implementation of participatory management, specifically processes of decision-making, communication and power in a Canadian hospital. Implementing a Participatory Management Model involves change because it is focused on the needs of patients and encourages decentralisation of power and shared decisions. The study design is qualitative using observational sessions and content analysis for data analysis. We used Bolman and Deal's four-frame theoretical framework to interpret our findings. Participatory management led to advances in care, because it allowed for more dialogue and shared decision making. However, the biggest challenge has been that all major changes are still being decided centrally by the provincial executive board. Managers and directors are facing difficulties related to this change process, such as the resistance to change by some employees and limited input to decision-making affecting their areas of responsibility; however, they and their teams are working to utilise the values and principles underlying participatory management in their daily work practices. Innovative management models encourage accountability, increased motivation and satisfaction of nursing staff, and improve the quality of care. © 2014 John Wiley & Sons Ltd.

Joint Exercise Program: DOD Needs to Take Steps to Improve the Quality of Funding Data

DTIC Science & Technology

2017-02-01

technology systems—the Joint Training Information Management System (JTIMS) and the Execution Management System—to manage the execution of the Joint...Exercise Program, but does not have assurance that funding execution data in the Execution Management System are reliable. JTIMS is the system of record...for the Joint Exercise Program that combatant commanders use to plan and manage their joint training exercises. GAO observed significant variation

Imagery Integration Team

NASA Technical Reports Server (NTRS)

Calhoun, Tracy; Melendrez, Dave

2014-01-01

The Human Exploration Science Office (KX) provides leadership for NASA's Imagery Integration (Integration 2) Team, an affiliation of experts in the use of engineering-class imagery intended to monitor the performance of launch vehicles and crewed spacecraft in flight. Typical engineering imagery assessments include studying and characterizing the liftoff and ascent debris environments; launch vehicle and propulsion element performance; in-flight activities; and entry, landing, and recovery operations. Integration 2 support has been provided not only for U.S. Government spaceflight (e.g., Space Shuttle, Ares I-X) but also for commercial launch providers, such as Space Exploration Technologies Corporation (SpaceX) and Orbital Sciences Corporation, servicing the International Space Station. The NASA Integration 2 Team is composed of imagery integration specialists from JSC, the Marshall Space Flight Center (MSFC), and the Kennedy Space Center (KSC), who have access to a vast pool of experience and capabilities related to program integration, deployment and management of imagery assets, imagery data management, and photogrammetric analysis. The Integration 2 team is currently providing integration services to commercial demonstration flights, Exploration Flight Test-1 (EFT-1), and the Space Launch System (SLS)-based Exploration Missions (EM)-1 and EM-2. EM-2 will be the first attempt to fly a piloted mission with the Orion spacecraft. The Integration 2 Team provides the customer (both commercial and Government) with access to a wide array of imagery options - ground-based, airborne, seaborne, or vehicle-based - that are available through the Government and commercial vendors. The team guides the customer in assembling the appropriate complement of imagery acquisition assets at the customer's facilities, minimizing costs associated with market research and the risk of purchasing inadequate assets. The NASA Integration 2 capability simplifies the process of securing one-of-a-kind imagery assets and skill sets, such as ground-based fixed and tracking cameras, crew-in the-loop imaging applications, and the integration of custom or commercial-off-the-shelf sensors onboard spacecraft. For spaceflight applications, the Integration 2 Team leverages modeling, analytical, and scientific resources along with decades of experience and lessons learned to assist the customer in optimizing engineering imagery acquisition and management schemes for any phase of flight - launch, ascent, on-orbit, descent, and landing. The Integration 2 Team guides the customer in using NASA's world-class imagery analysis teams, which specialize in overcoming inherent challenges associated with spaceflight imagery sets. Precision motion tracking, two-dimensional (2D) and three-dimensional (3D) photogrammetry, image stabilization, 3D modeling of imagery data, lighting assessment, and vehicle fiducial marking assessments are available. During a mission or test, the Integration 2 Team provides oversight of imagery operations to verify fulfillment of imagery requirements. The team oversees the collection, screening, and analysis of imagery to build a set of imagery findings. It integrates and corroborates the imagery findings with other mission data sets, generating executive summaries to support time-critical mission decisions.

Multidisciplinary teams of case managers in the implementation of an innovative integrated services delivery for the elderly in France.

PubMed

de Stampa, Matthieu; Vedel, Isabelle; Trouvé, Hélène; Ankri, Joël; Saint Jean, Olivier; Somme, Dominique

2014-04-07

The case management process is now well defined, and teams of case managers have been implemented in integrated services delivery. However, little is known about the role played by the team of case managers and the value in having multidisciplinary case management teams. The objectives were to develop a fuller understanding of the role played by the case manager team and identify the value of inter-professional collaboration in multidisciplinary teams during the implementation of an innovative integrated service in France. We conducted a qualitative study with focus groups comprising 14 multidisciplinary teams for a total of 59 case managers, six months after their recruitment to the MAIA program (Maison Autonomie Integration Alzheimer). Most of the case managers saw themselves as being part of a team of case managers (91.5%). Case management teams help case managers develop a comprehensive understanding of the integration concept, meet the complex needs of elderly people and change their professional practices. Multidisciplinary case management teams add value by helping case managers move from theory to practice, by encouraging them develop a comprehensive clinical vision, and by initiating the interdisciplinary approach. The multidisciplinary team of case managers is central to the implementation of case management and helps case managers develop their new role and a core inter-professional competency.

Value-Added Estimates for Phase 1 of the Pennsylvania Teacher and Principal Evaluation Pilot. Executive Summary

ERIC Educational Resources Information Center

Lipscomb, Stephen; Chiang, Hanley; Gill, Brian

2012-01-01

The Commonwealth of Pennsylvania plans to develop a new statewide evaluation system for teachers and principals in its public schools by school year 2013-2014. To inform the development of this evaluation system, the Team Pennsylvania Foundation (Team PA) undertook the first phase of the Pennsylvania Teacher and Principal Evaluation…

The bedside assistant in robotic surgery--keys to success.

PubMed

Yuh, Bertram

2013-01-01

Taking on the position of bedside assistant for a surgical robotic team can be a daunting task. Keys to success include preparation, proper operation set up, effective use of instruments to augment the actions of the console surgeon, and readiness for surgical emergencies. Effective communication, repetitive execution, and readiness facilitate the efforts of the surgical team.

The Research Team Approach to Learning (ReTAL): A Structure for Open-Endedness.

ERIC Educational Resources Information Center

Del Giorno, Bette J.

The ReTAL technique is described by using role sheets for the teacher and the student members of the research team; the "Researcher" defines the problem and searches the literature, the "Technician" plans and executes the experiment, and the "Recorder-Discussion Leader" coordinates records, interprets, evaluates, and reports the study. Each team…

Distributed data analysis in ATLAS

NASA Astrophysics Data System (ADS)

Nilsson, Paul; Atlas Collaboration

2012-12-01

Data analysis using grid resources is one of the fundamental challenges to be addressed before the start of LHC data taking. The ATLAS detector will produce petabytes of data per year, and roughly one thousand users will need to run physics analyses on this data. Appropriate user interfaces and helper applications have been made available to ensure that the grid resources can be used without requiring expertise in grid technology. These tools enlarge the number of grid users from a few production administrators to potentially all participating physicists. ATLAS makes use of three grid infrastructures for the distributed analysis: the EGEE sites, the Open Science Grid, and Nordu Grid. These grids are managed by the gLite workload management system, the PanDA workload management system, and ARC middleware; many sites can be accessed via both the gLite WMS and PanDA. Users can choose between two front-end tools to access the distributed resources. Ganga is a tool co-developed with LHCb to provide a common interface to the multitude of execution backends (local, batch, and grid). The PanDA workload management system provides a set of utilities called PanDA Client; with these tools users can easily submit Athena analysis jobs to the PanDA-managed resources. Distributed data is managed by Don Quixote 2, a system developed by ATLAS; DQ2 is used to replicate datasets according to the data distribution policies and maintains a central catalog of file locations. The operation of the grid resources is continually monitored by the Ganga Robot functional testing system, and infrequent site stress tests are performed using the Hammer Cloud system. In addition, the DAST shift team is a group of power users who take shifts to provide distributed analysis user support; this team has effectively relieved the burden of support from the developers.

Leadership for Public Health 3.0: A Preliminary Assessment of Competencies for Local Health Department Leaders.

PubMed

Jadhav, Emmanuel D; Holsinger, James W; Anderson, Billie W; Homant, Nicholas

2017-01-01

The foundational public health services model V1.0, developed in response to the Institute of Medicine report For the Public's Health: Investing in a Healthier Future identified important capabilities for leading local health departments (LHDs). The recommended capabilities include the organizational competencies of leadership and governance, which are described as consensus building among internal and external stakeholders. Leadership through consensus building is the main characteristic of Democratic Leadership . This style of leadership works best within the context of a competent team. Not much is known about the competency structure of LHD leadership teams. The objectives of this study characterize the competency structure of leadership teams in LHDs and identify the relevance of existing competencies for the practice of leadership in public health. The study used a cross-sectional study design. Utilizing the workforce taxonomy six management and leadership occupation titles were used as job categories. The competencies were selected from the leadership and management domain of public health competencies for the Tier -3, leadership level. Study participants were asked to rank on a Likert scale of 1-10 the relevance of each competency to their current job category, with a rank of 1 being least important and a rank of 10 being most important. The instrument was administered in person. Data were collected in 2016 from 50 public health professionals serving in leadership and management positions in a convenience sample of three LHDS. The competency of most relevance to the highest executive function category was that of "interaction with interrelated systems." For sub-agency level officers the competency of most relevance was "advocating for the role of public health." The competency of most relevance to Program Directors/Managers or Administrators was "ensuring continuous quality improvement." The variation between competencies by job category suggests there are distinct underlying relationships between the competencies by job category.

Observation Leads to Improved Operations in Nuclear Medicine.

PubMed

Religioso, Deo G

2016-01-01

The concept of observation--going out and seeing what is happening in daily operations---would seem like a normal management activity, but the reality in practice of the philosophy and technique is often underutilized. Once an observation has been determined, the next steps are to test and validate any discoveries on paper. For process change to be implemented, numerical data is needed to back-up observations in order to be heard and taken seriously by the executive team. Boca Raton Regional Hospital saw an opportunity to improve the process for radiopharmaceutical standing orders within its nuclear imaging department. As a result of this observation, the facility realized improved savings and an increase in employee motivation.

Strategic continuity planning: the first critical step.

PubMed

Smith, Jack

2013-01-01

Many companies (and business continuity professionals) believe a company needs a comprehensive, all-inclusive business continuity plan. Often they reach this conclusion after other companies or potential clients have requested to see their business continuity plan as a precondition of doing business. Companies without 'a plan' are then tempted to go out and hire a business continuity person and tell them to 'Create a plan!' This makes perfect sense to the executive team, but this approach will probably not work in a real event. This paper addresses the shortcomings of producing tactical documentation and calling it 'The Plan', and discusses ways to engage management in the development of a corporate strategy to be used during and after an event.

CEO is a vision of the future role and position of CIO in healthcare organizations.

PubMed

Moghaddasi, Hamid; Sheikhtaheri, Abbas

2010-12-01

Literature related to chief information officer (CIO) in the developed countries during the past 20 years has been reviewed to identify the future trends of the position. The literature shows that CIO is a growing position in the healthcare industry that has achieved much popularity because today's healthcare has a great focus on information management and technology and that CIO can be future powerful strategist for healthcare organizations. Therefore, a model for an ideal healthcare CIO based on lesson learned from literature was suggested. It seems that in the developed countries, CIOs will achieve many opportunities to come in the highest executive teams of healthcare organizations and may undertake CEO roles.

KSC-2013-3980

NASA Image and Video Library

2013-11-16

CAPE CANAVERAL, Fla. -- In the conference room of Operations Support Building II at NASA's Kennedy Space Center in Florida, social media participants listen to a briefing on the Mars Atmosphere and Volatile Evolution, or MAVEN, mission by, from the left, Lisa May, MAVEN Program executive, Kelly Fast, Mars Program scientist, Sandra Cauffman, deputy project manager at the agency's Goddard Spaceflight Center, in Greenbelt, Md., and Chris Waters, systems design team lead at Lockheed Martin. The social media participants gathered at the Florida spaceport for the launch of the Mars Atmosphere and Volatile Evolution, or MAVEN, spacecraft. Their visit included tours of key facilities and participating in presentations by key NASA leaders who updated the space agency's current efforts. Photo credit: NASA/Jim Grossman

KSC-2013-3981

NASA Image and Video Library

2013-11-16

CAPE CANAVERAL, Fla. -- In the conference room of Operations Support Building II at NASA's Kennedy Space Center in Florida, social media participants listen to a briefing on the Mars Atmosphere and Volatile Evolution, or MAVEN, mission by, from the left, Lisa May, MAVEN Program executive, Kelly Fast, Mars Program scientist, Sandra Cauffman, deputy project manager at the agency's Goddard Spaceflight Center, in Greenbelt, Md., and Chris Waters, systems design team lead at Lockheed Martin. The social media participants gathered at the Florida spaceport for the launch of the Mars Atmosphere and Volatile Evolution, or MAVEN, spacecraft. Their visit included tours of key facilities and participating in presentations by key NASA leaders who updated the space agency's current efforts. Photo credit: NASA/Jim Grossman

KSC-2013-3982

NASA Image and Video Library

2013-11-16

CAPE CANAVERAL, Fla. -- In the conference room of Operations Support Building II at NASA's Kennedy Space Center in Florida, social media participants listen to a briefing on the Mars Atmosphere and Volatile Evolution, or MAVEN, mission by, from the left, Lisa May, MAVEN Program executive, Kelly Fast, Mars Program scientist, Sandra Cauffman, deputy project manager at the agency's Goddard Spaceflight Center, in Greenbelt, Md., and Chris Waters, systems design team lead at Lockheed Martin. The social media participants gathered at the Florida spaceport for the launch of the Mars Atmosphere and Volatile Evolution, or MAVEN, spacecraft. Their visit included tours of key facilities and participating in presentations by key NASA leaders who updated the space agency's current efforts. Photo credit: NASA/Jim Grossman

Relay exchanges in elite short track speed skating.

PubMed

Hext, Andrew; Heller, Ben; Kelley, John; Goodwill, Simon

2017-06-01

In short track speed skating, the relay exchange provides an additional strategic component to races by allowing a team to change the skater involved in the pack race. Typically executed every 1½ laps, it is the belief of skaters and coaches that during this period of the race, time can be gained or lost due to the execution of the relay exchange. As such, the aim of this study was to examine the influence of the relay exchange on a team's progression through a 5000 m relay race. Using data collected from three World Cup relay events during the 2012-2013 season, the time taken to complete the straight for the scenarios with and without the relay exchange were compared at different skating speeds for the corner exit prior to the straight. Overall, the influence of the relay exchange was found to be dependent on this corner exit speed. At slower corner exit speeds (12.01-13.5 m/s), relay exchange straight times were significantly faster than the free skating scenario (P < 0.01). While at faster corner exit speeds (14.01-15 m/s), straight times were significantly slower (P < 0.001). The findings of this study suggest that the current norm of executing relay exchanges every 1½ laps may not be optimal. Instead, varying the frequency of relay exchange execution throughout the race could allow: (1) time to be gained relative to other teams; and (2) facilitate other race strategies by providing an improved opportunity to overtake.

Profile negotiation - A concept for integrating airborne and ground-based automation for managing arrival traffic

NASA Technical Reports Server (NTRS)

Green, Steven M.; Den Braven, Wim; Williams, David H.

1991-01-01

The profile negotiation process (PNP) concept as applied to the management of arrival traffic within the extended terminal area is presented, focusing on functional issues from the ground-based perspective. The PNP is an interactive process between an aircraft and air traffic control (ATC) which combines airborne and ground-based automation capabilities to determine conflict-free trajectories that are as close to an aircraft's preference as possible. Preliminary results from a real-time simulation study show that the controller teams are able to consistently and effectively negotiate conflict-free vertical profiles with 4D-equipped aircraft. The ability of the airborne 4D flight management system to adapt to ATC specified 4D trajectory constraints is found to be a requirement for successful execution of the PNP. It is recommended that the conventional method of cost index iteration for obtaining the minimum fuel 4D trajectory be supplemented by a method which constrains the profile speeds to those desired by ATC.

Leadership is the key to chief medical officer success.

PubMed

Kirschman, D

1999-01-01

Senior physician executives were surveyed in 1998/99 to ascertain that they see as their greatest value to their organizations. They believe that their most significant contribution is their accumulated knowledge and experience--both in medicine and management. This medical management perspective is considered the key advantage of serving on the senior management team and helping to shape the organization's decisions and direction. Additionally, they rated their relationships with physicians as a critical aspect of their position. They were also asked what activities they most enjoyed. The number one response was working with the physicians on the medical staff and in the community. This includes the day-to-day involvement as a leader, as a mentor and educator, and overall as a liasion to the organization's practitioners. The activities that they found most rewarding were also those they perceived to be of greatest value. If these physicians are correct about what is valued in their organizations, they are the right people in the right jobs--and they enjoy what they do.

Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency.

PubMed

Harrison, Lindsay

2012-01-01

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency. Copyright © Taylor & Francis Group, LLC

Relationship between time management in construction industry and project management performance

NASA Astrophysics Data System (ADS)

Nasir, Najuwa; Nawi, Mohd Nasrun Mohd; Radzuan, Kamaruddin

2016-08-01

Nowadays, construction industry particularly in Malaysia struggle in achieving status of eminent time management for construction project. Project managers have a great responsibility to keep the project success under time of project completion. However, studies shows that delays especially in Malaysian construction industry still unresolved due to weakness in managing the project. In addition, quality of time management on construction projects is generally poor. Due to the progressively extended delays issue, time performance becomes an important subject to be explored to investigate delay factors. The method of this study is review of literature towards issues in construction industry which affecting time performance of project in general by focusing towards process involved for project management. Based on study, it was found that knowledge, commitment, cooperation are the main criteria as an overall to manage the project into a smooth process during project execution until completion. It can be concluded that, the strength between project manager and team members in these main criteria while conducting the project towards good time performance is highly needed. However, there is lack of establishment towards factors of poor time performance which strongly related with project management. Hence, this study has been conducted to establish factors of poor time performance and its relations with project management.

5 CFR 412.202 - Systematic training and development of supervisors, managers, and executives.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Systematic training and development of supervisors, managers, and executives. 412.202 Section 412.202 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Succession Planning...

Managing human resources for successful strategy execution.

PubMed

Arnold, Edwin

2010-01-01

Managers face difficult challenges when they implement organizational strategies to achieve important goals. Execution of strategy has become more dependent upon the effective management of human resources. This article suggests how people can be managed more effectively to facilitate the execution of strategies and improve organizational performance.

5 CFR 412.302 - Criteria for a Senior Executive Service candidate development program (SESCDP).

Code of Federal Regulations, 2010 CFR

2010-01-01

... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Criteria for a Senior Executive Service... MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Senior Executive Service Candidate Development Programs § 412.302 Criteria for a Senior Executive Service candidate...

Team safety and innovation by learning from errors in long-term care settings.

PubMed

Buljac-Samardžić, Martina; van Woerkom, Marianne; Paauwe, Jaap

2012-01-01

Team safety and team innovation are underexplored in the context of long-term care. Understanding the issues requires attention to how teams cope with error. Team managers could have an important role in developing a team's error orientation and managing team membership instabilities. The aim of this study was to examine the impact of team member stability, team coaching, and a team's error orientation on team safety and innovation. A cross-sectional survey method was employed within 2 long-term care organizations. Team members and team managers received a survey that measured safety and innovation. Team members assessed member stability, team coaching, and team error orientation (i.e., problem-solving and blaming approach). The final sample included 933 respondents from 152 teams. Stable teams and teams with managers who take on the role of coach are more likely to adopt a problem-solving approach and less likely to adopt a blaming approach toward errors. Both error orientations are related to team member ratings of safety and innovation, but only the blaming approach is (negatively) related to manager ratings of innovation. Differences between members' and managers' ratings of safety are greater in teams with relatively high scores for the blaming approach and relatively low scores for the problem-solving approach. Team coaching was found to be positively related to innovation, especially in unstable teams. Long-term care organizations that wish to enhance team safety and innovation should encourage a problem-solving approach and discourage a blaming approach. Team managers can play a crucial role in this by coaching team members to see errors as sources of learning and improvement and ensuring that individuals will not be blamed for errors.

5 CFR 412.401 - Continuing executive development.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Section 412.401 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Executive Development § 412.401 Continuing executive... participation in short-term and longer-term experiences, meet organizational needs for leadership, managerial...

Nationwide Buildings Energy Research enabled through an integrated Data Intensive Scientific Workflow and Advanced Analysis Environment

DOE Office of Scientific and Technical Information (OSTI.GOV)

Kleese van Dam, Kerstin; Lansing, Carina S.; Elsethagen, Todd O.

2014-01-28

Modern workflow systems enable scientists to run ensemble simulations at unprecedented scales and levels of complexity, allowing them to study system sizes previously impossible to achieve, due to the inherent resource requirements needed for the modeling work. However as a result of these new capabilities the science teams suddenly also face unprecedented data volumes that they are unable to analyze with their existing tools and methodologies in a timely fashion. In this paper we will describe the ongoing development work to create an integrated data intensive scientific workflow and analysis environment that offers researchers the ability to easily create andmore » execute complex simulation studies and provides them with different scalable methods to analyze the resulting data volumes. The integration of simulation and analysis environments is hereby not only a question of ease of use, but supports fundamental functions in the correlated analysis of simulation input, execution details and derived results for multi-variant, complex studies. To this end the team extended and integrated the existing capabilities of the Velo data management and analysis infrastructure, the MeDICi data intensive workflow system and RHIPE the R for Hadoop version of the well-known statistics package, as well as developing a new visual analytics interface for the result exploitation by multi-domain users. The capabilities of the new environment are demonstrated on a use case that focusses on the Pacific Northwest National Laboratory (PNNL) building energy team, showing how they were able to take their previously local scale simulations to a nationwide level by utilizing data intensive computing techniques not only for their modeling work, but also for the subsequent analysis of their modeling results. As part of the PNNL research initiative PRIMA (Platform for Regional Integrated Modeling and Analysis) the team performed an initial 3 year study of building energy demands for the US Eastern Interconnect domain, which they are now planning to extend to predict the demand for the complete century. The initial study raised their data demands from a few GBs to 400GB for the 3year study and expected tens of TBs for the full century.« less

Fair process: managing in the knowledge economy.

PubMed

Kim, W C; Mauborgne, R

1997-01-01

Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They have explored the question of why managers of local subsidiaries so often fail to share information with executives at headquarters. They have studied the dynamics of idea sharing in product development teams, joint ventures, supplier partnerships, and corporate transformations. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. The elements of fair process are simple: Engage people's input in decisions that directly affect them. Explain why decisions are made the way they are. Make clear what will be expected of employees after the changes are made. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas. Without it, people are apt to withhold their full cooperation and their creativity. The results are costly: ideas that never see daylight and initiatives that are never seized.

When managers and their teams disagree: a longitudinal look at the consequences of differences in perceptions of organizational support.

PubMed

Bashshur, Michael R; Hernández, Ana; González-Romá, Vicente

2011-05-01

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

Management of aneurysmal subarachnoid hemorrhage.

PubMed

Etminan, N; Macdonald, R L

2017-01-01

Spontaneous subarachnoid hemorrhage (SAH) affects people with a mean age of 55 years. Although there are about 9/100 000 cases per year worldwide, the young age and high morbidity and mortality lead to loss of many years of productive life. Intracranial aneurysms account for 85% of cases. Despite this, the majority of survivors of aneurysmal SAH have cognitive deficits, mood disorders, fatigue, inability to return to work, and executive dysfunction and are often unable to return to their premorbid level of functioning. The main proven interventions to improve outcome are aneurysm repair in a timely fashion by endovascular coiling rather than neurosurgical clipping when feasible and administration of nimodipine. Management also probably is optimized by neurologic intensive care units and multidisciplinary teams. Improved diagnosis, early aneurysm repair, administration of nimodipine, and advanced neurointensive care support may be responsible for improvement in survival from SAH in the last few decades. © 2017 Elsevier B.V. All rights reserved.

The management of large cabling campaigns during the Long Shutdown 1 of LHC

NASA Astrophysics Data System (ADS)

Meroli, S.; Machado, S.; Formenti, F.; Frans, M.; Guillaume, J. C.; Ricci, D.

2014-03-01

The Large Hadron Collider at CERN entered into its first 18 month-long shutdown period in February 2013. During this period the entire CERN accelerator complex will undergo major consolidation and upgrade works, preparing the machines for LHC operation at nominal energy (7 TeV/beam). One of the most challenging activities concerns the cabling infrastructure (copper and optical fibre cables) serving the CERN data acquisition, networking and control systems. About 1000 kilometres of cables, distributed in different machine areas, will be installed, representing an investment of about 15 MCHF. This implies an extraordinary challenge in terms of project management, including resource and activity planning, work execution and quality control. The preparation phase of this project started well before its implementation, by defining technical solutions and setting financial plans for staff recruitment and material supply. Enhanced task coordination was further implemented by deploying selected competences to form a central support team.

7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 7 Agriculture 15 2012-01-01 2012-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her sole...

7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 7 Agriculture 15 2010-01-01 2010-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her sole...

7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 7 Agriculture 15 2011-01-01 2011-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her sole...

7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 7 Agriculture 15 2013-01-01 2013-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her sole...

7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 7 Agriculture 15 2014-01-01 2014-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her sole...

Before the Emergency: A Framework for Evaluating Emergency Preparedness Alternatives at Higher Education Institutions

DTIC Science & Technology

2010-09-01

Operations and Procedures • Logistics and Facilities • Training • Exercises, Evaluation and Corrective Actions • Crisis Communications ...Assessment Team BCA Benefit-cost analysis CEO Chief Executive Officer CERT Community Emergency Response Team CFR Code of Federal Regulations...CHDS Center for Homeland Defense and Security CPG 101 Comprehensive Preparedness Guidelines 101 CPP Community Preparedness and Participation CPW

Training, executive, attention and motor skills (TEAMS) training versus standard treatment for preschool children with attention deficit hyperactivity disorder: a randomised clinical trial.

PubMed

Vibholm, Helle Annette; Pedersen, Jesper; Faltinsen, Erlend; Marcussen, Michael H; Gluud, Christian; Storebø, Ole Jakob

2018-06-08

This study compared the effectiveness of manualised training, executive, attention, and motor skills (TEAMS) training versus standard treatment in preschool children with attention deficit hyperactivity disorder (ADHD). We conducted a randomised parallel group, single-blinded, superiority trial. The primary outcome was ADHD symptoms and the secondary outcome was functionality. Parents and primary school teachers assessed outcomes at pretreatment, posttreatment, and at one, three, and 6 months follow-up. In total, 67 children (aged 3-6 years) were randomised. In the TEAMS group, 32 out of 33 (97%) participants completed the total 8-week program, compared with only 7 out of 26 (27%) in the control group. The repeated-model analyses showed no significant change between the two interventions for ADHD symptoms and functionality levels over time. The mean difference in ADHD symptoms between TEAMS versus standard treatment at posttreatment was 2.18 points (95% confidence interval - 8.62 to 13.0; trial sequential analysis-adjusted confidence interval - 19.3 to 23.7). Trial registration Clinical Trials identifier: NCT01918436 (Retrospectively registered). Registered on 7 August 2013.

A novel personal health system with integrated decision support and guidance for the management of chronic liver disease.

PubMed

Kiefer, Stephan; Schäfer, Michael; Bransch, Marco; Brimmers, Peter; Bartolomé, Diego; Baños, Janie; Orr, James; Jones, Dave; Jara, Maximilian; Stockmann, Martin

2014-01-01

A personal health system platform for the management of patients with chronic liver disease that incorporates a novel approach to integrate decision support and guidance through care pathways for patients and their doctors is presented in this paper. The personal health system incorporates an integrated decision support engine that guides patients and doctors through the management of the disease by issuing tasks and providing recommendations to both the care team and the patient and by controlling the execution of a Care Flow Plan based on the results of tasks and the monitored health status of the patient. This Care Flow Plan represents a formal, business process based model of disease management designed off-line by domain experts on the basis of clinical guidelines, knowledge of care pathways and an organisational model for integrated, patient-centred care. In this way, remote monitoring and treatment are dynamically adapted to the patient's actual condition and clinical symptoms and allow flexible delivery of care with close integration of specialists, therapists and care-givers.

76 FR 69770 - Senior Executive Service Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2011-11-09

... OFFICE OF PERSONNEL MANAGEMENT Senior Executive Service Performance Review Board AGENCY: Office of... of a senior executive's performance by the supervisor, and considers recommendations to the appointing authority regarding the performance of the senior executive. Office of Personnel Management. John...

41 CFR 102-72.50 - What are Executive agencies' responsibilities under a delegation of real property management and...

Code of Federal Regulations, 2010 CFR

2010-07-01

... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What are Executive agencies' responsibilities under a delegation of real property management and operation authority from GSA... property management and operation authority from GSA? With this delegation, Executive agencies have the...

A care improvement program acting as a powerful learning environment to support nursing students learning facilitation competencies.

PubMed

Jukema, Jan S; Harps-Timmerman, Annelies; Stoopendaal, Annemiek; Smits, Carolien H M

2015-11-01

Change management is an important area of training in undergraduate nursing education. Successful change management in healthcare aimed at improving practices requires facilitation skills that support teams in attaining the desired change. Developing facilitation skills in nursing students requires formal educational support. A Dutch Regional Care Improvement Program based on a nationwide format of change management in healthcare was designed to act as a Powerful Learning Environment for nursing students developing competencies in facilitating change. This article has two aims: to provide comprehensive insight into the program components and to describe students' learning experiences in developing their facilitation skills. This Dutch Regional Care Improvement Program considers three aspects of a Powerful Learning Environment: self-regulated learning; problem-based learning; and complex, realistic and challenging learning tasks. These three aspects were operationalised in five distinct areas of facilitation: increasing awareness of the need for change; leadership and project management; relationship building and communication; importance of the local context; and ongoing monitoring and evaluation. Over a period of 18 months, 42 nursing students, supported by trained lecturer-coaches, took part in nine improvement teams in our Regional Care Improvement Program, executing activities in all five areas of facilitation. Based on the students' experiences, we propose refinements to various components of this program, aimed at strengthenin the learning environment. There is a need for further detailed empirical research to study the impact this kind of learning environment has on students developing facilitation competencies in healthcare improvement. Copyright © 2015 Elsevier Ltd. All rights reserved.

Leadership roles, competencies, and education: how prepared are our nurse managers?

PubMed

Kleinman, Carol S

2003-09-01

Although they are responsible for the operation of business units, nurse managers are often less well prepared to manage the business activities than the clinical activities. Perceptions of nurse managers and nurse executives regarding competencies required for nursing management roles and the educational preparation required to attain them were examined. Results indicate the groups are in basic agreement about required competencies, though nurse managers appear less clear about nurse executive role responsibilities. Nurse executives value the acquisition of a master's degree as essential for nurse manager performance, while fewer nurse managers agree. Strategies nurse executives may employ to develop nurse manager business knowledge include traditional undergraduate and graduate degree programs, online programs, certificate programs, continuing education, inservice education offerings, seminars, and mentoring activities.

Engaging Stakeholders through Participatory Mapping and Spatial Analysis in a Scenarios Process for Alaska's North Slope

NASA Astrophysics Data System (ADS)

Fradkin, B.; Vargas, J. C.; Lee, O. A.; Emperador, S.

2016-12-01

A scenarios process was conducted for Alaska's North Slope to consider the wide range of drivers of change and uncertainties that could contribute to shifts in research and monitoring needs over the next 25 years. The project team, consisting of specialists in participatory scenarios and academic researchers, developed an interactive approach that helped facilitate the exploration of a range of plausible changes in the region. Over two years, the team designed and executed a series of workshops to capitalize on the collective expertise of researchers, resource managers, industry representatives, and traditional and local knowledge holders on the North Slope. The goal of this process was to evaluate three energy and resource development scenarios, which incorporated biophysical and socioeconomic drivers, to assess the implications of development on high-priority biophysical resources and the subsistence lifestyle and well-being of its Inupiat residents. Due to the diversity of the stakeholders engaged in the process, the workshop materials and activities had to be carefully designed and executed, in order to provide an adequate platform for discussion of each scenario component, as well as generating products that would provide management-relevant information to the NSSI and its member entities. Each workshop implemented a participatory mapping component, which relied on the best available geospatial datasets to generate informational maps that enabled participants to effectively consider a wide range of variables and outcomes for each of the selected scenarios. In addition, the map sketches produced in each workshop were digitized and incorporated into a spatial analysis that evaluated the level of agreement between stakeholder groups, as well as evaluating the geographic overlap of development features and anticipated implications with terrestrial and marine habitats, subsistence hunting zones, and sensitive landscape elements such as permafrost. This presentation will focus on how participatory mapping and analysis aided in eliciting stakeholder input and working towards consensus through a process that engaged a diverse group of parties concerned with the region's future research and monitoring needs.

22 CFR 41.54 - Intracompany transferees (executives, managers, and specialists).

Code of Federal Regulations, 2010 CFR

2010-04-01

... 22 Foreign Relations 1 2010-04-01 2010-04-01 false Intracompany transferees (executives, managers, and specialists). 41.54 Section 41.54 Foreign Relations DEPARTMENT OF STATE VISAS VISAS: DOCUMENTATION....54 Intracompany transferees (executives, managers, and specialists). (a) Requirements for L...

76 FR 61371 - All-Hazard Position Task Books for Type 3 Incident Management Teams

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-04

...-Hazard Position Task Books for Type 3 Incident Management Teams AGENCY: Federal Emergency Management... Books for Type 3 Incident Management Teams were developed to assist personnel achieve qualifications in... Management Teams were developed to assist personnel achieve qualifications in the All-Hazard ICS positions...

Environmental Survey preliminary report, Oak Ridge Gaseous Diffusion Plant, Oak Ridge, Tennessee

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1989-02-01

This report presents the preliminary findings from the first phase of the Environmental Survey of the US Department of Energy's (DOE) Oak Ridge Gaseous Diffusion Plant (ORGDP) conducted March 14 through 25, 1988. The Survey is being conducted by an interdisciplinary team of environmental specialists, led and managed by the Office of Environment, Safety and Health's Office of Environmental Audit. Individual team components are being supplied by a private contractor. The objective of the Survey is to identify environmental risk associated with ORGDP. The Survey covers all environmental media and all areas of environmental regulation. It is being performed inmore » accordance with the DOE Environmental Survey Manual. This phase of the Survey involves the review of existing site environmental data, observations of the operations carried on at ORGDP, and interviews with site personnel. The Survey team developed a Sampling and Analysis Plan to assist in further assessing certain of the environmental problems identified during is on-site activities. The Sampling and Analysis Plan will be executed by Idaho National Engineering Laboratory (INEL). When completed, the results will be incorporated into the ORGDP Survey findings for in inclusion into the Environmental Survey Summary Report. 120 refs., 41 figs., 74 tabs.« less

Environmental Survey preliminary report, Kansas City Plant, Kansas City, Missouri

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1988-01-01

This report presents the preliminary findings from the first phase of the Environmental Survey of the United States Department of Energy (DOE), Kansas City Plant (KCP), conducted March 23 through April 3, 1987. The Survey is being conducted by a multidisciplinary team of environmental specialists, led and managed by the Office of Environment, Safety and Health's Office of Environmental Audit. Individual team members are outside experts being supplied by a private contractor. The objective of the Survey is to identify environmental problems and areas of environmental risk associated with the KCP. The Survey covers all environmental media and all areasmore » of environmental regulations. It is being performed in accordance with the DOE Environmental Survey Manual. This phase of the Survey involves the review of existing site environmental data observations of the operations performed at the KCP, and interviews with site personnel. The Survey team developed a Sampling and Analysis Plan to assist in further assessing certain environmental problems identified during its on-site activities. The Sampling and Analysis Plan is being executed by DOE's Argonne National Laboratory. When completed, the results will be incorporated into the KCP Environmental Survey Interim Report. The Interim Report will reflect the final determinations of the KCP Survey. 94 refs., 39 figs., 55 tabs.« less

Environmental Survey preliminary report, Brookhaven National Laboratory, Upton, New York

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1988-06-01

This report presents the preliminary findings from the first phase of the Environmental Survey of the United States Department of Energy (DOE) Brookhaven National Laboratory (BNL) conducted April 6 through 17, 1987. The Survey is being conducted by an interdisciplinary team of environmental specialists, led and managed by the Office of Environment, Safety and Health's Office of Environmental Audit. Individual team components are being supplied by a private contractor. The objective of the Survey is to identify environmental problems and areas of environmental risk associated with BNL. The Survey covers all environmental media and all areas of environmental regulation. Itmore » is being performed in accordance with the DOE Environmental Survey Manual. This phase of the Survey involves the review of existing site environmental data, observations of the operations carried on at BNL, and interviews with site personnel. The Survey team developed a Sampling and Analysis Plan to assist in further assessing specific environmental problems identified during its on-site activities. The Sampling and Analysis Plan will be executed by Oak Ridge National Laboratory. When completed, the results will be incorporated into the BNL Environmental Survey Interim Report. The Interim Report will reflect the final determinations of the BNL Survey. 80 refs., 24 figs., 48 tabs.« less

The science of teams in the military: Contributions from over 60 years of research.

PubMed

Goodwin, Gerald F; Blacksmith, Nikki; Coats, Meredith R

2018-01-01

Teams are the foundational building blocks of the military, which uses a hierarchical structure built on and around teams to form larger units. Consequently, team effectiveness has been a substantial focus of research within the military for decades to ensure military teams have the human capabilities to complete their missions and address future challenges successfully. This research has contributed greatly to broader team theory and informed the development of evidence-based interventions. Team-focused research supported or executed by the military has yielded major insights into the nature of team performance, advanced the methods for measuring and improving team performance, and broken new ground in understanding the assembly of effective teams. Furthermore, military research has made major contributions to advancing methodological and statistical techniques for studying teams. We highlight the military contributions to the broader team literature and conclude with a discussion of critical areas of future research on teams and enduring challenges for both the military and team science as a whole. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

From industry to academia: Benefits of integrating a professional project management standard into (geo)science research

NASA Astrophysics Data System (ADS)

Cristini, Luisa

2017-04-01

Scientific and technological research carried out within universities and public research institutions often involves large collaborations across several countries. Despite the considerable budget (typically millions of Euros), the high expectations (high impact scientific findings, new technological developments and links with policy makers, industry and civil society) and the length of the project over several years, these international projects often rely heavily on the personal skills of the management team (project coordinator, project manager, principal investigators) without a structured, transferable framework. While this approach has become an established practice, it's not ideal and can jeopardise the success of the entire effort with consequences ranging from schedule delays, loss of templates/systems, financial charges and ultimately project failure. In this presentation I will show the advantages of integrating a globally recognised standard for professional project management, such as the PMP® by the Project Management Institute, into academic research. I will cover the project management knowledge areas (integration management, scope management, time management, cost management, quality management, human resources management, risk management, procurement management, and stakeholder management) and the processes within these throughout the phases of the project lifetime (project initiation, planning, executing, monitoring and controlling, and closure). I will show how application of standardised, transferable procedures, developed within the business & administration sector, can benefit academia and more generally scientific research.

Integration and Testing Challenges of Small Satellite Missions: Experiences from the Space Technology 5 Project

NASA Technical Reports Server (NTRS)

Sauerwein, Timothy A.; Gostomski, Tom

2007-01-01

The Space Technology 5(ST5) payload was successfully carried into orbit on an OSC Pegasus XL launch vehicle, which was carried aloft and dropped from the OSC Lockheed L-1011 from Vandenberg Air Force Base March 22,2006, at 9:03 am Eastern time, 6:03 am Pacific time. In order to reach the completion of the development and successful launch of ST 5, the systems integration and test(I&T) team determined that a different approach was required to meet the project requirements rather than the standard I&T approach used for single, room-sized satellites. The ST5 payload, part of NASA's New Millennium Program headquartered at JPL, consisted of three micro satellites (approximately 30 kg each) and the Pegasus Support Structure (PSS), the system that connected the spacecrafts to the launch vehicle and deployed the spacecrafts into orbit from the Pegasus XL launch vehicle. ST5 was a technology demonstration payload, intended to test six (6) new technologies for potential use for future space flights along with demonstrating the ability of small satellites to perform quality science. The main technology was a science grade magnetometer designed to take measurements of the earth's magnetic field. The three spacecraft were designed, integrated, and tested at NASA Goddard Space Flight Center with integration and environmental testing occurring in the Bldg. 7-1 0-15-29. The three spacecraft were integrated and tested by the same I&T team. The I&T Manager determined that there was insufficient time in the schedule to perform the three I&T spacecraft activities in series used standard approaches. The solution was for spacecraft #1 to undergo integration and test first, followed by spacecraft #2 and #3 simultaneously. This simultaneous integration was successful for several reasons. Each spacecraft had a Lead Test Conductor who planned and coordinated their spacecraft through its integration and test activities. One team of engineers and technicians executed the integration of all three spacecraft, learning and gaining knowledge and efficiency as spacecraft #1 integration and testing progressed. They became acutely familiar with the hardware, operation and processes for I&T, thus each team member had the experience and knowledge to safely execute I&T for spacecraft #2 and #3 together. The integration team was very versatile and each member could perform many different activities or work any spacecraft, when needed. Daily meetings between the three Lead TCs and technician team allowed the team to plan and implement activities efficiently. The three (3) spacecraft and PSS were successfully integrated and tested, shipped to the launch site, and ready for launch per the I&T schedule that was planned three years previously.

Teamwork and clinical error reporting among nurses in Korean hospitals.

PubMed

Hwang, Jee-In; Ahn, Jeonghoon

2015-03-01

To examine levels of teamwork and its relationships with clinical error reporting among Korean hospital nurses. The study employed a cross-sectional survey design. We distributed a questionnaire to 674 nurses in two teaching hospitals in Korea. The questionnaire included items on teamwork and the reporting of clinical errors. We measured teamwork using the Teamwork Perceptions Questionnaire, which has five subscales including team structure, leadership, situation monitoring, mutual support, and communication. Using logistic regression analysis, we determined the relationships between teamwork and error reporting. The response rate was 85.5%. The mean score of teamwork was 3.5 out of 5. At the subscale level, mutual support was rated highest, while leadership was rated lowest. Of the participating nurses, 522 responded that they had experienced at least one clinical error in the last 6 months. Among those, only 53.0% responded that they always or usually reported clinical errors to their managers and/or the patient safety department. Teamwork was significantly associated with better error reporting. Specifically, nurses with a higher team communication score were more likely to report clinical errors to their managers and the patient safety department (odds ratio = 1.82, 95% confidence intervals [1.05, 3.14]). Teamwork was rated as moderate and was positively associated with nurses' error reporting performance. Hospital executives and nurse managers should make substantial efforts to enhance teamwork, which will contribute to encouraging the reporting of errors and improving patient safety. Copyright © 2015. Published by Elsevier B.V.

Advanced Software Techniques for Data Management Systems. Volume 2: Space Shuttle Flight Executive System: Functional Design

NASA Technical Reports Server (NTRS)

Pepe, J. T.

1972-01-01

A functional design of software executive system for the space shuttle avionics computer is presented. Three primary functions of the executive are emphasized in the design: task management, I/O management, and configuration management. The executive system organization is based on the applications software and configuration requirements established during the Phase B definition of the Space Shuttle program. Although the primary features of the executive system architecture were derived from Phase B requirements, it was specified for implementation with the IBM 4 Pi EP aerospace computer and is expected to be incorporated into a breadboard data management computer system at NASA Manned Spacecraft Center's Information system division. The executive system was structured for internal operation on the IBM 4 Pi EP system with its external configuration and applications software assumed to the characteristic of the centralized quad-redundant avionics systems defined in Phase B.

32 CFR 724.702 - Executive management.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 32 National Defense 5 2012-07-01 2012-07-01 false Executive management. 724.702 Section 724.702 National Defense Department of Defense (Continued) DEPARTMENT OF THE NAVY PERSONNEL NAVAL DISCHARGE REVIEW BOARD Organization of the Naval Discharge Review Board § 724.702 Executive management. The...

32 CFR 724.702 - Executive management.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 32 National Defense 5 2013-07-01 2013-07-01 false Executive management. 724.702 Section 724.702 National Defense Department of Defense (Continued) DEPARTMENT OF THE NAVY PERSONNEL NAVAL DISCHARGE REVIEW BOARD Organization of the Naval Discharge Review Board § 724.702 Executive management. The...

32 CFR 724.702 - Executive management.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 32 National Defense 5 2014-07-01 2014-07-01 false Executive management. 724.702 Section 724.702 National Defense Department of Defense (Continued) DEPARTMENT OF THE NAVY PERSONNEL NAVAL DISCHARGE REVIEW BOARD Organization of the Naval Discharge Review Board § 724.702 Executive management. The...

32 CFR 724.702 - Executive management.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 32 National Defense 5 2011-07-01 2011-07-01 false Executive management. 724.702 Section 724.702 National Defense Department of Defense (Continued) DEPARTMENT OF THE NAVY PERSONNEL NAVAL DISCHARGE REVIEW BOARD Organization of the Naval Discharge Review Board § 724.702 Executive management. The...

32 CFR 724.702 - Executive management.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 32 National Defense 5 2010-07-01 2010-07-01 false Executive management. 724.702 Section 724.702 National Defense Department of Defense (Continued) DEPARTMENT OF THE NAVY PERSONNEL NAVAL DISCHARGE REVIEW BOARD Organization of the Naval Discharge Review Board § 724.702 Executive management. The...

77 FR 66191 - Senior Executive Service-Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2012-11-02

... OFFICE OF PERSONNEL MANAGEMENT Senior Executive Service--Performance Review Board AGENCY: Office... performance review boards. The board reviews and evaluates the initial appraisal of a senior executive's... performance of the senior executive. U.S. Office of Personnel Management. John Berry, Director. The following...

Executive Development: Key Factors for Success.

ERIC Educational Resources Information Center

Fenwick-Magrath, Julie A.

1988-01-01

Reports results from a survey of 12 leading corporations concerning their management of the executive development process. Indicates that involvement of the chief executive officer, a clear policy, a relationship between executive development and business strategies and objectives, annual succession planning, and management responsibility are key…

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

NASA Technical Reports Server (NTRS)

2003-01-01

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams

ERIC Educational Resources Information Center

Yeatts, Dale E.; Cready, Cynthia; Ray, Beth; DeWitt, Amy; Queen, Courtney

2004-01-01

Purpose: This article describes the progress of our study to examine the advantages and costs of using self-managed nurse aide teams in nursing homes, steps that are being taken to implement such teams, and management strategies being used to manage the teams. Design and Methods: A quasi-experimental design is underway where certified nurse aide…

"That's not how we do it": managing the inherited medical practice team.

PubMed

Hills, Laura

2013-01-01

Most medical practice managers who take a new job will inherit an existing team. Those first few days on the job are critical because they can determine whether or not the new manager will succeed. This article provides a game plan for new medical practice managers so they get off on the right foot with their inherited teams. It suggests strategies for learning about the team's culture and for demonstrating visibly that there is a new manager in the job. It offers guidelines about introducing the new manager to the inherited team, discussing past experiences, and establishing new expectations. This article further provides practical tips for serving as a role model, gaining allies, and dealing with troublemakers quickly and effectively. It suggests strategies for speaking about the previous practice manager and for creating excitement with the inherited team. Finally, this article offers a set of 15 questions a new manager can ask members of the inherited team to get to know them, an additional 25-point team assessment instrument, and a step-by-step strategy for raising the bar for mediocre, lackluster, or dysfunctional inherited teams.

Interface between hospital and fire authorities--a concept for management of incidents in hospitals.

PubMed

Gretenkort, Peter; Harke, Henning; Blazejak, Jan; Pache, Bernd; Leledakis, Georgios

2002-01-01

Although every hospital needs a security plan for the support of immobile patients who do not possess autonomous escape capabilities, little information exists to assist in the development of practical patient evacuation methods. 1) In hospitals during disasters, incident leadership of the fire authorities can be supported effectively by hospital executives experienced in the management of mass casualties; and 2) As an alternative for canvas carry sheets, rescue drag sheets can be employed for emergency, elevator-independent, patient evacuation. A hospital evacuation exercise was planned and performed to obtain experiences in incident command and to permit calculation of elevator-independent patient transport times. Performance of incident leadership was observed by means of pre-defined checklists. The effectiveness and efficiency of carrying teams with five persons each were compared to those with a rescue drag sheet employed by a single person. Incident command for hospitals during a disaster is enhanced considerably by pre-defined and trained executives who are placed at the immediate disposal of the fire authorities. For elevator-independent patient transport, the rescue drag sheet was superior to conventional carrying measures because of a reduced number of transport personnel required to move each patient. With this method, patient transport times averaged 54 m/min. flat and 18 seconds for one floor descent. Experiences from a hospital during an evacuation exercise provided decision criteria for changes in the disaster preparedness plan. Hospital incident leadership was assigned to executives-in-charge in close co-operation with the fire authorities. All beds were equipped with a rescue drag sheet. Both concepts may help to cope with an emergency evacuation of a hospital.

Improved cost monitoring and control through the Earned Value Management System

NASA Astrophysics Data System (ADS)

Hunter, Howard; Fitzgerald, Richard; Barlow, Dewey

2014-01-01

As economic pressure and competition for budget among federal agencies has increased, there has been an increasing need for more granular data and robust management information systems. This is especially true for the execution of major civilian space programs. This need has resulted in new program management requirements being implemented in an attempt to limit cost and schedule growth. In particular, NASA Procedural Requirements (NPR) 7120.5D requires the implementation of an Earned Value Management System (EVMS) compliant with the requirements of American National Standards Institute (ANSI)/Electronic Industries Alliance Standard 748-B. The Radiation Belt Storm Probes (RBSP) program management team at The Johns Hopkins University Applied Physics Laboratory (JHU/APL) made a decision to implement an EVMS on RBSP during Phase B—a year earlier than specified in the contractual Phase C reporting requirement as defined in the NPR. This decision was made so that the project would have the benefit of 12 months of training and hands-on implementation during Phase B. Although there were a number of technical and process hurdles encountered during Phase B and into Phase C, the system was working well when the Integrated Baseline Review (IBR) was held in August 2009. The IBR was a success because it met the review requirements. It was also clear to all IBR participants that the EVMS was providing value to the project management team. Although the IBR pointed out some areas of concern regarding process and ANSI compliance, the system had markedly improved the project's ability to monitor cost and schedule. This, in turn, allowed the project team to foresee problems in advance, formulate corrective actions, and implement course corrections without causing significant adverse impact to the project. Opponents of EVMS systems often communicate the unfavorable opinion that EVMS systems create unnecessary cost and administration. Although it is undeniable that EVMS implementation does not occur without cost, the cost is minimal in comparison to the benefits of successful implementation. This paper will focus on the implementation of EVMS on the RBSP project, explain EV processes and the implementation's cost, and analyze the benefits of EVMS to provide insight into cost/benefit considerations for other projects considering EVMS implementation. This paper will do this by focusing on the following points: (1) RBSP is the first full-up implementation of earned value management (EVM) at JHU/APL; (2) RBSP EVM started in Phase B; (3) RBSP EVM implementation has been working well in Phase C/D; (4) RBSP EVM implementation has been recognized by Goddard Space Flight Center and NASA Headquarters as successful; and (5) an assessment of the benefits of EVMS to the project management team and sponsor shows that the system's benefits outweigh the cost of implementation.

TANK OPERATIONS CONTRACT CONSTRUCTION MANAGEMENT METHODOLOGY UTILIZING THE AGENCY METHOD OF CONSTRUCTION MANAGEMENT

DOE Office of Scientific and Technical Information (OSTI.GOV)

LESKO KF; BERRIOCHOA MV

2010-02-26

Washington River Protection Solutions, LLC (WRPS) has faced significant project management challenges in managing Davis-Bacon construction work that meets contractually required small business goals. The unique challenge is to provide contracting opportunities to multiple small business constructioin subcontractors while performing high hazard work in a safe and productive manner. Previous to the WRPS contract, construction work at the Hanford Tank Farms was contracted to large companies, while current Department of Energy (DOE) Contracts typically emphasize small business awards. As an integral part of Nuclear Project Management at Hanford Tank Farms, construction involves removal of old equipment and structures and installationmore » of new infrastructure to support waste retrieval and waste feed delivery to the Waste Treatment Plant. Utilizing the optimum construction approach ensures that the contractors responsible for this work are successful in meeting safety, quality, cost and schedule objectives while working in a very hazardous environment. This paper descirbes the successful transition from a traditional project delivery method that utilized a large business general contractor and subcontractors to a new project construction management model that is more oriented to small businesses. Construction has selected the Agency Construction Management Method (John E Schaufelberger, Len Holm, "Management of Construction Projects, A Constructor's Perspective", University of Washington, Prentice Hall 2002). This method was implemented in the first quarter of Fiscal Year 2009 (FY2009), where Construction Management is performed by substantially home office resources from the URS Northwest Office in Richland, Washington. The Agency Method has allowed WRPS to provide proven Construction Managers and Field Leads to mentor and direct small business contractors, thus providing expertise and assurance of a successful project. Construction execution contracts are subcontracted directly by WRPS to small or disadvantaged contractors that are mentored and supported by URS personnel. Each small contractor is mentored and supported utilizing the principles of the Construction Industry Institute (CII) Partnering process. Some of the key mentoring and partnering areas that are explored in this paper are, internal and external safety professional support, subcontractor safety teams and the interface with project and site safety teams, quality assurance program support to facilitate compliance with NQA-1, construction, team roles and responsibilities, work definition for successful fixed price contracts, scheduling and interface with project schedules and cost projection/accruals. The practical application of the CII Partnering principles, with the Construction Management expertise of URS, has led to a highly successful construction model that also meets small business contracting goals.« less

TMT approach to observatory software development process

NASA Astrophysics Data System (ADS)

Buur, Hanne; Subramaniam, Annapurni; Gillies, Kim; Dumas, Christophe; Bhatia, Ravinder

2016-07-01

The purpose of the Observatory Software System (OSW) is to integrate all software and hardware components of the Thirty Meter Telescope (TMT) to enable observations and data capture; thus it is a complex software system that is defined by four principal software subsystems: Common Software (CSW), Executive Software (ESW), Data Management System (DMS) and Science Operations Support System (SOSS), all of which have interdependencies with the observatory control systems and data acquisition systems. Therefore, the software development process and plan must consider dependencies to other subsystems, manage architecture, interfaces and design, manage software scope and complexity, and standardize and optimize use of resources and tools. Additionally, the TMT Observatory Software will largely be developed in India through TMT's workshare relationship with the India TMT Coordination Centre (ITCC) and use of Indian software industry vendors, which adds complexity and challenges to the software development process, communication and coordination of activities and priorities as well as measuring performance and managing quality and risk. The software project management challenge for the TMT OSW is thus a multi-faceted technical, managerial, communications and interpersonal relations challenge. The approach TMT is using to manage this multifaceted challenge is a combination of establishing an effective geographically distributed software team (Integrated Product Team) with strong project management and technical leadership provided by the TMT Project Office (PO) and the ITCC partner to manage plans, process, performance, risk and quality, and to facilitate effective communications; establishing an effective cross-functional software management team composed of stakeholders, OSW leadership and ITCC leadership to manage dependencies and software release plans, technical complexities and change to approved interfaces, architecture, design and tool set, and to facilitate effective communications; adopting an agile-based software development process across the observatory to enable frequent software releases to help mitigate subsystem interdependencies; defining concise scope and work packages for each of the OSW subsystems to facilitate effective outsourcing of software deliverables to the ITCC partner, and to enable performance monitoring and risk management. At this stage, the architecture and high-level design of the software system has been established and reviewed. During construction each subsystem will have a final design phase with reviews, followed by implementation and testing. The results of the TMT approach to the Observatory Software development process will only be preliminary at the time of the submittal of this paper, but it is anticipated that the early results will be a favorable indication of progress.

Travailleurs-Euses, Étudiant-Es : Même Combat! Association of Graduate Students Employed at McGill (AGSEM), 2012-2013 Teaching Assistants' Unit Executive

ERIC Educational Resources Information Center

McGill Journal of Education, 2013

2013-01-01

In the wake of the Québec student movement, graduate students of the 2012-2013 executive team for the Teaching Assistants' Unit of the Association of Graduate Students Employed at McGill (AGSEM) reflect on their individual backgrounds and motivations for pursuing union work. With various opportunities for employment on and off campus, what compels…

17 CFR 200.30-13 - Delegation of authority to Associate Executive Director of the Office of Financial Management.

Code of Federal Regulations, 2010 CFR

2010-04-01

... Associate Executive Director of the Office of Financial Management. 200.30-13 Section 200.30-13 Commodity... authority to Associate Executive Director of the Office of Financial Management. Pursuant to the provisions... Financial Management, to be performed by him or her, or under his or her direction by such person or persons...

41 CFR 102-83.70 - What is Executive Order 12072?

Code of Federal Regulations, 2014 CFR

2014-01-01

... Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 83-LOCATION OF SPACE Location of Space Urban Areas § 102-83.70 What is Executive Order 12072? Executive Order 12072, entitled “Federal Space Management,” requires all Executive agencies that have a mission requirement to locate in an urban...

41 CFR 102-83.70 - What is Executive Order 12072?

Code of Federal Regulations, 2013 CFR

2013-07-01

... Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 83-LOCATION OF SPACE Location of Space Urban Areas § 102-83.70 What is Executive Order 12072? Executive Order 12072, entitled “Federal Space Management,” requires all Executive agencies that have a mission requirement to locate in an urban...

41 CFR 102-83.70 - What is Executive Order 12072?

Code of Federal Regulations, 2012 CFR

2012-01-01

... Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 83-LOCATION OF SPACE Location of Space Urban Areas § 102-83.70 What is Executive Order 12072? Executive Order 12072, entitled “Federal Space Management,” requires all Executive agencies that have a mission requirement to locate in an urban...

Collaborative Aviation Weather Statement - An Impact-based Decision Support Tool

NASA Astrophysics Data System (ADS)

Blondin, Debra

2016-04-01

Historically, convection causes the highest number of air traffic constraints on the United States National Air Space (NAS). Increased NAS predictability allows traffic flow managers to more effectively initiate, amend or terminate planned or active traffic management initiatives, resulting in more efficient use of available airspace. A Collaborative Aviation Weather Statement (CAWS) is an impact-based decision support tool used for the timely delivery of high-confidence, high-relevance aviation convective weather forecasts to air traffic managers. The CAWS is a graphical and textual forecast produced by a collaborative team of meteorologists from the Aviation Weather Center (AWC), Center Weather Service Units, and airlines to bring attention to high impact areas of thunderstorms. The CAWS addresses thunderstorm initiation or movement into the airports having the highest volume of traffic or into traffic sensitive jet routes. These statements are assessed by planners at the Federal Aviation Administration's (FAA) Air Route Traffic Control Centers and are used for planning traffic management initiatives to balance air traffic flow across the United States. The FAA and the airline industry use the CAWS to plan, manage, and execute operations in the NAS, thereby improving the system efficiency and safety and also saving dollars for industry and the traveling public.

Integration and Testing Challenges of Small, Multiple Satellite Missions: Experiences from the Space Technology 5 Project

NASA Technical Reports Server (NTRS)

Sauerwein, Timothy A.; Gostomski, Thomas

2008-01-01

The ST5 technology demonstration mission led by GSFC of NASA's New Millennium Program managed by JPL consisted of three micro satellites (approximately 30 kg each) deployed into orbit from the Pegasus XL launch vehicle. In order to meet the launch date schedule of ST5, a different approach was required rather than the standard I&T approach used for single, room-sized satellites. The three spacecraft were designed, integrated, and tested at NASA Goddard Space Flight Center. It was determined that there was insufficient time in the schedule to perform three spacecraft I&T activities in series using standard approaches. The solution was for spacecraft #1 to undergo integration and test first, followed by spacecraft #2 and #3 simultaneously. This simultaneous integration was successful for several reasons. Each spacecraft had a Lead Test Conductor who planned and coordinated their spacecraft through its integration and test activities. One team of engineers and technicians executed the integration of all three spacecraft, learning and gaining knowledge and efficiency as spacecraft #1 integration and testing progressed. They became acutely familiar with the hardware, operation and processes for I&T, thus had the experience and knowledge to safely execute I&T for spacecraft #2 and #3. The integration team was extremely versatile; each member could perform many different activities or work any spacecraft, when needed. ST5 was successfully integrated, tested and shipped to the launch site per the I&T schedule that was planned three years previously. The I&T campaign was completed with ST5's successful launch on March 22, 2006.

Re-Engineering the ISS Payload Operations Control Center During Increased Utilization and Critical Onboard Events

NASA Technical Reports Server (NTRS)

Marsh, Angela L.; Dudley, Stephanie R. B.

2014-01-01

With an increase in the utilization and hours of payload operations being executed onboard the International Space Station (ISS), upgrading the NASA Marshall Space Flight Center (MSFC) Huntsville Operations Support Center (HOSC) ISS Payload Control Area (PCA) was essential to gaining efficiencies and assurance of current and future payload health and science return. PCA houses the Payload Operations Integration Center (POIC) responsible for the execution of all NASA payloads onboard the ISS. POIC Flight Controllers are responsible for the operation of voice, stowage, command, telemetry, video, power, thermal, and environmental control in support of ISS science experiments. The methodologies and execution of the PCA refurbishment were planned and performed within a four month period in order to assure uninterrupted operation of ISS payloads and minimal impacts to payload operations teams. To vacate the PCA, three additional HOSC control rooms were reconfigured to handle ISS realtime operations, Backup Control Center (BCC) to Mission Control in Houston, simulations, and testing functions. This involved coordination and cooperation from teams of ISS operations controllers, multiple engineering and design disciplines, management, and construction companies performing an array of activities simultaneously and in sync delivering a final product with no issues that impacted the schedule. For each console operator discipline, studies of Information Technology (IT) tools and equipment layouts, ergonomics, and lines of sight were performed. Infusing some of the latest IT into the project was an essential goal in ensuring future growth and success of the ISS payload science returns. Engineering evaluations led to a state of the art media wall implementation and more efficient ethernet cabling distribution providing the latest products and the best solution for the POIC. These engineering innovations led to cost savings for the project. Constraints involved in the management of the project included executing over 450 crew-hours of ISS real-time payload operations including a major onboard communications upgrade, SpaceX un-berth, a Soyuz launch, roll-out of ISS live video and interviews from the POIC, annual BCC certification and hurricane season, and ISS simulations and testing. Continuous ISS payload operations were possible during the PCA facility modifications with the reconfiguration of four control rooms and standup of two temporary control areas. Another major restriction to the project was an ongoing facility upgrade that included a NASA Headquarters mandated replacement of all electrical and mechanical systems and replacement of an external generator. These upgrades required a facility power outage during the PCA upgrades. The project also encompassed console layout designs and ordering, amenities selections and ordering, excessing of old equipment, moves, disposal of old IT equipment, camera installations, facility tour re-schedules, and contract justifications. These were just some of the tasks needed for a successful project.

Healing is who we are ... and who are we?

PubMed

Taylor, Mardy; Keighron, Kevin

2004-01-01

Yavapai Regional Medical Center (YRMC) has created, developed, embraced, and shared its vision of a total healing environment. The management/leadership team identified the values of respect, integrity, accountability, commitment, and quality as norms of behavior to reach YRMC's vision. This article describes how senior management at YRMC supports and reinforces the healing process as part of their everyday work life, resulting in better patient care and an improved bottom line. Nursing executives know that healing is the mantra of caregiving and the foundation of nursing itself. It is an invitation to each employee to invite his/her soul to work, which allows all employees to partner with nursing to become caregivers for each other. Understanding the transformation at YRMC begins with reading and listening to the stories that follow of the experiences and talents of the employees. Others are encouraged to use our model by first recognizing the positive talents and experience of staff members and then telling and retelling the stories that come from these experiences. We believe this will enhance the current healing in your organization and improve your environment "one conversation at a time," as it happened at YRMC. Yavapai Regional Medical Center is proud of its accomplishments. We wish to share our story and journey so that each nurse executive can be inspired to develop and live his/her own vision to create this healing environment.

The NASA Astrobiology Institute: early history and organization.

PubMed

Blumberg, Baruch S

2003-01-01

The NASA Astrobiology Institute (NAI) was established as a means to advance the field of astrobiology by providing a multidisciplinary, multi-institution, science-directed program, executed by universities, research institutes, and NASA and other government laboratories. The scientific community and NASA defined the science content at several workshops as summarized in the NASA Astrobiology Roadmap. Teams were chosen nationwide, following the recommendations of external review groups, and the research program began in 1998. There are now 16 national Teams and five international affiliated and associated astrobiology institutions. The NAI has attracted an outstanding group of scientific groups and individuals. The Institute facilitates the involvement of the scientists in its scientific and management vision. Its goal is to support basic research and allow the scientists the freedom to select their projects and alter them as indicated by new research. Additional missions include the education of the public, the involvement of students who will be the astrobiologists of future generations, and the development of a culture of collaboration in NAI, a "virtual institute," spread across many sites nationally and internationally.

The NASA Astrobiology Institute: early history and organization

NASA Technical Reports Server (NTRS)

Blumberg, Baruch S.

2003-01-01

The NASA Astrobiology Institute (NAI) was established as a means to advance the field of astrobiology by providing a multidisciplinary, multi-institution, science-directed program, executed by universities, research institutes, and NASA and other government laboratories. The scientific community and NASA defined the science content at several workshops as summarized in the NASA Astrobiology Roadmap. Teams were chosen nationwide, following the recommendations of external review groups, and the research program began in 1998. There are now 16 national Teams and five international affiliated and associated astrobiology institutions. The NAI has attracted an outstanding group of scientific groups and individuals. The Institute facilitates the involvement of the scientists in its scientific and management vision. Its goal is to support basic research and allow the scientists the freedom to select their projects and alter them as indicated by new research. Additional missions include the education of the public, the involvement of students who will be the astrobiologists of future generations, and the development of a culture of collaboration in NAI, a "virtual institute," spread across many sites nationally and internationally.

A Collaborative Decision Environment for UAV Operations

NASA Technical Reports Server (NTRS)

D'Ortenzio, Matthew V.; Enomoto, Francis Y.; Johan, Sandra L.

2005-01-01

NASA is developing Intelligent Mission Management (IMM) technology for science missions employing long endurance unmanned aerial vehicles (UAV's). The IMM groundbased component is the Collaborative Decision Environment (CDE), a ground system that provides the Mission/Science team with situational awareness, collaboration, and decisionmaking tools. The CDE is used for pre-flight planning, mission monitoring, and visualization of acquired data. It integrates external data products used for planning and executing a mission, such as weather, satellite data products, and topographic maps by leveraging established and emerging Open Geospatial Consortium (OGC) standards to acquire external data products via the Internet, and an industry standard geographic information system (GIs) toolkit for visualization As a Science/Mission team may be geographically dispersed, the CDE is capable of providing access to remote users across wide area networks using Web Services technology. A prototype CDE is being developed for an instrument checkout flight on a manned aircraft in the fall of 2005, in preparation for a full deployment in support of the US Forest Service and NASA Ames Western States Fire Mission in 2006.

Evolution of Software-Only-Simulation at NASA IV and V

NASA Technical Reports Server (NTRS)

McCarty, Justin; Morris, Justin; Zemerick, Scott

2014-01-01

Software-Only-Simulations have been an emerging but quickly developing field of study throughout NASA. The NASA Independent Verification Validation (IVV) Independent Test Capability (ITC) team has been rapidly building a collection of simulators for a wide range of NASA missions. ITC specializes in full end-to-end simulations that enable developers, VV personnel, and operators to test-as-you-fly. In four years, the team has delivered a wide variety of spacecraft simulations that have ranged from low complexity science missions such as the Global Precipitation Management (GPM) satellite and the Deep Space Climate Observatory (DSCOVR), to the extremely complex missions such as the James Webb Space Telescope (JWST) and Space Launch System (SLS).This paper describes the evolution of ITCs technologies and processes that have been utilized to design, implement, and deploy end-to-end simulation environments for various NASA missions. A comparison of mission simulators are discussed with focus on technology and lessons learned in complexity, hardware modeling, and continuous integration. The paper also describes the methods for executing the missions unmodified flight software binaries (not cross-compiled) for verification and validation activities.

NPSS on NASA's Information Power Grid: Using CORBA and Globus to Coordinate Multidisciplinary Aeroscience Applications

NASA Technical Reports Server (NTRS)

Lopez, Isaac; Follen, Gregory J.; Gutierrez, Richard; Foster, Ian; Ginsburg, Brian; Larsson, Olle; Martin, Stuart; Tuecke, Steven; Woodford, David

2000-01-01

This paper describes a project to evaluate the feasibility of combining Grid and Numerical Propulsion System Simulation (NPSS) technologies, with a view to leveraging the numerous advantages of commodity technologies in a high-performance Grid environment. A team from the NASA Glenn Research Center and Argonne National Laboratory has been studying three problems: a desktop-controlled parameter study using Excel (Microsoft Corporation); a multicomponent application using ADPAC, NPSS, and a controller program-, and an aviation safety application running about 100 jobs in near real time. The team has successfully demonstrated (1) a Common-Object- Request-Broker-Architecture- (CORBA-) to-Globus resource manager gateway that allows CORBA remote procedure calls to be used to control the submission and execution of programs on workstations and massively parallel computers, (2) a gateway from the CORBA Trader service to the Grid information service, and (3) a preliminary integration of CORBA and Grid security mechanisms. We have applied these technologies to two applications related to NPSS, namely a parameter study and a multicomponent simulation.

Executive function deficits in team sport athletes with a history of concussion revealed by a visual-auditory dual task paradigm.

PubMed

Tapper, Anthony; Gonzalez, Dave; Roy, Eric; Niechwiej-Szwedo, Ewa

2017-02-01

The purpose of this study was to examine executive functions in team sport athletes with and without a history of concussion. Executive functions comprise many cognitive processes including, working memory, attention and multi-tasking. Past research has shown that concussions cause difficulties in vestibular-visual and vestibular-auditory dual-tasking, however, visual-auditory tasks have been examined rarely. Twenty-nine intercollegiate varsity ice hockey athletes (age = 19.13, SD = 1.56; 15 females) performed an experimental dual-task paradigm that required simultaneously processing visual and auditory information. A brief interview, event description and self-report questionnaires were used to assign participants to each group (concussion, no-concussion). Eighteen athletes had a history of concussion and 11 had no concussion history. The two tests involved visuospatial working memory (i.e., Corsi block test) and auditory tone discrimination. Participants completed both tasks individually, then simultaneously. Two outcome variables were measured, Corsi block memory span and auditory tone discrimination accuracy. No differences were shown when each task was performed alone; however, athletes with a history of concussion had a significantly worse performance on the tone discrimination task in the dual-task condition. In conclusion, long-term deficits in executive functions were associated with a prior history of concussion when cognitive resources were stressed. Evaluations of executive functions and divided attention appear to be helpful in discriminating participants with and without a history concussion.

5 CFR 430.304 - SES performance management systems.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false SES performance management systems. 430... PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.304 SES performance management systems. (a... or more performance management systems for its senior executives. (b) Performance management systems...

5 CFR 430.304 - SES performance management systems.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false SES performance management systems. 430... PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.304 SES performance management systems. (a... or more performance management systems for its senior executives. (b) Performance management systems...

5 CFR 430.304 - SES performance management systems.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false SES performance management systems. 430... PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.304 SES performance management systems. (a... or more performance management systems for its senior executives. (b) Performance management systems...

5 CFR 430.304 - SES performance management systems.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false SES performance management systems. 430... PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.304 SES performance management systems. (a... or more performance management systems for its senior executives. (b) Performance management systems...

Exploring dual commitment among physician executives in managed care.

PubMed

Hoff, T J

2001-01-01

The growth of a medical management specialty is a significant event associated with managed care. Physician executives are lauded for their potential in bridging the clinical and managerial realms. They also serve as a countervailing force to help the medical profession and patients maintain a strong voice in healthcare decision making at the strategic level. However, little is known about their work loyalties. These attitudes are important to explore because they speak to whose interests physician executives consider and represent in their everyday management roles. If physician executives are to maximize their effectiveness in the healthcare workplace, both physicians and organizations must view them as credible sources of authority. This study examines organizational and professional commitment among a national sample of physician executives employed in managed care settings. Data used for the analysis come from a national survey conducted through the American College of Physician Executives in 1996. The findings support the notion that physician executives can and do express simultaneous loyalty to organizational and professional interests. This dual commitment is related to other work attitudes that contribute to success in the management role. In addition, it appears that situational factors increase the chances for dual commitment. These factors derive from a favorable work environment that includes both organizational and professional socialization in the management role. The results of the study are useful in specifying the training and socialization needs of physicians who wish to do management work. They also provide a rationale for collaboration between healthcare organizations and rank-and-file physicians aimed at cultivating physician executives who are credible leaders within the healthcare system.

Using GTO-Velo to Facilitate Communication and Sharing of Simulation Results in Support of the Geothermal Technologies Office Code Comparison Study

DOE Office of Scientific and Technical Information (OSTI.GOV)

White, Signe K.; Purohit, Sumit; Boyd, Lauren W.

The Geothermal Technologies Office Code Comparison Study (GTO-CCS) aims to support the DOE Geothermal Technologies Office in organizing and executing a model comparison activity. This project is directed at testing, diagnosing differences, and demonstrating modeling capabilities of a worldwide collection of numerical simulators for evaluating geothermal technologies. Teams of researchers are collaborating in this code comparison effort, and it is important to be able to share results in a forum where technical discussions can easily take place without requiring teams to travel to a common location. Pacific Northwest National Laboratory has developed an open-source, flexible framework called Velo that providesmore » a knowledge management infrastructure and tools to support modeling and simulation for a variety of types of projects in a number of scientific domains. GTO-Velo is a customized version of the Velo Framework that is being used as the collaborative tool in support of the GTO-CCS project. Velo is designed around a novel integration of a collaborative Web-based environment and a scalable enterprise Content Management System (CMS). The underlying framework provides a flexible and unstructured data storage system that allows for easy upload of files that can be in any format. Data files are organized in hierarchical folders and each folder and each file has a corresponding wiki page for metadata. The user interacts with Velo through a web browser based wiki technology, providing the benefit of familiarity and ease of use. High-level folders have been defined in GTO-Velo for the benchmark problem descriptions, descriptions of simulator/code capabilities, a project notebook, and folders for participating teams. Each team has a subfolder with write access limited only to the team members, where they can upload their simulation results. The GTO-CCS participants are charged with defining the benchmark problems for the study, and as each GTO-CCS Benchmark problem is defined, the problem creator can provide a description using a template on the metadata page corresponding to the benchmark problem folder. Project documents, references and videos of the weekly online meetings are shared via GTO-Velo. A results comparison tool allows users to plot their uploaded simulation results on the fly, along with those of other teams, to facilitate weekly discussions of the benchmark problem results being generated by the teams. GTO-Velo is an invaluable tool providing the project coordinators and team members with a framework for collaboration among geographically dispersed organizations.« less

Educating residents for managed care: report on a multidisciplinary conference.

PubMed

Hewson, M G; Fishleder, A J; Halperin, A K; Henry, C A; Isaacson, J H; Kachur, E; Tresolini, C

1998-05-01

A growing number of residency programs are preparing their graduates for the realities of managed care practice. In 1996, The Cleveland Clinic Foundation, a private, nonprofit academic medical center, hosted a two-day conference on managed care education to develop innovative instructional and evaluative approaches that, where appropriate, would build on existing expertise. The conference was attended by invited national experts who had a stake in residents' education: clinical faculty, residents, medical educators, executives of managed care organizations, and representatives of other interested organizations. Participants spent much of their time in four small break out groups, each focusing on one of the following topics that were judged particularly relevant to managed care: preventive and population-based medicine, appropriate utilization of resources, clinician-patient communication, and interdisciplinary team practice. Participants shared existing materials, discussed teaching goals and objectives, and generated ideas for teaching methods, teaching materials, and evaluative methods for their respective topics. The authors summarize the recommendations from the four groups, with an overview of the issues that emerged during the conference concerning curriculum development, integration of managed care topics into existing curricula, staging of the curriculum, experiential teaching methods, negative attitudes and resistance, evaluation of trainees and profiling, program assessment, faculty development, and cooperation between academic medical centers and managed care organizations.

Physician-executives past, present, and future.

PubMed

Smallwood, K G; Wilson, C N

1992-08-01

The dramatic changes in the United States' health care system during the last decade have sparked increasing interest in physician-executives. These executives, skilled in both clinical medicine and health care management, can be found in hospitals, managed care organizations, group practices, and government institutions. This paper outlines the physician-executive's roles and the development process. The remarkable growth in the number of physician-executives is expected to continue as they demonstrate their abilities to help health care providers expand ambulatory services, facilitate provider-physician relationships and physician recruitment, and lend expertise in quality improvement and risk management issues.

TANK OPERATIONS CONTRACT CONSTRUCTION MANAGEMENT METHODOLOGY UTILIZING THE AGENCY METHOD OF CONSTRUCTION MANAGEMENT TO SAFELY AND EFFECTIVELY COMPLETE NUCLEAR CONSTRUCTION WORK

DOE Office of Scientific and Technical Information (OSTI.GOV)

LESO KF; HAMILTON HM; FARNER M

Washington River Protection Solutions, LLC (WRPS) has faced significant project management challenges in managing Davis-Bacon construction work that meets contractually required small business goals. The unique challenge is to provide contracting opportunities to multiple small business construction subcontractors while performing high hazard work in a safe and productive manner. Previous to the Washington River Protection Solutions, LLC contract, Construction work at the Hanford Tank Farms was contracted to large companies, while current Department of Energy (DOE) Contracts typically emphasize small business awards. As an integral part of Nuclear Project Management at Hanford Tank Farms, construction involves removal of old equipmentmore » and structures and installation of new infrastructure to support waste retrieval and waste feed delivery to the Waste Treatment Plant. Utilizing the optimum construction approach ensures that the contractors responsible for this work are successful in meeting safety, quality, cost and schedule objectives while working in a very hazardous environment. This paper describes the successful transition from a traditional project delivery method that utilized a large business general contractor and subcontractors to a new project construction management model that is more oriented to small businesses. Construction has selected the Agency Construction Management Method. This method was implemented in the first quarter of Fiscal Year (FY) 2009, where Construction Management is performed by substantially home office resources from the URS Northwest Office in Richland, Washington. The Agency Method has allowed WRPS to provide proven Construction Managers and Field Leads to mentor and direct small business contractors, thus providing expertise and assurance of a successful project. Construction execution contracts are subcontracted directly by WRPS to small or disadvantaged contractors that are mentored and supported by DRS personnel. Each small contractor is mentored and supported utilizing the principles of the Construction Industry Institute (CII) Partnering process. Some of the key mentoring and partnering areas that are explored in this paper are, internal and external safety professional support, subcontractor safety teams and the interface with project and site safety teams, quality assurance program support to facilitate compliance with NQA-1, construction, team roles and responsibilities, work definition for successful fixed price contracts, scheduling and interface with project schedules and cost projection/accruals. The practical application of the CII Partnering principles, with the Construction Management expertise of URS, has led to a highly successful construction model that also meets small business contracting goals.« less

The Demand and Supply of University-Based Executive Education. GMAC Occasional Papers.

ERIC Educational Resources Information Center

Johnson, Terry R.; And Others

The results of a study of the market for university-based education programs for executives and managers is presented. Study objectives were to profile corporate use of various executive and management education programs, profile characteristics of university-based executive education programs currently offered, and identify trends and unmet needs…

Program Manager as Chief Executive Officer (CEO): Leading with Accountability and Empowerment

DTIC Science & Technology

2009-07-01

Keywords: Program Management, Strategic Leadership, Accountability, Empowerment, Stakeholder Management, Entrepreneurship , Executive Decision...include: executive decision making and ne- gotiation skills, penchant toward entrepreneurship , high ethical standards, and strategic leadership...stakeholders. Negotiation skills are vital in these situations. entrePreneUrshiP Entrepreneurs, by their nature, are opportunistic and risk-taking (Cunning

76 FR 22923 - Wellpoint, Inc. D/B/A/Anthem Blue Cross & Blue Shield Enterprise Provider Data Management Team...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-25

.../B/A/Anthem Blue Cross & Blue Shield Enterprise Provider Data Management Team Including On-Site... & Blue Shield, Enterprise Provider Data Management Team, Including On-Site Leased Workers From Kelly... Of Kentucky, Enterprise Provider Data Management Team, Louisville, Kentucky TA-W-74,895B Wellpoint...

ICPL: Intelligent Cooperative Planning and Learning for Multi-agent Systems

DTIC Science & Technology

2012-02-29

objective was to develop a new planning approach for teams!of multiple UAVs that tightly integrates learning and cooperative!control algorithms at... algorithms at multiple levels of the planning architecture. The research results enabled a team of mobile agents to learn to adapt and react to uncertainty in...expressive representation that incorporates feature conjunctions. Our algorithm is simple to implement, fast to execute, and can be combined with any

IDC Integrated Master Plan.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Clifford, David J.; Harris, James M.

2014-12-01

This is the IDC Re-Engineering Phase 2 project Integrated Master Plan (IMP). The IMP presents the major accomplishments planned over time to re-engineer the IDC system. The IMP and the associate Integrated Master Schedule (IMS) are used for planning, scheduling, executing, and tracking the project technical work efforts. REVISIONS Version Date Author/Team Revision Description Authorized by V1.0 12/2014 IDC Re- engineering Project Team Initial delivery M. Harris

Cooperating mobile robots

DOEpatents

Harrington, John J.; Eskridge, Steven E.; Hurtado, John E.; Byrne, Raymond H.

2004-02-03

A miniature mobile robot provides a relatively inexpensive mobile robot. A mobile robot for searching an area provides a way for multiple mobile robots in cooperating teams. A robotic system with a team of mobile robots communicating information among each other provides a way to locate a source in cooperation. A mobile robot with a sensor, a communication system, and a processor, provides a way to execute a strategy for searching an area.

Pupils' Perceptions of and Experiences in Team Invasion Games: A Case Study of a Scottish Secondary School and Its Three Feeder Primary Schools

ERIC Educational Resources Information Center

Gray, Shirley; Sproule, John; Wang, C. K. John

2008-01-01

It has been claimed that young children in schools in Scotland cannot relate to the activities that are taught in the more "traditional" PE curriculum, activities that predominately include team invasion games (TIG) such as basketball, soccer and hockey (Scottish Executive, 2004). However, one of the issues with this claim is that it…

Intelligent Tutoring Methods for Optimizing Learning Outcomes with Embedded Training

DTIC Science & Technology

2009-01-01

used to stimulate learning activities, from practice events with real-time coaching, to exercises with after action review. Particularly with free - play virtual...variations of correct performance can be prohibitive in free - play scenarios, and so for such conditions this has led to a state-based approach for...tiered logic that evaluates team member R for proper execution during free - play execution. In the first tier, the evaluation must know when it

Interprofessional collaboration between residents and nurses in general internal medicine: a qualitative study on behaviours enhancing teamwork quality.

PubMed

Muller-Juge, Virginie; Cullati, Stéphane; Blondon, Katherine S; Hudelson, Patricia; Maître, Fabienne; Vu, Nu V; Savoldelli, Georges L; Nendaz, Mathieu R

2014-01-01

Effective teamwork is necessary for optimal patient care. There is insufficient understanding of interactions between physicians and nurses on internal medicine wards. To describe resident physicians' and nurses' actual behaviours contributing to teamwork quality in the setting of a simulated internal medicine ward. A volunteer sample of 14 pairs of residents and nurses in internal medicine was asked to manage one non-urgent and one urgent clinical case in a simulated ward, using a high-fidelity manikin. After the simulation, participants attended a stimulated-recall session during which they viewed the videotape of the simulation and explained their actions and perceptions. All simulations were transcribed, coded, and analyzed, using a qualitative method (template analysis). Quality of teamwork was assessed, based on patient management efficiency and presence of shared management goals and of team spirit. Most resident-nurse pairs tended to interact in a traditional way, with residents taking the leadership and nurses executing medical prescriptions and assuming their own specific role. They also demonstrated different types of interactions involving shared responsibilities and decision making, constructive suggestions, active communication and listening, and manifestations of positive team building. The presence of a leader in the pair or a truly shared leadership between resident and nurse contributed to teamwork quality only if both members of the pair demonstrated sufficient autonomy. In case of a lack of autonomy of one member, the other member could compensate for it, if his/her own autonomy was sufficiently strong and if there were demonstrations of mutual listening, information sharing, and positive team building. Although they often relied on traditional types of interaction, residents and nurses also demonstrated readiness for increased sharing of responsibilities. Interprofessional education should insist on better redefinition of respective roles and reinforce behaviours shown to enhance teamwork quality.

Interprofessional Collaboration between Residents and Nurses in General Internal Medicine: A Qualitative Study on Behaviours Enhancing Teamwork Quality

PubMed Central

Muller-Juge, Virginie; Cullati, Stéphane; Blondon, Katherine S.; Hudelson, Patricia; Maître, Fabienne; Vu, Nu V.; Savoldelli, Georges L.; Nendaz, Mathieu R.

2014-01-01

Background Effective teamwork is necessary for optimal patient care. There is insufficient understanding of interactions between physicians and nurses on internal medicine wards. Objective To describe resident physicians’ and nurses’ actual behaviours contributing to teamwork quality in the setting of a simulated internal medicine ward. Methods A volunteer sample of 14 pairs of residents and nurses in internal medicine was asked to manage one non-urgent and one urgent clinical case in a simulated ward, using a high-fidelity manikin. After the simulation, participants attended a stimulated-recall session during which they viewed the videotape of the simulation and explained their actions and perceptions. All simulations were transcribed, coded, and analyzed, using a qualitative method (template analysis). Quality of teamwork was assessed, based on patient management efficiency and presence of shared management goals and of team spirit. Results Most resident-nurse pairs tended to interact in a traditional way, with residents taking the leadership and nurses executing medical prescriptions and assuming their own specific role. They also demonstrated different types of interactions involving shared responsibilities and decision making, constructive suggestions, active communication and listening, and manifestations of positive team building. The presence of a leader in the pair or a truly shared leadership between resident and nurse contributed to teamwork quality only if both members of the pair demonstrated sufficient autonomy. In case of a lack of autonomy of one member, the other member could compensate for it, if his/her own autonomy was sufficiently strong and if there were demonstrations of mutual listening, information sharing, and positive team building. Conclusions Although they often relied on traditional types of interaction, residents and nurses also demonstrated readiness for increased sharing of responsibilities. Interprofessional education should insist on better redefinition of respective roles and reinforce behaviours shown to enhance teamwork quality. PMID:24769672

Implementing a balanced scorecard as a strategic management tool in a long-term care organization.

PubMed

Schalm, Corinne

2008-01-01

The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decision-making. To remedy this, it was decided to introduce a balanced scorecard. A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient resources must be assigned. However, success will ultimately depend on the culture of the organization being appropriate and receptive.

A Public Service-Dominant Logic for the Executive Education of Public Managers

ERIC Educational Resources Information Center

Hiedemann, Alexander M.; Nasi, Greta; Saporito, Raffaella

2017-01-01

Building on the concept of Public Service-Dominant Logic (PSDL), this article aims to apply the public service-dominant logic to executive education. We argue that fit-for-purpose and effective executive master programs for public managers (EMPA) need to be designed from a public service perspective. Framing executive education as a service…

[The influence of leadership experience on the style of resolving management decisions by executives of healthcare institutions].

PubMed

Vezhnovets', T A

2013-12-01

The aim of our study was to examine the influence of age and management experience of executives in healthcare institutions at the style of decision-making. The psychological study of 144 executives was conducted. We found out that the age of executives in healthcare institutions does not affect the style of managerial decision making, while experience in leadership position does. Also it was established that the more experienced leader is, the more often he will make decision in authoritative, autonomous, marginal style and the less management experience is, the more likely is the usage of indulgent and situational style. Moreover, the authoritarian style is typical for younger executives, marginal and autonomous is typical for elder executives.

Correlates of Women's Chief Executive Status: Comparisons with Men Chief Executives and Women Top Managers.

ERIC Educational Resources Information Center

Tharenou, Phyllis

1995-01-01

In Australia, a sample of 50 female and 52 male chief executive officers (CEOs) and 53 top women managers was drawn from a larger survey. Results showed interpersonal and organizational situation factors (such as female management hierarchy, personal encouragement) were more associated with women CEOs' status. Status was less related to…

An Analysis of Information Technology Managers' and Executives' Security Concerns on Willingness to Adopt Cloud Computing Solutions

ERIC Educational Resources Information Center

Tanque, Marcus M.

2012-01-01

The research conducted in this study inquires about Information Technology (IT) managers' and executives' attitudes, beliefs, and knowledge on Cloud Computing (CC) security. The study evaluated how these factors affect IT managers' and executives' willingness to adopt CC solutions in their organizations. Confidentiality,…

SOHO Mission Interruption Joint NASA/ESA Investigation Board

NASA Technical Reports Server (NTRS)

1998-01-01

Contact with the SOlar Heliospheric Observatory (SOHO) spacecraft was lost in the early morning hours of June 25, 1998, Eastern Daylight Time (EDT), during a planned period of calibrations, maneuvers, and spacecraft reconfigurations. Prior to this the SOHO operations team had concluded two years of extremely successful science operations. A joint European Space Agency (ESA)/National Aeronautics and Space Administration (NASA) engineering team has been planning and executing recovery efforts since loss of contact with some success to date. ESA and NASA management established the SOHO Mission Interruption Joint Investigation Board to determine the actual or probable cause(s) of the SOHO spacecraft mishap. The Board has concluded that there were no anomalies on-board the SOHO spacecraft but that a number of ground errors led to the major loss of attitude experienced by the spacecraft. The Board finds that the loss of the SOHO spacecraft was a direct result of operational errors, a failure to adequately monitor spacecraft status, and an erroneous decision which disabled part of the on-board autonomous failure detection. Further, following the occurrence of the emergency situation, the Board finds that insufficient time was taken by the operations team to fully assess the spacecraft status prior to initiating recovery operations. The Board discovered that a number of factors contributed to the circumstances that allowed the direct causes to occur. The Board strongly recommends that the two Agencies proceed immediately with a comprehensive review of SOHO operations addressing issues in the ground procedures, procedure implementation, management structure and process, and ground systems. This review process should be completed and process improvements initiated prior to the resumption of SOHO normal operations.

Characteristics of an MIS Executive in Higher Education.

ERIC Educational Resources Information Center

Ahrens, Stephen; Bryson, Charles H.

1983-01-01

The management information systems executive-in-charge, important to a management information system's success or failure, is examined. Successful and not-so-successful executive styles in the business world and their counterparts in higher education are characterized. (Author/MLW)

Building customer capital through knowledge management processes in the health care context.

PubMed

Liu, Sandra S; Lin, Carol Yuh-Yun

2007-01-01

Customer capital is a value generated and an asset developed from customer relationships. Successfully managing these relationships is enhanced by knowledge management (KM) infrastructure that captures and transfers customer-related knowledge. The execution of such a system relies on the vision and determination of the top management team (TMT). The health care industry in today's knowledge economy encounters similar challenges of consumerism as its business sector. Developing customer capital is critical for hospitals to remain competitive in the market. This study aims to provide taxonomy for cultivating market-based organizational learning that leads to building of customer capital and attaining desirable financial performance in health care. With the advancement of technology, the KM system plays an important moderating role in the entire process. The customer capital issue has not been fully explored either in the business or the health care industry. The exploratory nature of such a pursuit calls for a qualitative approach. This study examines the proposed taxonomy with the case hospital. The lessons learned also are reflected with three US-based health networks. The TMT incorporated the knowledge process of conceptualization and transformation in their organizational mission. The market-oriented learning approach promoted by TMT helps with the accumulation and sharing of knowledge that prepares the hospital for the dynamics in the marketplace. Their key knowledge advancement relies on both the professional arena and the feedback of customers. The institutionalization of the KM system and organizational culture expands the hospital's customer capital. The implication is twofold: (1) the TMT is imperative for the success of building customer capital through KM process; and (2) the team effort should be enhanced with a learning culture and sharing spirit, in particular, active nurse participation in decision making and frontline staff's role in providing a delightfully surprising patient experience.

Trial-by-fire transformation: an interview with Globe Metallurgical's Arden C. Sims. Interview by Bruce Rayner.

PubMed

Sims, A C

1992-01-01

Globe Metallurgical Inc., a $115 million supplier of specialty metals, is best known as the first small company to win the Baldrige Award in 1988. But there is much more to this gutsy little company than total quality. During the 1980s, Globe transformed itself from a rust-belt has-been on the verge of bankruptcy into a high-technology, high-quality industry leader. Along the way, the company went private in a management-led leveraged buyout, embraced flexible work teams, adopted a high-value-added, niche marketing strategy, and took its business global. Leading the way in Globe's reinvention was Chief Executive Arden C. Sims, the slow-talking son of a West Virginian coal miner. When he joined the company in 1984, Sims had no experience in the new managerial techniques. He was a product of the old school of management: cut costs and trim operations to regain competitiveness. But he soon discovered that old-style management was not enough to battle offshore competitors, an unproductive work force, rising costs, and outdated production technology. He was forced to go looking for new ideas and practices. In a succession of learning experiences, Sims attended a seminar on total quality in 1985, paving the way for the company's quality program; he discovered the power of flexible work teams when management was forced to run the furnaces during a year-long strike; he organized an LBO, allowing him to change the work order even more dramatically; and he took the company global and into highly profitable niche markets by severing a long-standing relationship with Globe's sales and marketing representative. As a result of these and other changes, Globe leads the specialty metals industry in virtually all performance measures.

Mental health awareness training for the BVA team.

PubMed

Calpin, David

2017-11-01

In September all BVA staff took part in mental health awareness training to better support the profession and one another. BVA Chief Executive David Calpin explains what was involved. British Veterinary Association.

A multilevel study of the impact of project manager's leadership on extra-role performance of project team members

NASA Astrophysics Data System (ADS)

Shokory, Suzyanty Mohd; Suradi, Nur Riza Mohd

2018-04-01

The current study examines the impact of transformational and transactional leadership of project manager on the extra-role performance of project team members. In addition, this study also identifies factor dominant to extra-role performance of project team members when the transformational and transactional leadership of project managers are analyzed simultaneously. The study involved 175 of project team members from 35 project teams (each project team consists of different contracting companies registered in the Selangor (N = 175 from 35 contractors company). A multilevel analysis with hierarchical linear modeling (HLM) approach was used in this study. The analysis showed that transformational and transactional leadership of the project manager is a positive significant with extra-role performance project team members when analyzed separately. However when the two constructs (transformational leadership and transactional leadership of project manager) were analyzed simultaneously, transformational leadership was found to have more impact on extra-role performance project team members compared to transactional leadership. These findings explained that although transformational and transactional leadership of project managers can improve extra-role performance project team members, but this study has proved that transformational leadership of project managers affect extra-role performance project team members more as compared to transactional leadership.

Organizational structure for addressing the attributes of the ideal healthcare delivery system.

PubMed

Cowen, Mark; Halasyamani, Lakshmi K; McMurtrie, Daniel; Hoffman, Denise; Polley, Theodore; Alexander, Jeffrey A

2008-01-01

The Institute of Medicine's (IOM) report Crossing the Quality Chasm described the aims, characteristics, and components of the ideal healthcare system but did not provide the templates of organizational structures needed to achieve this vision. In this article, we review three principles of effective organizations to inform the design of a facilitative clinical care structure: a focus on the patient and caregiving team, the use of information, and connectivity with executive and operational leadership. These concepts can be realized in an organizational chart that is inverted to place patients and their care providers on top, flat with few degrees of separation between patients and executive leadership, and webbed to reflect connections to the professional and ancillary departments. An example of a recently implemented clinical care infrastructure follows this discussion. This model divides the patient population into nonexclusive subgroups, each with an interdisciplinary collaborative practice team that oversees and advocates the subgroup's clinical care activities. The organization's interdisciplinary practice council, in conjunction with its physician and nursing practice councils, backs these teams, providing a second layer of support. The council layer is connected to the health system board through the clinical oversight group, whose core membership consists of council chairs, the chief executive officer, and the chief medical and nursing officers. Clinical information for planning and evaluation is available at all levels. This model provides a framework for identifying the individuals and processes necessary to achieve IOM's vision.

International Space Station Configuration Analysis and Integration

NASA Technical Reports Server (NTRS)

Anchondo, Rebekah

2016-01-01

Ambitious engineering projects, such as NASA's International Space Station (ISS), require dependable modeling, analysis, visualization, and robotics to ensure that complex mission strategies are carried out cost effectively, sustainably, and safely. Learn how Booz Allen Hamilton's Modeling, Analysis, Visualization, and Robotics Integration Center (MAVRIC) team performs engineering analysis of the ISS Configuration based primarily on the use of 3D CAD models. To support mission planning and execution, the team tracks the configuration of ISS and maintains configuration requirements to ensure operational goals are met. The MAVRIC team performs multi-disciplinary integration and trade studies to ensure future configurations meet stakeholder needs.

Management Guidelines for Database Developers' Teams in Software Development Projects

NASA Astrophysics Data System (ADS)

Rusu, Lazar; Lin, Yifeng; Hodosi, Georg

Worldwide job market for database developers (DBDs) is continually increasing in last several years. In some companies, DBDs are organized as a special team (DBDs team) to support other projects and roles. As a new role, the DBDs team is facing a major problem that there are not any management guidelines for them. The team manager does not know which kinds of tasks should be assigned to this team and what practices should be used during DBDs work. Therefore in this paper we have developed a set of management guidelines, which includes 8 fundamental tasks and 17 practices from software development process, by using two methodologies Capability Maturity Model (CMM) and agile software development in particular Scrum in order to improve the DBDs team work. Moreover the management guidelines developed here has been complemented with practices from authors' experience in this area and has been evaluated in the case of a software company. The management guidelines for DBD teams presented in this paper could be very usefully for other companies too that are using a DBDs team and could contribute towards an increase of the efficiency of these teams in their work on software development projects.

20 strategies for marketing your managed care plan.

PubMed

Firshein, J

1996-01-01

In today's fiercely competitive managed care marketplace, healthcare executives must find a way to set their plans apart from the competition and build a sufficient customer base. At the same time, they must confront a growing anti-managed care backlash among a wary and confused public. Healthcare executive magazine talked with managed care experts to gather their views on key strategies to help executives meet both of these challenges. Here's what they suggest.

Ensuring a C2 Level of Trust and Interoperability in a Networked Windows NT Environment

DTIC Science & Technology

1996-09-01

addition, it should be noted that the device drivers, microkernel , memory manager, and Hardware Abstraction Layer are all hardware dependent. a. The...Executive The executive is further divided into three conceptual layers which are referred to as-the Hardware Abstraction Layer (HAL), the Microkernel , and...Subsystem Executive Subsystems Manager I/O Manager Cache Manager File Systems Microkernel Device Driver Hardware Abstraction Layer F HARDWARE Figure 3

Management development: a needs analysis for nurse executives and managers.

PubMed

Kirk, R

1987-04-01

Clearly, both the nurse executive and nurse manager roles are becoming more complex. I feel an enthusiasm by the professionals in those positions to pursue development activities that will help them do their jobs better and with less discomfort. Nurse executives obviously know the power of combining knowledge with experience. How do the different leadership and management development needs identified by these NE fit with your organization's needs? What is the content in your leadership and management development programs? Are your programs meeting the real needs of your executive and management-level staff? One way to find out is to do a simple survey. Today, nurse executives are responsible and accountable for challenges we never considered possible, even a few years ago. But along with the new challenges came the flexibility and positive attitudes of NEs to respond to changes and acquire new skills such as cost accounting, computers, or marketing. It's this type of proactive thinking that helps nurse leaders turn problems into opportunities and their situations into success stories.

AASHTO transportation asset management guide : a focus on implementation executive summary.

DOT National Transportation Integrated Search

2013-06-01

This AASHTO Transportation Asset Management Executive Summary serves as a companion to the AASHTO Transportation : Asset Management GuideA Focus on Implementation, which takes as a starting point the Transportation : Asset Management Guide publish...

The Senior Executive Service

NASA Technical Reports Server (NTRS)

1992-01-01

A major innovation of the Civil Service Reform Act of 1978 was the creation of a Senior Executive Service (SES). The purpose of the SES is both simple and bold: to attract executives of the highest quality into Federal service and to retain them by providing outstanding opportunities for career growth and reward. The SES is intended to: provide greater authority in managing executive resources; attract and retain highly competent executives, and assign them where they will effectively accomplish their missions and best use their talents; provide for systematic development of executives; hold executives accountable for individual and organizational performance; reward outstanding performers and remove poor performers; and provide for an executive merit system free of inappropriate personnel practices and arbitrary actions. This Handbook summarizes the key features of the SES at NASA. It is intended as a special welcome to new appointees and also as a general reference document. It contains an overview of SES management at NASA, including the Executive Resources Board and the Performance Review Board, which are mandated by law to carry out key SES functions. In addition, assistance is provided by a Senior Executive Committee in certain reviews and decisions and by Executive Position Managers in day-to-day administration and oversight.

Problem Solving Teams in a Total Quality Management Environment.

ERIC Educational Resources Information Center

Towler, Constance F.

1993-01-01

Outlines the problem-solving team training process used at Harvard University (Massachusetts), including the size and formation of teams, roles, and time commitment. Components of the process are explained, including introduction to Total Quality Management (TQM), customer satisfaction, meeting management, Parker Team Player Survey, interactive…

Mobile crisis management teams as part of an effective crisis management system for rural communities.

PubMed

Trantham, Doug; Sherry, Anne

2012-01-01

Mobile crisis management teams provide crisis prevention and intervention services in community settings. The Appalachian Community Services crisis management program shows how such teams can be used to effectively serve rural communities.

FRIEDA: Flexible Robust Intelligent Elastic Data Management Framework

DOE PAGES

Ghoshal, Devarshi; Hendrix, Valerie; Fox, William; ...

2017-02-01

Scientific applications are increasingly using cloud resources for their data analysis workflows. However, managing data effectively and efficiently over these cloud resources is challenging due to the myriad storage choices with different performance, cost trade-offs, complex application choices and complexity associated with elasticity, failure rates in these environments. The different data access patterns for data-intensive scientific applications require a more flexible and robust data management solution than the ones currently in existence. FRIEDA is a Flexible Robust Intelligent Elastic Data Management framework that employs a range of data management strategies in cloud environments. FRIEDA can manage storage and data lifecyclemore » of applications in cloud environments. There are four different stages in the data management lifecycle of FRIEDA – (i) storage planning, (ii) provisioning and preparation, (iii) data placement, and (iv) execution. FRIEDA defines a data control plane and an execution plane. The data control plane defines the data partition and distribution strategy, whereas the execution plane manages the execution of the application using a master-worker paradigm. FRIEDA also provides different data management strategies, either to partition the data in real-time, or predetermine the data partitions prior to application execution.« less

FRIEDA: Flexible Robust Intelligent Elastic Data Management Framework

DOE Office of Scientific and Technical Information (OSTI.GOV)

Ghoshal, Devarshi; Hendrix, Valerie; Fox, William

Scientific applications are increasingly using cloud resources for their data analysis workflows. However, managing data effectively and efficiently over these cloud resources is challenging due to the myriad storage choices with different performance, cost trade-offs, complex application choices and complexity associated with elasticity, failure rates in these environments. The different data access patterns for data-intensive scientific applications require a more flexible and robust data management solution than the ones currently in existence. FRIEDA is a Flexible Robust Intelligent Elastic Data Management framework that employs a range of data management strategies in cloud environments. FRIEDA can manage storage and data lifecyclemore » of applications in cloud environments. There are four different stages in the data management lifecycle of FRIEDA – (i) storage planning, (ii) provisioning and preparation, (iii) data placement, and (iv) execution. FRIEDA defines a data control plane and an execution plane. The data control plane defines the data partition and distribution strategy, whereas the execution plane manages the execution of the application using a master-worker paradigm. FRIEDA also provides different data management strategies, either to partition the data in real-time, or predetermine the data partitions prior to application execution.« less

The Relationship Between the Perceived Executive Management Capabilities of Senior Navy Medical Department Executives and their Reported Managerial Requirements

DTIC Science & Technology

1993-06-01

by implication, the areas to potentially target in executive development courses. Sieveking, Nicholas , and Woods provide additional support from their...and the executive skills outlined by Sieveking,, Nicholas , and Woods in 1992 and Mann and Standenmeyer in 1990. While technical management issues...25) and the executive skills outlined in Sieveking, Nicholas , and Woods in 1992 and Mann and Standenmeyer in 1990. While a broad spectrum of the

DCF(Registered)-A JAUS and TENA Compliant Agent-Based Framework for Test and Evaluation of Unmanned Vehicles

DTIC Science & Technology

2011-03-01

functions of the vignette editor include visualizing the state of the UAS team, creating T&E scenarios, monitoring the UAS team performance, and...These behaviors are then executed by the robot sequentially (Figure 2). A state machine mission editor allows mission builders to use behaviors from the...include control, robotics, distributed applications, multimedia applications, databases, design patterns, and software engineering. Mr. Lenzi is the

Ada Programming Support Environment (APSE) Evaluation and Validation (E&V) Team

DTIC Science & Technology

1991-12-31

standards. The purpose of the team was to assist the project in several ways. Raymond Szymanski of Wright Research Iand Development Center (WRDC, now...debuggers, program library systems, and compiler diagnostics. The test suite does not include explicit tests for the existence of language features . The...support software is a set of tools and procedures which assist in preparing and executing the test suite, in extracting data from the results of

Developing high-performance cross-functional teams: Understanding motivations, functional loyalties, and teaming fundamentals

DOE Office of Scientific and Technical Information (OSTI.GOV)

Miller, M.A.

1996-08-01

Teamwork is the key to the future of effective technology management. Today`s technologies and markets have become too complex for individuals to work alone. Global competition, limited resources, cost consciousness, and time pressures have forced organizations and project managers to encourage teamwork. Many of these teams will be cross-functional teams that can draw on a multitude of talents and knowledge. To develop high-performing cross-functional teams, managers must understand motivations, functional loyalties, and the different backgrounds of the individual team members. To develop a better understanding of these issues, managers can learn from experience and from literature on teams and teamingmore » concepts. When studying the literature to learn about cross-functional teaming, managers will find many good theoretical concepts, but when put into practice, these concepts have varying effects. This issue of varying effectiveness is what drives the research for this paper. The teaming concepts were studied to confirm or modify current understanding. The literature was compared with a {open_quotes}ground truth{close_quotes}, a survey of the reality of teaming practices, to examine the teaming concepts that the literature finds to be critical to the success of teams. These results are compared to existing teams to determine if such techniques apply in real-world cases.« less

Use of chronic disease management programs for diabetes: in Alberta's primary care networks.

PubMed

Campbell, David J T; Sargious, Peter; Lewanczuk, Richard; McBrien, Kerry; Tonelli, Marcello; Hemmelgarn, Brenda; Manns, Braden

2013-02-01

To determine the types of chronic disease management (CDM) programs offered for patients with diabetes in Alberta's primary care networks (PCNs). A survey was administered to PCNs to determine the types of CDM programs offered for patients with diabetes; CDM programs were organized into categories by their resource intensity and effectiveness. Results of the survey were reported using frequencies and percentages. Alberta has recently created PCNs-groups of family physicians who receive additional funds to enable them to support activities that fall outside the typical physician-based fee-for-service model, but which address specified objectives including CDM. It is currently unknown what additional programs are being provided through the PCN supplemental funding. A survey was administered to the individual responsible for CDM in each PCN. This included executive directors, chronic disease managers, and CDM nurses. We determined the CDM strategies used in each PCN to care for patients with diabetes, whether they were available to all patients, and whether the services were provided exclusively by the PCN or in conjunction with other agencies. There was considerable variation across PCNs with respect to the CDM programs offered for people with diabetes. Nearly all PCNs used multidisciplinary teams (which could include nurses, dietitians, and pharmacists) and patient education. Fewer than half of the PCNs permitted personnel other than the primary physician to write or alter prescriptions for medications. Alberta's PCNs have successfully established many different types of CDM programs. Multidisciplinary care teams, which are among the most effective CDM strategies, are currently being used by most of Alberta's PCNs.

ISS Operations Cost Reductions Through Automation of Real-Time Planning Tasks

NASA Technical Reports Server (NTRS)

Hall, Timothy A.; Clancey, William J.; McDonald, Aaron; Toschlog, Jason; Tucker, Tyson; Khan, Ahmed; Madrid, Steven (Eric)

2011-01-01

In 2007 the Johnson Space Center s Mission Operations Directorate (MOD) management team challenged their organizations to find ways to reduce the cost of operations for supporting the International Space Station (ISS) in the Mission Control Center (MCC). Each MOD organization was asked to define and execute projects that would help them attain cost reductions by 2012. The MOD Operations Division Flight Planning Branch responded to this challenge by launching several software automation projects that would allow them to greatly improve console operations and reduce ISS console staffing and intern reduce operating costs. These tasks ranged from improving the management and integration mission plan changes, to automating the uploading and downloading of information to and from the ISS and the associated ground complex tasks that required multiple decision points. The software solutions leveraged several different technologies including customized web applications and implementation of industry standard web services architecture; as well as engaging a previously TRL 4-5 technology developed by Ames Research Center (ARC) that utilized an intelligent agent-based system to manage and automate file traffic flow, archive data, and generate console logs. These projects to date have allowed the MOD Operations organization to remove one full time (7 x 24 x 365) ISS console position in 2010; with the goal of eliminating a second full time ISS console support position by 2012. The team will also reduce one long range planning console position by 2014. When complete, these Flight Planning Branch projects will account for the elimination of 3 console positions and a reduction in staffing of 11 engineering personnel (EP) for ISS.

Use of chronic disease management programs for diabetes

PubMed Central

Campbell, David J.T.; Sargious, Peter; Lewanczuk, Richard; McBrien, Kerry; Tonelli, Marcello; Hemmelgarn, Brenda; Manns, Braden

2013-01-01

Objective To determine the types of chronic disease management (CDM) programs offered for patients with diabetes in Alberta's primary care networks (PCNs). Design A survey was administered to PCNs to determine the types of CDM programs offered for patients with diabetes; CDM programs were organized into categories by their resource intensity and effectiveness. Results of the survey were reported using frequencies and percentages. Setting Alberta has recently created PCNs—groups of family physicians who receive additional funds to enable them to support activities that fall outside the typical physician-based fee-for-service model, but which address specified objectives including CDM. It is currently unknown what additional programs are being provided through the PCN supplemental funding. Participants A survey was administered to the individual responsible for CDM in each PCN. This included executive directors, chronic disease managers, and CDM nurses. Main outcome measures We determined the CDM strategies used in each PCN to care for patients with diabetes, whether they were available to all patients, and whether the services were provided exclusively by the PCN or in conjunction with other agencies. Results There was considerable variation across PCNs with respect to the CDM programs offered for people with diabetes. Nearly all PCNs used multidisciplinary teams (which could include nurses, dietitians, and pharmacists) and patient education. Fewer than half of the PCNs permitted personnel other than the primary physician to write or alter prescriptions for medications. Conclusion Alberta's PCNs have successfully established many different types of CDM programs. Multidisciplinary care teams, which are among the most effective CDM strategies, are currently being used by most of Alberta's PCNs. PMID:23418263

[Power in the ICU: awareness and change].

PubMed

van der Hoeven, J G

2016-01-01

- Power is a charged issue but, when executed with integrity, a potent instrument to improve quality of care.- Execution of power has various manifestations, which have an important effect on several aspects of the care process including the doctor-patient relationship, primary responsible physician and the relationship with other team members.- Abuse of power is a source of conflicts and may also result in emotional exhaustion and burnout.- Various measures may stimulate the appropriate use of power.

Core Competencies for Pain Management: Results of an Interprofessional Consensus Summit

PubMed Central

Fishman, Scott M; Young, Heather M; Lucas Arwood, Ellyn; Chou, Roger; Herr, Keela; Murinson, Beth B; Watt-Watson, Judy; Carr, Daniel B; Gordon, Debra B; Stevens, Bonnie J; Bakerjian, Debra; Ballantyne, Jane C; Courtenay, Molly; Djukic, Maja; Koebner, Ian J; Mongoven, Jennifer M; Paice, Judith A; Prasad, Ravi; Singh, Naileshni; Sluka, Kathleen A; St Marie, Barbara; Strassels, Scott A

2013-01-01

Objective The objective of this project was to develop core competencies in pain assessment and management for prelicensure health professional education. Such core pain competencies common to all prelicensure health professionals have not been previously reported. Methods An interprofessional executive committee led a consensus-building process to develop the core competencies. An in-depth literature review was conducted followed by engagement of an interprofessional Competency Advisory Committee to critique competencies through an iterative process. A 2-day summit was held so that consensus could be reached. Results The consensus-derived competencies were categorized within four domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain management. These domains address the fundamental concepts and complexity of pain; how pain is observed and assessed; collaborative approaches to treatment options; and application of competencies across the life span in the context of various settings, populations, and care team models. A set of values and guiding principles are embedded within each domain. Conclusions These competencies can serve as a foundation for developing, defining, and revising curricula and as a resource for the creation of learning activities across health professions designed to advance care that effectively responds to pain. PMID:23577878

Core competencies for pain management: results of an interprofessional consensus summit.

PubMed

Fishman, Scott M; Young, Heather M; Lucas Arwood, Ellyn; Chou, Roger; Herr, Keela; Murinson, Beth B; Watt-Watson, Judy; Carr, Daniel B; Gordon, Debra B; Stevens, Bonnie J; Bakerjian, Debra; Ballantyne, Jane C; Courtenay, Molly; Djukic, Maja; Koebner, Ian J; Mongoven, Jennifer M; Paice, Judith A; Prasad, Ravi; Singh, Naileshni; Sluka, Kathleen A; St Marie, Barbara; Strassels, Scott A

2013-07-01

The objective of this project was to develop core competencies in pain assessment and management for prelicensure health professional education. Such core pain competencies common to all prelicensure health professionals have not been previously reported. An interprofessional executive committee led a consensus-building process to develop the core competencies. An in-depth literature review was conducted followed by engagement of an interprofessional Competency Advisory Committee to critique competencies through an iterative process. A 2-day summit was held so that consensus could be reached. The consensus-derived competencies were categorized within four domains: multidimensional nature of pain, pain assessment and measurement, management of pain, and context of pain management. These domains address the fundamental concepts and complexity of pain; how pain is observed and assessed; collaborative approaches to treatment options; and application of competencies across the life span in the context of various settings, populations, and care team models. A set of values and guiding principles are embedded within each domain. These competencies can serve as a foundation for developing, defining, and revising curricula and as a resource for the creation of learning activities across health professions designed to advance care that effectively responds to pain. Wiley Periodicals, Inc.

National Ignition Facility Construction Safety Management Review

DOE Office of Scientific and Technical Information (OSTI.GOV)

Warner, B.E.

2000-02-01

An accident occurred at the NIF construction site on January 13, 2000, in which a worker sustained a serious injury when a 42-inch-diameter duct fell during installation. Following the accident, NIF Project Management chartered two review teams: (1) an Incident Analysis Team to independently assess the direct and root causes of the accident, and (2) a Management Review Team to review the roles and responsibilities of the line, support, and construction management organizations involved. This report provides a discussion of the information gathered by the Management Review Team and provides a list of observations and recommendations based on an analysismore » of the information. The Management Review Team includes senior managers who represent several Directorates within LLNL and DOE OAK: Dick Billia representing Engineering; Dave Leary representing Business Services and Public Affairs; Jim Jackson representing Hazards Control; Chuck Taylor representing DOE OAK; Arnie Clobes representing the ICF/NIF Program; and Jon Yatabe and Bruce Warner (Chairperson) representing the NIF Project. The attached letter from the NIF Project Manager, Ed Moses, to the Management Review Team contains the team's Charter. The team was asked to evaluate the effectiveness of the line management and its supporting safety functions in managing safety during NIF construction. The evaluation was to include the current conventional facility construction, which is 85% complete, and upcoming activities such as Beampath Infrastructure System installation, which will begin in the next six months and which represents a significant amount of work over the next two to three years. The remainder of this document describes the Management Review Team's review process (Section 2), its observations gathered during the review (Section 3), and its recommendations to the NIF Project Manager based on those observations (Section 4).« less

Panel Management to Improve Smoking and Hypertension Outcomes by VA Primary Care Teams: A Cluster-Randomized Controlled Trial.

PubMed

Schwartz, Mark D; Jensen, Ashley; Wang, Binhuan; Bennett, Katelyn; Dembitzer, Anne; Strauss, Shiela; Schoenthaler, Antoinette; Gillespie, Colleen; Sherman, Scott

2015-07-01

Panel Management can expand prevention and chronic illness management beyond the office visit, but there is limited evidence for its effectiveness or guidance on how best to incorporate it into practice. We aimed to test the effectiveness of incorporating panel management into clinical practice by incorporating Panel Management Assistants (PMAs) into primary care teams with and without panel management education. We conducted an 8-month cluster-randomized controlled trial of panel management for improving hypertension and smoking cessation outcomes among veterans. Twenty primary care teams from the Veterans Affairs New York Harbor were randomized to control, panel management support, or panel management support plus education groups. Teams included 69 clinical staff serving 8,153 hypertensive and/or smoking veterans. Teams assigned to the intervention groups worked with non-clinical Panel Management Assistants (PMAs) who monitored care gaps and conducted proactive patient outreach, including referrals, mail reminders and motivational interviewing by telephone. Measurements included mean systolic and diastolic blood pressure, proportion of patients with controlled blood pressure, self-reported quit attempts, nicotine replacement therapy (NRT) prescriptions, and referrals to disease management services. Change in mean blood pressure, blood pressure control, and smoking quit rates were similar across study groups. Patients on intervention teams were more likely to receive NRT (OR = 1.4; 95% CI 1.2-1.6) and enroll in the disease management services MOVE! (OR = 1.2; 95% CI 1.1-1.6) and Telehealth (OR = 1.7, 95% CI 1.4-2.1) than patients on control teams. Panel Management support for primary care teams improved process, but not outcome variables among veterans with hypertension and smoking. Incorporating PMAs into teams was feasible and highly valued by the clinical staff, but clinical impact may require a longer intervention.

Environmental Survey preliminary report, Los Alamos National Laboratory, Los Alamos, New Mexico

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

1988-01-01

This report presents the preliminary findings from the first phase of the Environmental Survey of the United States Department of Energy's (DOE) Los Alamos National Laboratory (LANL), conducted March 29, 1987 through April 17, 1987. The Survey is being conducted by an interdisciplinary team of environmental specialists, led and managed by the Office of Environment, Safety and Health's Office of Environmental Audit. Individual team components are outside experts being supplied by a private contractor. The objective of the Survey is to identify environmental problems and areas of environmental risk associated with the LANL. The Survey covers all environmental media andmore » all areas of environmental regulation. It is being performed in accordance with the DOE Environmental Survey Manual. The on-site phase of the Survey involves the review of existing site environmental data, observations of the operations carried on at the LANL, and interviews with site personnel. The Survey team developed Sampling and Analysis Plan to assist in further assessing certain of the environmental problems identified during its on-site activities. The Sampling and Analysis Plan will be executed by the Idaho National Engineering Laboratory. When completed, the results will be incorporated into the LANL Environmental Survey Interim Report. The Interim Report will reflect the final determinations of the Survey for the LANL. 65 refs., 68 figs., 73 tabs.« less

Environmental Survey preliminary report, Pantex Facility, Amarillo, Texas

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

This report presents the preliminary findings from the first phase of the Environmental Survey of the United States Department of Energy (DOE) Pantex Facility, conducted November 3 through 14, 1986.The Survey is being conducted by an interdisciplinary team of environmental specialist, led and managed by the Office of Environment, Safety and Health's Office of Environmental Audit. Individual team components are outside experts being supplied by a private contractor. The objective of the Survey is to identify environmental problems and areas of environmental risk associated with the Pantex Facility. The Survey covers all environmental media and all areas of environmental regulation.more » It is being performed in accordance with the DOE Environmental Survey Manual. The on-site phase of the Survey involves the review of existing site environmental data, observations of the operations carried on at the Pantex Facility, and interviews with site personnel. The Survey team developed a Sampling and Analysis Plan to assist in further assessing certain of the environmental problems identified during its on-site activities. The Sampling and Analysis Plan will be executed by the Oak Ridge National Laboratory. When completed, the results will be incorporated into the Pantex Facility Environmental Survey Interim Report. The Interim Report will reflect the final determinations of the Survey for the Pantex Facility. 65 refs., 44 figs., 27 tabs.« less

76 FR 31395 - Federal Acquisition Regulation; Sustainable Acquisition

Federal Register 2010, 2011, 2012, 2013, 2014

2011-05-31

... Management. (h) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and... Management. (d) Executive Order 13514 of October 5, 2009, Federal Leadership in Environmental, Energy, and... Leadership in Environmental, Energy, and Economic Performance, and Executive Order 13423, Strengthening...

Unleashing the Power of Learning. An Interview with British Petroleum's John Browne.

ERIC Educational Resources Information Center

Prokesch, Steven E.

1997-01-01

British Petroleum's chief executive officer explains how the organization was redesigned to foster learning. Key topics include clear purpose, shared knowledge, distinctive relationships, breakthrough thinking, and peer team structure. (SK)

A Journey into Collaborative Leadership: Moving toward Innovation and Adaptability

ERIC Educational Resources Information Center

Otter, Ken; Paxton, Doug

2017-01-01

This case study explores the journey of an executive leadership team seeking to become more collaborative, innovative, and adaptive in their approach to organizational leadership, using a values-based collaborative leadership program.

Recovering Radioactive Materials with OSRP team

ScienceCinema

None

2017-12-09

The National Nuclear Security Administration sponsors a program, executed by Los Alamos National Laboratory, to recover radioisotopes used by industry and academia and no longer needed. Called the "Offsite Source Recovery Program (OSRP), it has recovered

Teaching Tip: Managing Software Engineering Student Teams Using Pellerin's 4-D System

ERIC Educational Resources Information Center

Doman, Marguerite; Besmer, Andrew; Olsen, Anne

2015-01-01

In this article, we discuss the use of Pellerin's Four Dimension Leadership System (4-D) as a way to manage teams in a classroom setting. Over a 5-year period, we used a modified version of the 4-D model to manage teams within a senior level Software Engineering capstone course. We found that this approach for team management in a classroom…

National Aeronautics and Space Administration: An Approach for Meeting Customer Standards Under Executive Order 12862.

DTIC Science & Technology

1994-05-01

LOGISTICS MANAGEMENT INSTITUTE An Approach for Meeting Customer Standards Under Executive Order 12862 Summary Executive Order 12862, Setting...search Centers all operate and manage wind tunnels for both NASA and indus- try customers . Nonetheless, a separate wind-tunnel process should be...could include the man- ager of the process, selected members of the manager’s staff, a key customer , and a survey expert. The manager and staff would

The effects of team reflexivity on psychological well-being in manufacturing teams.

PubMed

Chen, Jingqiu; Bamberger, Peter A; Song, Yifan; Vashdi, Dana R

2018-04-01

While the impact of team reflexivity (a.k.a. after-event-reviews, team debriefs) on team performance has been widely examined, we know little about its implications on other team outcomes such as member well-being. Drawing from prior team reflexivity research, we propose that reflexivity-related team processes reduce demands, and enhance control and support. Given the centrality of these factors to work-based strain, we posit that team reflexivity, by affecting these factors, may have beneficial implications on 3 core dimensions of employee burnout, namely exhaustion, cynicism, and inefficacy (reduced personal accomplishment). Using a sample of 469 unskilled manufacturing workers employed in 73 production teams in a Southern Chinese factory, we implemented a time lagged, quasi-field experiment, with half of the teams trained in and executing an end-of-shift team debriefing, and the other half assigned to a control condition and undergoing periodic postshift team-building exercises. Our findings largely supported our hypotheses, demonstrating that relative to team members assigned to the control condition, those assigned to the reflexivity condition experienced a significant improvement in all 3 burnout dimensions over time. These effects were mediated by control and support (but not demands) and amplified as a function of team longevity. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Heuristic automation for decluttering tactical displays.

PubMed

St John, Mark; Smallman, Harvey S; Manes, Daniel I; Feher, Bela A; Morrison, Jeffrey G

2005-01-01

Tactical displays can quickly become cluttered with large numbers of symbols that can compromise effective monitoring. Here, we studied how heuristic automation can aid users by intelligently "decluttering" the display. In a realistic simulated naval air defense task, 27 experienced U.S. Navy users monitored a cluttered airspace and executed defensive responses against significant threats. An algorithm continuously evaluated aircraft for their levels of threat and decluttered the less threatening ones by dimming their symbols. Users appropriately distrusted and spot-checked the automation's assessments, and decluttering had very little effect on which aircraft were judged as significantly threatening. Nonetheless, decluttering improved the timeliness of responses to threatening aircraft by 25% as compared with a baseline display with no decluttering; it was especially beneficial for threats in more peripheral locations, and 25 of 27 participants preferred decluttering. Heuristic automation, when properly designed to guide users' attention by decluttering less important objects, may prove valuable in many cluttered monitoring situations, including air traffic management, crisis team management, and tactical situation awareness in general.

Complementary and alternative medicine. Integrative medicine: business risks and opportunities.

PubMed

Berndtson, K

1998-01-01

Much of the buzz over integrative medicine is well deserved. The opportunities seem to outweigh the risks, but superior management skills are needed to guide these programs through adolescence into clinical and business maturity. By carefully considering the staffing, team building, compensation methods, marketing, and program evaluation and development issues explored in this article, health care and physician executives should be able to steer between the rocks on their way to integrative medicine decisions that are right for their organizations. Many claim that integrative medicine has the potential to reshape health care delivery in a more patient-centered direction. While this may be true, such programs must prove themselves from financial and clinical operational perspectives in order to achieve this potential. Luminary clinical skills are not enough to guarantee the survival of such programs--a strong clinical base of expertise in alternative therapies is a key success factor. As with any health care venture, there are no substitutes for clinical excellence or sound management.

Taiwan's underwater cultural heritage documentation management

NASA Astrophysics Data System (ADS)

Tung, Y.-Y.

2015-09-01

Taiwan is an important trading and maritime channels for many countries since ancient time. Numerous relics lie underwater due to weather, wars, and other factors. In the year of 2006, Bureau of Cultural Heritage (BOCH) entrusted the Underwater Archaeological Team of Academia Sinica to execute the underwater archaeological investigation projects. Currently, we verified 78 underwater targets, with 78 site of those had been recognized as shipwrecks sites. Up to date, there is a collection of 638 underwater objects from different underwater archaeological sites. Those artefacts are distributed to different institutions and museums. As very diverse management methods/systems are applied for every individual institution, underwater cultural heritage data such as survey, excavation report, research, etc. are poorly organized and disseminated for use. For better communication regarding to Taiwan's underwater cultural heritage in every level, a universal format of documentation should be established. By comparing the existing checklist used in Taiwan with guidelines that are followed in other countries, a more intact and appropriate underwater cultural heritage condition documentation system can be established and adapted in Taiwan.

5 CFR 412.202 - Systematic training and development of supervisors, managers, and executives.

Code of Federal Regulations, 2011 CFR

2011-01-01

... MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Succession Planning... the agencies' succession plans. Agencies also must issue written policies to ensure they: (a) Design...

5 CFR 412.202 - Systematic training and development of supervisors, managers, and executives.

Code of Federal Regulations, 2012 CFR

2012-01-01

... MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Succession Planning... the agencies' succession plans. Agencies also must issue written policies to ensure they: (a) Design...

5 CFR 412.202 - Systematic training and development of supervisors, managers, and executives.

Code of Federal Regulations, 2013 CFR

2013-01-01

... MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Succession Planning... the agencies' succession plans. Agencies also must issue written policies to ensure they: (a) Design...

5 CFR 412.202 - Systematic training and development of supervisors, managers, and executives.

Code of Federal Regulations, 2014 CFR

2014-01-01

... MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Succession Planning... the agencies' succession plans. Agencies also must issue written policies to ensure they: (a) Design...

Developing Researching Managers and Relevant Research--The "Executive Research Programme"

ERIC Educational Resources Information Center

Werr, Andreas; Strannegård, Lars

2014-01-01

The current paper argues for bridging the "relevance gap" in management research and education by creating educational programmes that bring together experienced managers and management researchers. In the "Executive Research Programme" discussed in this paper, managers were paired up with researchers to conduct a collaborative…

Exploration Systems Development (ESD) Approach to Enterprise Risk Management

NASA Technical Reports Server (NTRS)

Bauder, Stephen P.

2014-01-01

The National Aeronautics and Space Administration (NASA) Exploration Systems Development (ESD) Division has implemented an innovative approach to Enterprise Risk Management under a unique governance structure and streamlined integration model. ESD's mission is to design and build the capability to extend human existence to deep space. The Enterprise consists of three Programs: Space Launch System (SLS), Orion, and Ground Systems Development and Operations (GSDO). The SLS is a rocket and launch system that will be capable of powering humans, habitats, and support systems to deep space. Orion will be the first spacecraft in history capable of taking humans to multiple destinations within deep space. GSDO is modernizing Kennedy's spaceport to launch spacecraft built and designed by both NASA and private industry. ESD's approach to Enterprise Risk Management is commensurate with affordability and a streamlined management philosophy. ESD Enterprise Risk Management leverages off of the primary mechanisms for integration within the Enterprise. The Enterprise integration approach emphasizes delegation of authority to manage and execute the majority of cross-program activities and products to the individual Programs, while maintaining the overall responsibility for all cross-program activities at the Division. The intent of the ESD Enterprise Risk Management approach is to improve risk communication, to avoid replication and/or contradictory strategies, and to minimize overhead process burden. This is accomplished by the facilitation and integration of risk information within ESD. The ESD Division risks, Orion risks, SLS risks, and GSDO risks are owned and managed by the applicable Program. When the Programs have shared risks with multiple consequences, they are jointly owned and managed. When a risk is associated with the integrated system that involves more than one Program in condition, consequence, or mitigation plan, it is considered an Exploration Systems Integration (ESI) Risk. An ESI risk may require visibility and risk handling by multiple organizations. The Integrated Risk Working Group (IRWG) is a small team of Risk experts that are responsible for collaborating and communicating best practices. In addition, the forum facilitates proper integration of risks across the Enterprise. The IRWG uses a Continuous Risk Management approach for facilitating the identification, analysis, planning, tracking, and controlling of ESI Risks. The ESD Division, Programs, and Integrated Task Teams identify ESI Risks. The IRWG maintains a set of metrics for understanding Enterprise Risk process and the overall Risk Posture. The team is also actively involved in the modeling of risk for Enterprise Performance Management. With the Enterprise being constrained in Schedule and Budget, and with significant technical complexity, the appropriate use of Risk Management techniques is crucial to the success of the Enterprise. The IRWG achieves this through the modified approach, providing a forum for collaboration on risks that cross boundaries between the separate entities.

NASA/MOD Operations Impacts from Shuttle Program

NASA Technical Reports Server (NTRS)

Fitzpatrick, Michael; Mattes, Gregory; Grabois, Michael; Griffith, Holly

2011-01-01

Operations plays a pivotal role in the success of any human spaceflight program. This paper will highlight some of the core tenets of spaceflight operations from a systems perspective and use several examples from the Space Shuttle Program to highlight where the success and safety of a mission can hinge upon the preparedness and competency of the operations team. Further, awareness of the types of operations scenarios and impacts that can arise during human crewed space missions can help inform design and mission planning decisions long before a vehicle gets into orbit. A strong operations team is crucial to the development of future programs; capturing the lessons learned from the successes and failures of a past program will allow for safer, more efficient, and better designed programs in the future. No matter how well a vehicle is designed and constructed, there are always unexpected events or failures that occur during space flight missions. Preparation, training, real-time execution, and troubleshooting are skills and values of the Mission Operations Directorate (MOD) flight controller; these operational standards have proven invaluable to the Space Shuttle Program. Understanding and mastery of these same skills will be required of any operations team as technology advances and new vehicles are developed. This paper will focus on individual Space Shuttle mission case studies where specific operational skills, techniques, and preparedness allowed for mission safety and success. It will detail the events leading up to the scenario or failure, how the operations team identified and dealt with the failure and its downstream impacts. The various options for real-time troubleshooting will be discussed along with the operations team final recommendation, execution, and outcome. Finally, the lessons learned will be summarized along with an explanation of how these lessons were used to improve the operational preparedness of future flight control teams.

2 CFR 170.315 - Executive.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 2 Grants and Agreements 1 2014-01-01 2014-01-01 false Executive. 170.315 Section 170.315 Grants and Agreements Office of Management and Budget Guidance for Grants and Agreements OFFICE OF MANAGEMENT AND BUDGET GOVERNMENTWIDE GUIDANCE FOR GRANTS AND AGREEMENTS Reserved REPORTING SUBAWARD AND EXECUTIVE...

Generation of Simulated Tracking Data for LADEE Operational Readiness Testing

NASA Technical Reports Server (NTRS)

Woodburn, James; Policastri, Lisa; Owens, Brandon

2015-01-01

Operational Readiness Tests were an important part of the pre-launch preparation for the LADEE mission. The generation of simulated tracking data to stress the Flight Dynamics System and the Flight Dynamics Team was important for satisfying the testing goal of demonstrating that the software and the team were ready to fly the operational mission. The simulated tracking was generated in a manner to incorporate the effects of errors in the baseline dynamical model, errors in maneuver execution and phenomenology associated with various tracking system based components. The ability of the mission team to overcome these challenges in a realistic flight dynamics scenario indicated that the team and flight dynamics system were ready to fly the LADEE mission. Lunar Atmosphere and Dust Environment.

ARPA-E: Guiding Technologies to Commercial Success

DOE Office of Scientific and Technical Information (OSTI.GOV)

Tuttle, John; Aizenberg, Joanna; Madrone, Leila

ARPA-E’s Technology-to-Market Advisors work closely with each ARPA-E project team to develop and execute a commercialization strategy. ARPA-E requires our teams to focus on their commercial path forward, because we understand that to have an impact on our energy mission, technologies must have a viable path into the marketplace. ARPA-E Senior Commercialization Advisor Dr. John Tuttle discusses what this Tech-to-Market guidance in practice looks like with reference to two project teams. OPEN 2012 awardees from Harvard University and Sunfolding share their stories of how ARPA-E worked with their teams to analyze market conditions and identify commercial opportunities that ultimately convincedmore » them to pivot their technologies towards market applications with greater potential.« less

Better team management--better team care?

PubMed

Shelley, P; Powney, B

1994-01-01

Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

Putting the "Team" in the Fine Arts Team: An Application of Business Management Team Concepts

ERIC Educational Resources Information Center

Fisher, Ryan

2007-01-01

In this article, the author discusses current challenges to the idea of teamwork in fine arts teams, redefines the terms team and collaboration using a business management perspective, discusses the success of effective teams in the business world and the characteristics of those teams, and proposes the implementation of the business model of…

Continuous quality improvement: a shared governance model that maximizes agent-specific knowledge.

PubMed

Burkoski, Vanessa; Yoon, Jennifer

2013-01-01

Motivate, Innovate, Celebrate: an innovative shared governance model through the establishment of continuous quality improvement (CQI) councils was implemented across the London Health Sciences Centre (LHSC). The model leverages agent-specific knowledge at the point of care and provides a structure aimed at building human resources capacity and sustaining enhancements to quality and safe care delivery. Interprofessional and cross-functional teams work through the CQI councils to identify, formulate, execute and evaluate CQI initiatives. In addition to a structure that facilitates collaboration, accountability and ownership, a corporate CQI Steering Committee provides the forum for scaling up and spreading this model. Point-of-care staff, clinical management and educators were trained in LEAN methodology and patient experience-based design to ensure sufficient knowledge and resources to support the implementation.

Are the resources adoptive for conducting team-based diabetes management clinics? An explorative study at primary health care centers in Muscat, Oman.

PubMed

Al-Alawi, Kamila; Johansson, Helene; Al Mandhari, Ahmed; Norberg, Margareta

2018-05-08

AimThe aim of this study is to explore the perceptions among primary health center staff concerning competencies, values, skills and resources related to team-based diabetes management and to describe the availability of needed resources for team-based approaches. The diabetes epidemic challenges services available at primary health care centers in the Middle East. Therefore, there is a demand for evaluation of the available resources and team-based diabetes management in relation to the National Diabetes Management Guidelines. A cross-sectional study was conducted with 26 public primary health care centers in Muscat, the capital of Oman. Data were collected from manual and electronic resources as well as a questionnaire that was distributed to the physician-in-charge and diabetes management team members.FindingsThe study revealed significant differences between professional groups regarding how they perceived their own competencies, values and skills as well as available resources related to team-based diabetes management. The perceived competencies were high among all professions. The perceived team-related values and skills were also generally high but with overall lower recordings among the nurses. This pattern, along with the fact that very few nurses have specialized qualifications, is a barrier to providing team-based diabetes management. Participants indicated that there were sufficient laboratory resources; however, reported that pharmacological, technical and human resources were lacking. Further work should be done at public primary diabetes management clinics in order to fully implement team-based diabetes management.

Trust in Culturally Diverse Teams

DTIC Science & Technology

2008-09-01

Humansystems® Incorporated 111 Farquhar St., Guelph, ON N1H 3N4 Project Manager : Barbara D. Adams, Ph.D. (519) 836 5911 PWGSC Contract...on trust in teams and on the management of trust violations within these teams. Reserve force military personnel (n = 106) were recruited to...cultural diversity on trust in teams and on the management of trust violations within these teams. CF reserve force personnel (n = 106) were

21 CFR 820.3 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-04-01

... intended to have uniform characteristics and quality within specified limits. (n) Management with executive... management with executive responsibility. (v) Quality system means the organizational structure, responsibilities, procedures, processes, and resources for implementing quality management. (w) Remanufacturer...

A Theoretical Model and New Test of Managerial Legitimacy in Work Teams

ERIC Educational Resources Information Center

Yoon, Jeongkoo; Thye, Shane

2011-01-01

This study examines endorsement and authorization as two social mechanisms that can induce perceptions of legitimacy for individuals who manage work teams. "Endorsement" is the support of a manager by one's own team members, whereas "authorization" is the support of a team manager stemming from a higher bureaucratic level.…

Factors affecting fire suppression costs as identified by incident management teams

Treesearch

Janie Canton-Thompson; Brooke Thompson; Krista Gebert; David Calkin; Geoff Donovan; Greg Jones

2006-01-01

This study uses qualitative sociological methodology to discover information and insights about the role of Incident Management Teams in wildland fire suppression costs. We interviewed 48 command and general staff members of Incident Management Teams throughout the United States. Interviewees were asked about team structure, functioning, and decision making as a...

Quality circles: the nurse executive as mentor.

PubMed

Flarey, D L

1991-12-01

Changes within and around the health care environment are forcing health care executives to reexamine their managerial and leadership styles to confront the resulting turbulence. The nurse executive is charged with the profound responsibility of directing the delivery of nursing care throughout the organization. Care delivered today must be of high quality. Declining financial resources as well as personnel shortages cause the executive to be an effective innovator in meeting the increasing demands. Quality circles offer the nurse executive an avenue of recourse. Circles have been effectively implemented in the health care setting, as has been consistently documented over time. By way of a participative management approach, quality circles may lead to increased employee morale and productivity, cost savings, and decreased employee turnover rates, as well as realization of socialization and self-actualization needs. A most effective approach to their introduction would be implementation at the first-line manager level. This promotes an acceptance of the concept at the management level as well as a training course for managers to implement the process at the unit level. The nurse executive facilitates the process at the first-line manager level. This facilitation will cause a positive outcome to diffuse throughout the entire organization. Quality circles offer the nurse executive the opportunity to challenge the existing environmental turmoil and effect a positive and lasting change.

Medical Response, Search and Recovery during the Space Shuttle Columbia Accident Investigation

NASA Technical Reports Server (NTRS)

Stepaniak, Philip C.

2010-01-01

On February 1, 2003, the Space Shuttle Columbia broke apart during atmospheric re-entry on mission STS-107. After an event such as this, with high visibility and international interest, the operational challenge of recovering the crewmembers could not be underestimated. The Space Shuttle Program is organized to respond to a vehicle mishap using the resources of the Mishap Investigation Team (MIT). On the afternoon of Feb. 1, 2003, the MIT deployed to Barksdale Air Force Base (AFB), Louisiana. This location became the investigative center and interim storage location for crewmembers received from the Lufkin, Texas Disaster Field Office (DFO). The Lufkin DFO served as the primary area for all operations, including staging assets and deploying field teams for search, recovery and security of crewmember remains. More than 2,000 people from numerous organizations were involved with the recovery of the crew. All seven crewmembers of STS-107 were recovered and ceremonial last rights were administered. Astronaut and military personnel escorted the crew with honor to the MIT at Barksdale AFB, Louisiana. At Barksdale AFB a temporary morgue was established in an aircraft hangar and operated for approximately two weeks during which time coordination with the DFO field recovery teams, Armed Forces Institute of Pathology (AFIP) medical personnel, and the crew surgeons was on going. Families of crewmembers and NASA management were notified daily of the current findings. Working under the leadership of the MIT Lead, the medical team developed and executed a short-term plan to identify and relocate the crew with a military honor guard and protocol to the medical examiner at the Armed Forces Port Mortuary, Dover AFB, Delaware. After operations at Barksdale AFB were concluded the medical team transitioned back to Houston and a long-term plan was developed and implemented which involved the Air Force Mortuary Affairs at Randolph AFB, Texas. This plan was coordinated with search teams in the field, Barksdale AFB Mortuary Affairs, KSC security, AFIP, and the crew surgeons at JSC.

Management Enhancement Team Approach (META) for the Australian National Training Authority. An Evaluation Report.

ERIC Educational Resources Information Center

Foreman, David J.; Dunn, John G.

The management enhancement team approach (META) is a team-driven management development program designed for managers within Australia's National Vocational Education and Training Sector (NVETS). META, which has been piloted at more than 70 sites across Australia, is designed to identify and address management development needs within the context…

Self-Managed Teams for Library Management: Increasing Employee Participation via Empowerment.

ERIC Educational Resources Information Center

Poon-Richards, Craig

1995-01-01

Investigates the growing prevalence of participatory management in libraries. The operation of self-managed teams is discussed both in theory and in practice, the latter with examples from Sterling Library at Yale University. Research is summarized that relates to management teams and how they create a sense of empowerment by building shared…

41 CFR 102-74.110 - What asset services must Executive agencies provide?

Code of Federal Regulations, 2010 CFR

2010-07-01

... Property Management Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 74-FACILITY MANAGEMENT Facility Management Asset Services § 102-74.110 What asset services must Executive agencies... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What asset services must...

41 CFR 102-74.585 - What Federal facility telework policy must Executive agencies follow?

Code of Federal Regulations, 2010 CFR

2010-07-01

... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What Federal facility... Management Federal Property Management Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 74-FACILITY MANAGEMENT Telework § 102-74.585 What Federal facility telework policy must Executive...

Corporate financial decision-makers' perceptions of workplace safety.

PubMed

Huang, Yueng-Hsiang; Leamon, Tom B; Courtney, Theodore K; Chen, Peter Y; DeArmond, Sarah

2007-07-01

This study, through a random national survey, explored how senior financial executives or managers (those who determined high-level budget, resource allocation, and corporate priorities) of medium-to-large companies perceive important workplace safety issues. The three top-rated safety priorities in resource allocation reported by the participants (overexertion, repetitive motion, and bodily reaction) were consistent with the top three perceived causes of workers' compensation losses. The greatest single safety concerns reported were overexertion, repetitive motion, highway accidents, falling on the same level and bodily reaction. A majority of participants believed that the indirect costs associated with workplace injury were higher than the direct costs. Our participants believed that money spent improving workplace safety would have significant returns. The perceived top benefits of an effective workplace safety program were increased productivity, reduced cost, retention, and increased satisfaction among employees. The perceived most important safety modification was safety training. The top reasons senior financial executives gave for believing their safety programs were better than those at other companies were that their companies paid more attention to and emphasized safety, they had better classes and training focused on safety, and they had teams/individuals focused specifically on safety.

The World Bank's innovation market.

PubMed

Wood, Robert Chapman; Hamel, Gary

2002-11-01

Large, tradition-bound organizations can make space for radical, low-cost (and therefore low-risk) innovations. Just ask executives at the World Bank. The story of this best practice begins in 1998, when a young new-products group at the international funding agency proposed holding an Innovation Marketplace to capture novel ideas within the Bank for alleviating poverty. The forum, which eventually was opened to external participants, let people informally present their antipoverty ideas to potential funding sources. Funders could move among hundreds of booths and evaluate proposals for, say, a program that would provide postdisaster reconstruction insurance in developing countries or a vaccination development initiative. The marketplace truncated the Bank's standard project-review processes, which often stretched to a year or more, and gave funders permission to make commitments in the tens of thousands of dollars, rather than in the tens of millions more typical of Bank-financed projects. The marketplace concept met with some skepticism at the beginning. Some senior executives at the Bank felt no group had the right to spend the agency's money without following its well-established resource allocations process. But the marketplace team believed an open process for allocating grants would produce more breakthrough ideas in the long run than a centralized one. In this article, the authors describe how the new-products team brainstormed to create a market for ideas, how it got senior management's support, and how it has expanded on the original concept for these innovation marketplaces. The program's success, they contend, offers hope both for the world's poor and for business leaders looking to find new ideas under the hard crust of corporate dogma, conformance, and bureaucracy.

75 FR 54445 - Senior Executive Service; Financial Management Service Performance Review Board (PRB)

Federal Register 2010, 2011, 2012, 2013, 2014

2010-09-07

..., Management (Chief Financial Officer). Alfred J. Kopec, Assistant Commissioner, Business Architecture. Sheryl... DEPARTMENT OF THE TREASURY Fiscal Service Senior Executive Service; Financial Management Service Performance Review Board (PRB) AGENCY: Financial Management Service, Fiscal Service, Treasury. ACTION: Notice...

The new deal at the top.

PubMed

Doz, Yves L; Kosonen, Mikko

2007-06-01

What makes a company strategically agile--able to alter its strategies and business models rapidly in response to major changes in its market space, and to do so repeatedly without major trauma? Three years of in-depth case research on a dozen large companies worldwide showed the authors that one key factor is a new leadership model at the top. Senior executives at agile companies assume collective rather than individual responsibility for results. They build interdependencies among units and divisions, motivating themselves to engage with one another, and carefully manage their dealings to promote collaboration that is frequent, intense, informal, open, and focused on shared issues and the long term. Challenges to conventional thinking are encouraged. This is the new deal, and it's not easy to strike, because it requires executives to act in ways that are far from comfortable. After all, the corporate ladder at most firms favors independent types with a deep need for power and autonomy. At executive meetings, disagreement is suppressed or expressed passive-aggressively, eroding any real sense of belonging to a team. Switching to the new deal almost always requires a huge shift in the company's culture, values, and norms of interaction. The authors describe three approaches to making the shift: Executives can be given formal responsibility not for a business unit but for different stages in the company's value chain. This worked well for SAP, which has a relatively focused business portfolio. When a company's portfolio is less uniform, like Nokia's, business and functional units can be organized to crisscross on a matrix. And when a company is widely diverse, like easyGroup, it can emphasize the learning opportunities that units with common business models may share.

Understanding the role of individual consumer-provider relationships within assertive community treatment.

PubMed

Stanhope, Victoria; Matejkowski, Jason

2010-08-01

The widespread adoption of assertive community treatment has resulted in a shift from an individual model to a team model of case management. The shift has had implications for individual relationships between case managers and consumers, but still little is known about how these relationships develop in teams. This exploratory mixed methods study looked at how case managers and consumers negotiate individual relationships within a team model. Quantitative methods identified high and low service intensity relationships between consumers and case managers and qualitative methods explored and compared these relationships. Consumers in high service intensity relationships described a preference for certain case managers and the burden of working with multiple people. Case managers invested high service intensity relationships with special therapeutic value, articulated the challenges of coordinating care across the team, and utilized team limit setting techniques. In contrast, low service intensity relationships were more likely to reflect integration with the entire team. Findings suggest that teams need to consider how individual relationships enhance care for their consumers and how to nurture these relationships while maintaining the support necessary for case managers and consumers.

Energy Savings Performance Contract Energy Sales Agreement Toolkit

DOE Office of Scientific and Technical Information (OSTI.GOV)

None

FEMP developed the Energy Savings Performance Contracting Energy Sales Agreement (ESPC ESA) Toolkit to provide federal agency contracting officers and other acquisition team members with information that will facilitate the timely execution of ESPC ESA projects.

NASA Standard for Models and Simulations: Philosophy and Requirements Overview

NASA Technical Reports Server (NTRS)

Blattnig, Steve R.; Luckring, James M.; Morrison, Joseph H.; Sylvester, Andre J.; Tripathi, Ram K.; Zang, Thomas A.

2013-01-01

Following the Columbia Accident Investigation Board report, the NASA Administrator chartered an executive team (known as the Diaz Team) to identify those CAIB report elements with NASA-wide applicability and to develop corrective measures to address each element. One such measure was the development of a standard for the development, documentation, and operation of models and simulations. This report describes the philosophy and requirements overview of the resulting NASA Standard for Models and Simulations.

NASA Standard for Models and Simulations: Philosophy and Requirements Overview

NASA Technical Reports Server (NTRS)

Blattnig, St3eve R.; Luckring, James M.; Morrison, Joseph H.; Sylvester, Andre J.; Tripathi, Ram K.; Zang, Thomas A.

2009-01-01

Following the Columbia Accident Investigation Board report, the NASA Administrator chartered an executive team (known as the Diaz Team) to identify those CAIB report elements with NASA-wide applicability and to develop corrective measures to address each element. One such measure was the development of a standard for the development, documentation, and operation of models and simulations. This report describes the philosophy and requirements overview of the resulting NASA Standard for Models and Simulations.

Superconducting gravity gradiometer mission. Volume 1: Study team executive summary

NASA Technical Reports Server (NTRS)

Morgan, Samuel H. (Editor); Paik, Ho Jung (Editor)

1989-01-01

An executive summary is presented based upon the scientific and engineering studies and developments performed or directed by a Study Team composed of various Federal and University activities involved with the development of a three-axis Superconducting Gravity Gradiometer integrated with a six-axis superconducting accelerometer. This instrument is being developed for a future orbital mission to make precise global gravity measurements. The scientific justification and requirements for such a mission are discussed. This includes geophysics, the primary mission objective, as well as secondary objectives, such as navigation and tests of fundamental laws of physics, i.e., a null test of the inverse square law of gravitation and tests of general relativity. The instrument design and status along with mission analysis, engineering assessments, and preliminary spacecraft concepts are discussed. In addition, critical spacecraft systems and required technology advancements are examined. The mission requirements and an engineering assessment of a precursor flight test of the instrument are discussed.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Not Available

Following the Department of Energy's announcement in April 1985 that three Tennessee sites were to be considered for the Monitored Retrievable Storage facility, Governor Lamar Alexander initiated a review of the proposal to be coordinated by his Safe Growth Team. Roane County and the City of Oak Ridge, the local governments sharing jurisdiction over DOE's primary and secondary sites, were invited to participate in the state's review of the MRS proposal. Many issues related to the proposed MRS are being considered by the Governor's Safe Growth Team. The primary objective of the Clinch River MRS Task Force has been tomore » determine whether the proposed Monitored Retrievable Storage facility should be accepted by the local governments, and if so, under what conditions. The Clinch River MRS Task Force is organized into an Executive Committee cochaired by the Roane County Executive and Mayor of Oak Ridge and three Study Groups focusing on environmental (including health and safety), socioeconomic, and transportation issues.« less

Leading Teams of Higher Education Administrators: Integrating Goal Setting, Team Role, and Team Life Cycle Theories

ERIC Educational Resources Information Center

Posthuma, Richard; Al-Riyami, Said

2012-01-01

Leaders of higher education institutions can create top management teams of academic administrators to guide and improve their organizations. This study illustrates how the leadership of top management teams can be accomplished successfully through a combination of goal setting (Doran, 1981; Locke & Latham, 1990), understanding of team roles…

Augmenting team cognition in human-automation teams performing in complex operational environments.

PubMed

Cuevas, Haydee M; Fiore, Stephen M; Caldwell, Barrett S; Strater, Laura

2007-05-01

There is a growing reliance on automation (e.g., intelligent agents, semi-autonomous robotic systems) to effectively execute increasingly cognitively complex tasks. Successful team performance for such tasks has become even more dependent on team cognition, addressing both human-human and human-automation teams. Team cognition can be viewed as the binding mechanism that produces coordinated behavior within experienced teams, emerging from the interplay between each team member's individual cognition and team process behaviors (e.g., coordination, communication). In order to better understand team cognition in human-automation teams, team performance models need to address issues surrounding the effect of human-agent and human-robot interaction on critical team processes such as coordination and communication. Toward this end, we present a preliminary theoretical framework illustrating how the design and implementation of automation technology may influence team cognition and team coordination in complex operational environments. Integrating constructs from organizational and cognitive science, our proposed framework outlines how information exchange and updating between humans and automation technology may affect lower-level (e.g., working memory) and higher-level (e.g., sense making) cognitive processes as well as teams' higher-order "metacognitive" processes (e.g., performance monitoring). Issues surrounding human-automation interaction are discussed and implications are presented within the context of designing automation technology to improve task performance in human-automation teams.

76 FR 63351 - Senior Executive Service; Financial Management Service Performance Review Board (PRB)

Federal Register 2010, 2011, 2012, 2013, 2014

2011-10-12

... DEPARTMENT OF THE TREASURY Senior Executive Service; Financial Management Service Performance Review Board (PRB) AGENCY: Financial Management Service, Treasury. ACTION: Notice. SUMMARY: This notice announces the appointment of members to the Financial Management Service (FMS) Performance Review Board (PRB...

77 FR 60177 - Senior Executive Service; Financial Management Service Performance Review Board (PRB)

Federal Register 2010, 2011, 2012, 2013, 2014

2012-10-02

... DEPARTMENT OF THE TREASURY Senior Executive Service; Financial Management Service Performance Review Board (PRB) AGENCY: Financial Management Service, Treasury. ACTION: Notice. SUMMARY: This notice announces the appointment of members to the Financial Management Service (FMS) Performance Review Board (PRB...

41 CFR 101-29.303 - All Federal executive agencies.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 41 Public Contracts and Property Management 2 2011-07-01 2007-07-01 true All Federal executive agencies. 101-29.303 Section 101-29.303 Public Contracts and Property Management Federal Property Management Regulations System FEDERAL PROPERTY MANAGEMENT REGULATIONS SUPPLY AND PROCUREMENT 29-FEDERAL...

41 CFR 101-29.303 - All Federal executive agencies.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 41 Public Contracts and Property Management 2 2013-07-01 2012-07-01 true All Federal executive agencies. 101-29.303 Section 101-29.303 Public Contracts and Property Management Federal Property Management Regulations System FEDERAL PROPERTY MANAGEMENT REGULATIONS SUPPLY AND PROCUREMENT 29-FEDERAL...

41 CFR 101-29.303 - All Federal executive agencies.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 41 Public Contracts and Property Management 2 2012-07-01 2012-07-01 false All Federal executive agencies. 101-29.303 Section 101-29.303 Public Contracts and Property Management Federal Property Management Regulations System FEDERAL PROPERTY MANAGEMENT REGULATIONS SUPPLY AND PROCUREMENT 29-FEDERAL...

41 CFR 101-29.303 - All Federal executive agencies.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 41 Public Contracts and Property Management 2 2014-07-01 2012-07-01 true All Federal executive agencies. 101-29.303 Section 101-29.303 Public Contracts and Property Management Federal Property Management Regulations System FEDERAL PROPERTY MANAGEMENT REGULATIONS SUPPLY AND PROCUREMENT 29-FEDERAL...

Financial Management for Childcare Executive Officers.

ERIC Educational Resources Information Center

Foster-Jorgensen, Karen; Harrington, Angela

This handbook is designed to assist childcare executive officers (CEOs) in managing the finances of their programs. The guide is divided into five sections. Section 1, "Financial Entrepreneurship," advocates the adoption of an entrepreneurial spirit in directors and recommends: (1) becoming the Chief Executive Officer of the program; (2) actively…

29 CFR 452.20 - Nature of executive functions.

Code of Federal Regulations, 2013 CFR

2013-07-01

... 29 Labor 2 2013-07-01 2013-07-01 false Nature of executive functions. 452.20 Section 452.20 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT... DISCLOSURE ACT OF 1959 Coverage of Election Provisions § 452.20 Nature of executive functions. (a) The...

Executive Leadership in School Improvement Networks: A Conceptual Framework and Agenda for Research

ERIC Educational Resources Information Center

Peurach, Donald J.; Gumus, Emine

2011-01-01

The purpose of this analysis is to improve understanding of executive leadership in school improvement networks: for example, networks supported by comprehensive school reform providers, charter management organizations, and education management organizations. In this analysis, we review the literature on networks and executive leadership. We draw…

48 CFR 970.5223-6 - Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

Code of Federal Regulations, 2012 CFR

2012-10-01

..., Strengthening Federal Environmental, Energy, and Transportation Management. 970.5223-6 Section 970.5223-6... Contracts 970.5223-6 Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation... contracts for the operation of a DOE facility or motor vehicle fleet. Executive Order 13423, Strengthening...

48 CFR 970.5223-6 - Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

Code of Federal Regulations, 2014 CFR

2014-10-01

..., Strengthening Federal Environmental, Energy, and Transportation Management. 970.5223-6 Section 970.5223-6... Contracts 970.5223-6 Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation... contracts for the operation of a DOE facility or motor vehicle fleet. Executive Order 13423, Strengthening...

48 CFR 970.5223-6 - Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

Code of Federal Regulations, 2013 CFR

2013-10-01

..., Strengthening Federal Environmental, Energy, and Transportation Management. 970.5223-6 Section 970.5223-6... Contracts 970.5223-6 Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation... contracts for the operation of a DOE facility or motor vehicle fleet. Executive Order 13423, Strengthening...

48 CFR 970.5223-6 - Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation Management.

Code of Federal Regulations, 2011 CFR

2011-10-01

..., Strengthening Federal Environmental, Energy, and Transportation Management. 970.5223-6 Section 970.5223-6... Contracts 970.5223-6 Executive Order 13423, Strengthening Federal Environmental, Energy, and Transportation... contracts for the operation of a DOE facility or motor vehicle fleet. EXECUTIVE ORDER 13423, STRENGTHENING...

29 CFR 452.20 - Nature of executive functions.

Code of Federal Regulations, 2010 CFR

2010-07-01

... 29 Labor 2 2010-07-01 2010-07-01 false Nature of executive functions. 452.20 Section 452.20 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT... DISCLOSURE ACT OF 1959 Coverage of Election Provisions § 452.20 Nature of executive functions. (a) The...

29 CFR 452.20 - Nature of executive functions.

Code of Federal Regulations, 2012 CFR

2012-07-01

... 29 Labor 2 2012-07-01 2012-07-01 false Nature of executive functions. 452.20 Section 452.20 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT... DISCLOSURE ACT OF 1959 Coverage of Election Provisions § 452.20 Nature of executive functions. (a) The...

29 CFR 452.20 - Nature of executive functions.

Code of Federal Regulations, 2014 CFR

2014-07-01

... 29 Labor 2 2014-07-01 2014-07-01 false Nature of executive functions. 452.20 Section 452.20 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT... DISCLOSURE ACT OF 1959 Coverage of Election Provisions § 452.20 Nature of executive functions. (a) The...

29 CFR 452.20 - Nature of executive functions.

Code of Federal Regulations, 2011 CFR

2011-07-01

... 29 Labor 2 2011-07-01 2011-07-01 false Nature of executive functions. 452.20 Section 452.20 Labor Regulations Relating to Labor OFFICE OF LABOR-MANAGEMENT STANDARDS, DEPARTMENT OF LABOR LABOR-MANAGEMENT... DISCLOSURE ACT OF 1959 Coverage of Election Provisions § 452.20 Nature of executive functions. (a) The...

Case study: Comparison of motivation for achieving higher performance between self-directed and manager-directed aerospace engineering teams

NASA Astrophysics Data System (ADS)

Erlick, Katherine

"The stereotype of engineers is that they are not people oriented; the stereotype implies that engineers would not work well in teams---that their task emphasis is a solo venture and does not encourage social aspects of collaboration" (Miner & Beyerlein, 1999, p. 16). The problem is determining the best method of providing a motivating environment where design engineers may contribute within a team in order to achieve higher performance in the organization. Theoretically, self-directed work teams perform at higher levels. But, allowing a design engineer to contribute to the team while still maintaining his or her anonymity is the key to success. Therefore, a motivating environment must be established to encourage greater self-actualization in design engineers. The purpose of this study is to determine the favorable motivational environment for design engineers and describe the comparison between two aerospace design-engineering teams: one self-directed and the other manager directed. Following the comparison, this study identified whether self-direction or manager-direction provides the favorable motivational environment for operating as a team in pursuit of achieving higher performance. The methodology used in this research was the case study focusing on the team's levels of job satisfaction and potential for higher performance. The collection of data came from three sources, (a) surveys, (b) researcher observer journal and (c) collection of artifacts. The surveys provided information regarding personal behavior characteristics, potentiality for higher performance and motivational attributes. The researcher journal provided information regarding team dynamics, individual interaction, conflict and conflict resolution. The milestone for performance was based on the collection of artifacts from the two teams. The findings from this study illustrated that whether the team was manager-directed or self-directed does not appear to influence the needs and wants of the team members. The self-directed team was more motivated to learn their topic than was the manager-directed team, but they struggled with their path in following their vision whereas the manager-directed team kept their focus under the guidance of their manager. Finally, both teams are in fact effective; however specific circumstances may be an important objective when deciding to utilize either a self-directed or manager-directed team.

Understanding medical practice team roles.

PubMed

Hills, Laura

2015-01-01

Do you believe that the roles your employees play on your medical practice team are identical to their job titles or job descriptions? Do you believe that team roles are determined by personality type? This article suggests that a more effective way to build and manage your medical practice team is to define team roles through employee behaviors. It provides 10 rules of behavioral team roles that can help practice managers to select and build high-performing teams, build more productive team relationships, improve the employee recruitment process, build greater team trust and understanding; and increase their own effectiveness. This article describes in detail Belbin's highly regarded and widely used team role theory and summarizes four additional behavioral team role theories and systems. It offers lessons learned when applying team role theory to practice. Finally, this article offers an easy-to-implement method for assessing current team roles. It provides a simple four-question checklist that will help practice managers balance an imbalanced medical practice team.

Mapping planetary caves with an autonomous, heterogeneous robot team

NASA Astrophysics Data System (ADS)

Husain, Ammar; Jones, Heather; Kannan, Balajee; Wong, Uland; Pimentel, Tiago; Tang, Sarah; Daftry, Shreyansh; Huber, Steven; Whittaker, William L.

Caves on other planetary bodies offer sheltered habitat for future human explorers and numerous clues to a planet's past for scientists. While recent orbital imagery provides exciting new details about cave entrances on the Moon and Mars, the interiors of these caves are still unknown and not observable from orbit. Multi-robot teams offer unique solutions for exploration and modeling subsurface voids during precursor missions. Robot teams that are diverse in terms of size, mobility, sensing, and capability can provide great advantages, but this diversity, coupled with inherently distinct low-level behavior architectures, makes coordination a challenge. This paper presents a framework that consists of an autonomous frontier and capability-based task generator, a distributed market-based strategy for coordinating and allocating tasks to the different team members, and a communication paradigm for seamless interaction between the different robots in the system. Robots have different sensors, (in the representative robot team used for testing: 2D mapping sensors, 3D modeling sensors, or no exteroceptive sensors), and varying levels of mobility. Tasks are generated to explore, model, and take science samples. Based on an individual robot's capability and associated cost for executing a generated task, a robot is autonomously selected for task execution. The robots create coarse online maps and store collected data for high resolution offline modeling. The coordination approach has been field tested at a mock cave site with highly-unstructured natural terrain, as well as an outdoor patio area. Initial results are promising for applicability of the proposed multi-robot framework to exploration and modeling of planetary caves.

Maneuver Automation Software

NASA Technical Reports Server (NTRS)

Uffelman, Hal; Goodson, Troy; Pellegrin, Michael; Stavert, Lynn; Burk, Thomas; Beach, David; Signorelli, Joel; Jones, Jeremy; Hahn, Yungsun; Attiyah, Ahlam;

Making Teamwork Work: Team Knowledge for Team Effectiveness.

PubMed

Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

2016-01-01

This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

Team behaviors: working effectively in teams.

PubMed

Wilson, C K

1998-12-01

The work of building and sustaining teams is often underestimated by middle managers. A manager must have the ability to develop and evolve staff toward a new level of competence, required because of radically upgraded expectations. Managers must be clear about what it means to empower teams, to avoid the trappings of giving "lip service" to authority boundaries, which may exist only on paper. Achieving this clarity means understanding the characteristics of effective teams: a high degree of interdependence, strong sense of organizational empowerment, self-determination, competence, commitment, and genuine concern about the quality of work being performed. An important tool for the manager interested in team development is the creation of a performance model, grounded in the foundational relationship competencies necessary for team success. Performance modeling assists not only in identifying of competency gaps that can be addressed by training but also in determining the workplace barriers to team success.

Building a Foundation of Continuous Improvement in a Rapidly Changing Environment: The Dartmouth-Hitchcock Value Institute Experience.

PubMed

McGrath, Susan P; Blike, George T

2015-10-01

A performance improvement competency development program, known as the Value Institute (VI), was established at Dartmouth-Hitchcock (D-H; Lebanon, New Hampshire) in 2011 to develop a performance improvement-focused workforce and systems capable of meeting the challenges of creating a sustainable health system. A tiered competency development program that provides patient safety, health care quality, and improvement science education, and an execution support infrastructure that enables access to performance improvement tools for all employees, comprise the core of the VI. At 20 months after the launch of the first VI classes, more than 10% of all employees were trained to the Yellow Belt level, and approximately 1.5% of all employees became advanced practitioners (Green Belts or Black Belts). Improvement projects have focused on both clinical and business process optimization, as well as regulatory and accreditation compliance and patient safety. Project savings during the two years of operation have exceeded the investment of resources to establish this long-term performance improvement capability by 2.5 times. The D-H VI model promotes multidisciplinary team-based learning, incremental skill development, and access to a common continuous improvement vocabulary and method for all employees-all key to building the teams and momentum needed for successful execution of improvement work and to maintain outcomes. Initial outcomes, represented by organizational spread, project execution status, participants' feedback scores, and return on investment estimates, suggest that robust team-based learning combined with coaching provides sufficient depth and breadth of learning and effective opportunities to gain practical experience in continuous improvement.

The Rosetta video approach: An overview and lessons learned so far

NASA Astrophysics Data System (ADS)

Zender, J.; Schwehm, G.; Wilke, M.

2008-01-01

After an interplanetary cruise of 10 years, the Rosetta spacecraft and Philae lander, will arrive in 2014 at comet Churyomov-Gerasimenkov. All involved parties are aware of the knowledge decrease during these years and the potential complications that might arise during problem resolution before or during cometary operations. The Rosetta Science Operations Center (RSOC) supports the Rosetta orbiter experimenters in the preservation of their knowledge. The author will present the overall efforts that are done within the RSOC team to ensure the preservation of the existing information—address databases, documentation, etc.—but will emphasis on the effort to preserve existing experience using a video approach. The video approach included the visit of all orbiter experimenter teams for several days, executing interviews with engineers, technicians and scientists. During the interviews a table of content with attached keywords was generated. The final video was transferred into a computer readable form and connected with the table of content. We will present the methodology that was used to prepare and execute the interviews, to prepare the final video material and the storage and structure of the table of content and keyword. The experimenter interviews at their home institutes and the follow-up work are finished. The feedback we received so far from experimenters and the lessons learned from the interview team will be presented. In the meantime, the approach is continued during the Rosetta commissioning and interviews are executed after each instrument commissioning slot. The author will give an outlook of potential further usage of this approach.

Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams.

PubMed

Stephens, John Paul; Lyddy, Christopher J

2016-01-01

Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes.

Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams

PubMed Central

Stephens, John Paul; Lyddy, Christopher J.

2016-01-01

Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes. PMID:27047407

Sustainability of cross-functional teams for marketing strategy development and implementation.

PubMed

Kono, Ken; Antonucci, Don

2006-01-01

This article presents a case study on a cross-functional team used for marketing strategy development and execution at a health insurance company. The study found a set of success factors that contributed to the initial success of the team, but the factors were not enough to maintain the team's high level of productivity over time. The study later identified a set of 8 factors that helped sustain the team's high-productivity level. The 2 sets (ie, success and its subsequent sustainability factors) are analyzed against a normative model of team effectiveness. All the factors are explained by the normative model except for 1 sustainability factor, "challenge motivator." In fact, the study found the "challenge motivator" to be the most critical factor to keep up the team's productivity over time. Apart from a performance crisis, the authors developed 3 "challenge motivators"--first, more granular market information that could unearth hidden performance issues; second, constant value creation to shareholders as the firm being publicly traded; and third, the firm's strategic mandate to meet and exceed customer expectations that puts ultimate performance pressure on the marketing strategy team.

High-Impact Succession Management. Executive Summary

ERIC Educational Resources Information Center

Lamoureux, Kim; Campbell, Michael; Smith, Roland

2009-01-01

Most companies have an opportunity to improve their succession management programs. The number one challenge for succession management (as identified by both HR leaders and executives) is developing a succession planning strategy. This comprehensive industry study sets out to determine how succession management (when done well) helps improve…

Chief Executive Officers: Academic Leaders or Business Managers?

ERIC Educational Resources Information Center

Doring, Allan

This paper explores the role and preparation of academics for senior management and executive positions in colleges and universities, particularly in Australia. A background section cites trends in higher education management and recent critiques of that management and the consequent scrutiny of leadership effectiveness. There follows an…

Advanced Technologies for Future Spacecraft Cockpits and Space-based Control Centers

NASA Technical Reports Server (NTRS)

Garcia-Galan, Carlos; Uckun, Serdar; Gregory, William; Williams, Kerry

2006-01-01

The National Aeronautics and Space Administration (NASA) is embarking on a new era of Space Exploration, aimed at sending crewed spacecraft beyond Low Earth Orbit (LEO), in medium and long duration missions to the Lunar surface, Mars and beyond. The challenges of such missions are significant and will require new technologies and paradigms in vehicle design and mission operations. Current roles and responsibilities of spacecraft systems, crew and the flight control team, for example, may not be sustainable when real-time support is not assured due to distance-induced communication lags, radio blackouts, equipment failures, or other unexpected factors. Therefore, technologies and applications that enable greater Systems and Mission Management capabilities on-board the space-based system will be necessary to reduce the dependency on real-time critical Earth-based support. The focus of this paper is in such technologies that will be required to bring advance Systems and Mission Management capabilities to space-based environments where the crew will be required to manage both the systems performance and mission execution without dependence on the ground. We refer to this concept as autonomy. Environments that require high levels of autonomy include the cockpits of future spacecraft such as the Mars Exploration Vehicle, and space-based control centers such as a Lunar Base Command and Control Center. Furthermore, this paper will evaluate the requirements, available technology, and roadmap to enable full operational implementation of onboard System Health Management, Mission Planning/re-planning, Autonomous Task/Command Execution, and Human Computer Interface applications. The technology topics covered by the paper include enabling technology to perform Intelligent Caution and Warning, where the systems provides directly actionable data for human understanding and response to failures, task automation applications that automate nominal and Off-nominal task execution based on human input or integrated health state-derived conditions. Shifting from Systems to Mission Management functions, we discuss the role of automated planning applications (tactical planning) on-board, which receive data from the other cockpit automation systems and evaluate the mission plan against the dynamic systems and mission states and events, to provide the crew with capabilities that enable them to understand, change, and manage the timeline of their mission. Lastly, we discuss the role of advanced human interface technologies that organize and provide the system md mission information to the crew in ways that maximize their situational awareness and ability to provide oversight and control of aLl the automated data and functions.

The mapping competences of the nurse Case/Care Manager in the context of Intensive Care.

PubMed

Alfieri, Emanuela; Ferrini, Anna Chiara; Gianfrancesco, Francesca; Lise, Gianluca; Messana, Giovanni; Tirelli, Lorenzo; Lorenzo, Ana; Sarli, Leopoldo

2017-03-15

Since the recent introduction of the Case/Care Manager's professional figure, it is quite difficult to identify properly his/her own particular features, which could be mainly be found revising mainly in American studies. Therefore, the present study intended to identify the Case/Care Manager's skills and professional profile in an Intensive Care Unit experience, taking into consideration the staff's activities, perception and expectations towards the Case/Care Manager. In particular, it has been compared the experience of an Intensive Care Units where the Case/Care Manager's profile is operational to a different Unit where a Case/Care Manager is not yet in force. a Levati's model was used to map the Case/Care Manager's skills, involving each unit whole working staff, executives and caregivers through semi-structured interviews. It has been taken into consideration the Anaesthesia Unit and Emergency Unit of Cesena's healthcare organisation (AUSL of Romagna) and a Cardiology Intensive Care Unit of Piacenza's healthcare organisation, where the Case/Care Manager's profile has not been experimented yet. Firstly, it a data collection in each healthcare organization has been organised. Subsequently, semi-structured interviews to doctors, unit nurses, caregivers, nurses' coordinators and medical staff have been used to compare each healthcare system. The interviewees' described their expectations in relation to the Case/Care Manager working in a critical area. Then, every data collected during interviews has been organised to map a Case/Care Manager's essential professional profile to work in a critical area together with medical staff. Piacenza's O.U. critical area experience reported a major demand for patients' and patient's families' assistance. On the other hand, the very same aspects seem to have been better achieved in Cesena's O.U., where a Case/Care Manager's recent introduction has actually helped to overcome the void in organising systems. a Case/Care Manager's profile has been drafted on the basis of the comparative analysis conducted. It has been noted how the Case/Care Manager's professional profile can really improve relationships and communications between medical staff and patients, promoting a major unity among the working team. According to the present research, the Case/Care Manager's profile has been proved helpful in positively influencing the team activity and to elicit major satisfaction both in patients and their family.

[Features of interpersonal behavior among executives of healthcare institutions with different styles of resolving management decisions].

PubMed

Vezhnovets', T A

2014-01-01

The aim of this work is to study the influence of the type of interpersonal relationships between executives and subordinates in healthcare institutions on their style of resolving management decision. It was established that indulgent and autonomous style are formed against background of liberal interpersonal relationship by the following criteria, as the absence of dominant traits, expressed benevolence among executives with autonomous style, uncertainty and inexperience among executives with indulgent style. Authoritarian and marginal styles are formed against empowerment and dominance in relationship with subordinates by expressed dominance criteria, as leadership qualities among executives with authoritarian style or as a manifestation of social maladjustment among executives with marginal style. Type of interpersonal relationships determines the style of resolving management decisions, that should be considered at conducting professional selection of candidates for senior positions in healthcare institutions.

DOE Office of Scientific and Technical Information (OSTI.GOV)

Sherry, T D; Kohlhorst, D P; Little, S K

The accomplishments to date and the long-range planning of the Y-12 Energy Management and Sustainability and Stewardship programs support the DOE and the National Nuclear Security Administration (NNSA) vision for a commitment to energy efficiency and sustainability and to achievement of the Guiding Principles. Specifically, the Y-12 vision is to support the Environment, Safety and Health Policy and the DOE Strategic Sustainability Performance Plan (SSPP) while promoting overall sustainability and reduction of greenhouse gas (GHG) emissions. Table ES.2 gives a comprehensive overview of Y-12's performance status and planned actions. B&W Y-12's Energy Management mission is to incorporate renewable energy andmore » energy efficient technologies site-wide and to position Y-12 to meet NNSA energy requirement needs through 2025 and beyond. During FY 2011, the site formed a sustainability team (Fig. ES.1). The sustainability team provides a coordinated approach to meeting the various sustainability requirements and serves as a forum for increased communication and consistent implementation of sustainability activities at Y-12. The sustainability team serves as an information exchange mechanism to promote general awareness of sustainability information, while providing a system to document progress and to identify resources. These resources are necessary to implement activities that support the overall goals of sustainability, including reducing the use of resources and conserving energy. Additionally, the team's objectives include: (1) Foster a Y-12-wide philosophy to conserve resources; (2) Reduce the impacts of production operations in a cost-effective manner; (3) Increase materials recycling; (4) Use a minimum amount of energy and fuel; (5) Create a minimum of waste and pollution in achieving Y-12-strategic objectives; (6) Develop and implement techniques, technologies, process modifications, and programs that support sustainable acquisition; (7) Minimize the impacts to resources, including energy/fuel, water, waste, pesticides, and pollution generation; (8) Incorporate sustainable design principles into the design and construction of facility upgrades, new facilities, and infrastructure; and (9) Comply with federal and state regulations, executive orders, and DOE requirements. Y-12 is working to communicate its sustainment vision through procedural, engineering, operational, and management practices. The site will make informed decisions based on the application of the five Guiding Principles for HPSBs to the maximum extent possible.« less

The role of management in an in vitro fertilization practice.

PubMed

Masler, Steve; Strickland, Robert R

2013-05-01

An in vitro fertilization (IVF) practice is an enterprise. Like any enterprise, it has management that plays a major role, forming the structure, framework, and components that make the practice viable. Management of an IVF practice consists of two key teams: the fertility team and the management team. Management activities of the teams fall into eight core areas: business operations, financial, human resources, information technology, organizational governance, risk management, patient care systems, and quality management. Shady Grove Fertility Centers and Huntington Reproductive Center are two examples of professionally managed large fertility practices, one managed mostly centrally and the other largely managed in a decentralized way. Management is what takes a physician's IVF practice and converts it to a professional enterprise. Thieme Medical Publishers 333 Seventh Avenue, New York, NY 10001, USA.

75 FR 5925 - Proposed Flood Elevation Determinations

Federal Register 2010, 2011, 2012, 2013, 2014

2010-02-05

... comments, identified by Docket No. FEMA-B-1091, to Kevin C. Long, Acting Chief, Engineering Management..., Acting Chief, Engineering Management Branch, Mitigation Directorate, Federal Emergency Management Agency... federalism implications under Executive Order 13132. Executive Order 12988, Civil Justice Reform. This...

5 CFR 430.305 - Planning and communicating performance.

Code of Federal Regulations, 2011 CFR

2011-01-01

.... 430.305 Section 430.305 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.305 Planning and communicating... strategic planning initiatives. Critical elements and performance requirements for each senior executive...

5 CFR 430.305 - Planning and communicating performance.

Code of Federal Regulations, 2010 CFR

2010-01-01

.... 430.305 Section 430.305 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.305 Planning and communicating... strategic planning initiatives. Critical elements and performance requirements for each senior executive...

Translational Science Project Team Managers: Qualitative Insights and Implications from Current and Previous Postdoctoral Experiences.

PubMed

Wooten, Kevin C; Dann, Sara M; Finnerty, Celeste C; Kotarba, Joseph A

2014-07-01

The development of leadership and project management skills is increasingly important to the evolution of translational science and team-based endeavors. Team science is dependent upon individuals at various stages in their careers, inclusive of postdocs. Data from case histories, as well as from interviews with current and former postdocs, and those supervising postdocs, indicate six essential tasks required of project managers in multidisciplinary translational teams, along with eight skill-related themes critical to their success. To optimize the opportunities available and to ensure sequential development of team project management skills, a life cycle model for the development of translational team skills is proposed, ranging from graduate trainees, postdocs, assistant professors, and finally to mature scientists. Specific goals, challenges and project management roles and tasks are recommended for each stage for the life cycle.

Translational Science Project Team Managers: Qualitative Insights and Implications from Current and Previous Postdoctoral Experiences

PubMed Central

Wooten, Kevin C.; Dann, Sara M.; Finnerty, Celeste C.; Kotarba, Joseph A.

2015-01-01

The development of leadership and project management skills is increasingly important to the evolution of translational science and team-based endeavors. Team science is dependent upon individuals at various stages in their careers, inclusive of postdocs. Data from case histories, as well as from interviews with current and former postdocs, and those supervising postdocs, indicate six essential tasks required of project managers in multidisciplinary translational teams, along with eight skill-related themes critical to their success. To optimize the opportunities available and to ensure sequential development of team project management skills, a life cycle model for the development of translational team skills is proposed, ranging from graduate trainees, postdocs, assistant professors, and finally to mature scientists. Specific goals, challenges and project management roles and tasks are recommended for each stage for the life cycle. PMID:25621288

Managing Conflict in School Teams: The Impact of Task and Goal Interdependence on Conflict Management and Team Effectiveness

ERIC Educational Resources Information Center

Somech, Anit

2008-01-01

Purpose: Although conflict has traditionally been considered destructive, recent studies have indicated that conflict management can contribute to effective teamwork. The present study explores conflict management as a team phenomenon in schools. The author examined how the contextual variables (task interdependence, goal interdependence) are…

Will the right Robin patient rise, please? Definitions and criteria during management of Robin sequence patients in the Netherlands and Belgium.

PubMed

Basart, Hanneke; Kruisinga, Frea H; Breugem, Corstiaan C; Don Griot, J Peter W; Hennekam, Raoul C; Van der Horst, Chantal M A M

2015-01-01

Robin Sequence (RS) is characterized by micrognathia and upper airway obstruction (UAO), with or without cleft palate, causing respiratory and feeding problems. Management options are: positioning; nasopharyngeal airway (NPA); tongue-lip adhesion (TLA); mandibular distraction (MDO); and tracheostomy. Controversy exists in literature regarding RS definition and management. Here we describe definitions, management strategies and criteria in opting for management strategies, used by Dutch and Belgian cleft teams. A specifically designed questionnaire was sent to members of all 16 Dutch and Belgian cleft teams. 14 cleft teams returned 35 questionnaires. All used micrognathia as definition criterion, 93.4% cleft palate, 51.5%glossoptosis and 45.7% UAO. Six different RS definitions were used; even within a single team >1 definition was used. All teams used different management strategies: all used positioning, 10 NPA, 6 TLA, 7 MDO, 8 tracheostomy, 5 refer patients with invasive treatment indication. Criteria in opting management modalities were: O2-saturation (89.3%), clinical presentation (86.2%), growth and feeding problems (69.0%), polysomnography (62.1%), and differed within teams. The Dutch and Belgian cleft teams use variable RS definitions, different management modalities and criteria in choosing management strategies. A single, strict definition and evidence-based management guidelines should be formulated for optimal patient care. Copyright © 2014 European Association for Cranio-Maxillo-Facial Surgery. Published by Elsevier Ltd. All rights reserved.

Using systems thinking to support clinical system transformation.

PubMed

Best, Allan; Berland, Alex; Herbert, Carol; Bitz, Jennifer; van Dijk, Marlies W; Krause, Christina; Cochrane, Douglas; Noel, Kevin; Marsden, Julian; McKeown, Shari; Millar, John

2016-05-16

Purpose - The British Columbia Ministry of Health's Clinical Care Management initiative was used as a case study to better understand large-scale change (LSC) within BC's health system. Using a complex system framework, the purpose of this paper is to examine mechanisms that enable and constrain the implementation of clinical guidelines across various clinical settings. Design/methodology/approach - Researchers applied a general model of complex adaptive systems plus two specific conceptual frameworks (realist evaluation and system dynamics mapping) to define and study enablers and constraints. Focus group sessions and interviews with clinicians, executives, managers and board members were validated through an online survey. Findings - The functional themes for managing large-scale clinical change included: creating a context to prepare clinicians for health system transformation initiatives; promoting shared clinical leadership; strengthening knowledge management, strategic communications and opportunities for networking; and clearing pathways through the complexity of a multilevel, dynamic system. Research limitations/implications - The action research methodology was designed to guide continuing improvement of implementation. A sample of initiatives was selected; it was not intended to compare and contrast facilitators and barriers across all initiatives and regions. Similarly, evaluating the results or process of guideline implementation was outside the scope; the methods were designed to enable conversations at multiple levels - policy, management and practice - about how to improve implementation. The study is best seen as a case study of LSC, offering a possible model for replication by others and a tool to shape further dialogue. Practical implications - Recommended action-oriented strategies included engaging local champions; supporting local adaptation for implementation of clinical guidelines; strengthening local teams to guide implementation; reducing change fatigue; ensuring adequate resources; providing consistent communication especially for front-line care providers; and supporting local teams to demonstrate the clinical value of the guidelines to their colleagues. Originality/value - Bringing a complex systems perspective to clinical guideline implementation resulted in a clear understanding of the challenges involved in LSC.

78 FR 36314 - Submission for Review: Application for U.S. Flag Recognition Benefit for Deceased Federal...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-06-17

... to Senior Executive Service and Performance Management, Office of Personnel Management, 1900 E Street... Senior Executive Service and Performance Management, Office of Personnel Management, 1900 E Street NW.../her employment under specified circumstances. OPM is issuing guidance and proposed regulations to...

41 CFR 102-83.75 - What is Executive Order 13006?

Code of Federal Regulations, 2010 CFR

2010-07-01

... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What is Executive Order 13006? 102-83.75 Section 102-83.75 Public Contracts and Property Management Federal Property Management Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 83-LOCATION OF SPACE Location of...

KSC-07pd0616

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- The audience anxiously awaits a referee's decision during competition of student teams in the FIRST robotics event held at the University of Central Florida Arena March 8-10. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

KSC-07pd0615

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- The student team dressed in pink is a coordinated effort cosponsored by NASA KSC and representing Rockledge, Cocoa Beach and Viera High Schools in Central Florida. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

10 CFR 10.33 - Action by the Deputy Executive Director for Corporate Management and Chief Information Officer.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 10 Energy 1 2013-01-01 2013-01-01 false Action by the Deputy Executive Director for Corporate... AND PROCEDURES FOR DETERMINING ELIGIBILITY FOR ACCESS TO RESTRICTED DATA OR NATIONAL SECURITY... Corporate Management and Chief Information Officer. (a) The Deputy Executive Director for Corporate...

10 CFR 10.33 - Action by the Deputy Executive Director for Corporate Management and Chief Information Officer.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 10 Energy 1 2014-01-01 2014-01-01 false Action by the Deputy Executive Director for Corporate... AND PROCEDURES FOR DETERMINING ELIGIBILITY FOR ACCESS TO RESTRICTED DATA OR NATIONAL SECURITY... Corporate Management and Chief Information Officer. (a) The Deputy Executive Director for Corporate...

Generalized priority-queue network dynamics: Impact of team and hierarchy

NASA Astrophysics Data System (ADS)

Cho, Won-Kuk; Min, Byungjoon; Goh, K.-I.; Kim, I.-M.

2010-06-01

We study the effect of team and hierarchy on the waiting-time dynamics of priority-queue networks. To this end, we introduce generalized priority-queue network models incorporating interaction rules based on team-execution and hierarchy in decision making, respectively. It is numerically found that the waiting-time distribution exhibits a power law for long waiting times in both cases, yet with different exponents depending on the team size and the position of queue nodes in the hierarchy, respectively. The observed power-law behaviors have in many cases a corresponding single or pairwise-interacting queue dynamics, suggesting that the pairwise interaction may constitute a major dynamic consequence in the priority-queue networks. It is also found that the reciprocity of influence is a relevant factor for the priority-queue network dynamics.

KSC-03pd1394

NASA Image and Video Library

2003-05-05

KENNEDY SPACE CENTER, FLA. - A member of the recovery team examines with a magnifier the Growth of Bacterial Biofilm on Surfaces during Spaceflight (GOBBSS) experiment that was carried on mission STS-107 as part of the Commercial ITA Biomedical Experiments payload. He is part of a recovery team transferring experiments to alternate containers. GOBBSS was a Planetary Society-sponsored astrobiology experiment developed by the Israeli Aerospace Medical Institute and the Johnson Space Center Astrobiology Center, with joint participation of an Israeli and a Palestinian student. The recovery team includes Eran Schenker of the Israeli Aerospace Medical Institute; David Warmflash of JSC and Louis Friedman, executive director of the Planetary Society. The GOBBSS material will be sent to JSC where the science team will analyze the samples, studying the effects of spaceflight on bacterial growth.

KSC-03PD-1394

NASA Technical Reports Server (NTRS)

2003-01-01

KENNEDY SPACE CENTER, FLA. - A member of the recovery team examines with a magnifier the Growth of Bacterial Biofilm on Surfaces during Spaceflight (GOBBSS) experiment that was carried on mission STS-107 as part of the Commercial ITA Biomedical Experiments payload. He is part of a recovery team transferring experiments to alternate containers. GOBBSS was a Planetary Society-sponsored astrobiology experiment developed by the Israeli Aerospace Medical Institute and the Johnson Space Center Astrobiology Center, with joint participation of an Israeli and a Palestinian student. The recovery team includes Eran Schenker of the Israeli Aerospace Medical Institute; David Warmflash of JSC and Louis Friedman, executive director of the Planetary Society. The GOBBSS material will be sent to JSC where the science team will analyze the samples, studying the effects of spaceflight on bacterial growth.

Morpheus 1.5A Lander Failure Investigation Results

NASA Technical Reports Server (NTRS)

Munday, Steve; Olansen, John

2013-01-01

On August 9th, 2012, the Morpheus 1.5 Vertical Testbed (VTB) crashed during Free Flight 2 (FF2) at KSC SLF, resulting in the loss of 1.5 VTB hardware. JSC/KSC Morpheus team immediately executed the pre-rehearsed Emergency Action Plan to protect personnel and property, so damage was limited to 1.5 VTB hardware. JSC/KSC Morpheus team secured data and mapped & recovered debris. Project had pre-declared loss of VTB to be a test failure, not a mishap.

Simulation Exploration Experience 2018 Overview

NASA Technical Reports Server (NTRS)

Paglialonga, Stephen; Elfrey, Priscilla; Crues, Edwin Z.

2018-01-01

The Simulation Exploration Experience (SEE) joins students, industry, professional associations, and faculty together for an annual modeling and simulation (M&S) challenge. SEE champions collaborative collegiate-level modeling and simulation by providing a venue for students to work in highly dispersed inter-university teams to design, develop, test, and execute simulated missions associated with space exploration. Participating teams gain valuable knowledge, skills, and increased employability by working closely with industry professionals, NASA, and faculty advisors. This presentation gives and overview of the SEE and the upcoming 2018 SEE event.

Exercise CAPITAL SHIELD Towards Medical Response Integration in the National Capital Region

DTIC Science & Technology

2011-01-24

provided JTF the authority to develop Interagency partnerships  CY09/10: JTF CapMed executed (12) DSCA missions with Fed/State/Local partners...incident site at Lorton Youth Detention Center, VA – admin medical support 4-5 days  FY10, JTF CapMed inserted two-day MASCAL training (onsite only...Use exercise as test-bed for structure/tools: – Joint Critical Care ATLS Team: Modification of ATLS Team w/ attached triage and evac sections

Interprofessional Team's Perception of Care Delivery After Implementation of a Pediatric Pain and Sedation Protocol.

PubMed

Staveski, Sandra L; Wu, May; Tesoro, Tiffany M; Roth, Stephen J; Cisco, Michael J

2017-06-01

Pain and agitation are common experiences of patients in pediatric cardiac intensive care units. Variability in assessments by health care providers, communication, and treatment of pain and agitation creates challenges in management of pain and sedation. To develop guidelines for assessment and treatment of pain, agitation, and delirium in the pediatric cardiac intensive unit in an academic children's hospital and to document the effects of implementation of the guidelines on the interprofessional team's perception of care delivery and team function. Before and after implementation of the guidelines, interprofessional team members were surveyed about the members' perception of analgesia, sedation, and delirium management RESULTS: Members of the interprofessional team felt more comfortable with pain and sedation management after implementation of the guidelines. Team members reported improvements in team communication on patients' comfort. Members thought that important information was less likely to be lost during transfer of care. They also noted that the team carried out comfort management plans and used pharmacological and nonpharmacological therapies better after implementation of the guidelines than they did before implementation. Guidelines for pain and sedation management were associated with perceived improvements in team function and patient care by members of the interprofessional team. ©2017 American Association of Critical-Care Nurses.

Head and neck multidisciplinary team meetings: Effect on patient management.

PubMed

Brunner, Markus; Gore, Sinclair M; Read, Rebecca L; Alexander, Ashlin; Mehta, Ankur; Elliot, Michael; Milross, Chris; Boyer, Michael; Clark, Jonathan R

2015-07-01

The purpose of this study was for us to present our findings on the prospectively audited impact of head and neck multidisciplinary team meetings on patient management. We collected clinical data, the pre-multidisciplinary team meeting treatment plan, the post-multidisciplinary team meeting treatment plans, and follow-up data from all patients discussed at a weekly multidisciplinary team meeting and we recorded the changes in management. One hundred seventy-two patients were discussed in 39 meetings. In 52 patients (30%), changes in management were documented of which 20 (67%) were major. Changes were statistically more likely when the referring physician was a medical or radiation oncologist, when the initial treatment plan did not include surgery, and when the histology was neither mucosal squamous cell cancer nor a skin malignancy. Compliance to the multidisciplinary team meeting treatment recommendation was 84% for all patients and 70% for patients with changes in their treatment recommendation. Head and neck multidisciplinary team meetings changed management in almost a third of the cases. © 2014 Wiley Periodicals, Inc.

75 FR 5909 - Proposed Flood Elevation Determinations

Federal Register 2010, 2011, 2012, 2013, 2014

2010-02-05

..., identified by Docket No. FEMA-B-1085, to Kevin C. Long, Acting Chief, Engineering Management Branch... Chief, Engineering Management Branch, Mitigation Directorate, Federal Emergency Management Agency, 500 C... federalism implications under Executive Order 13132. Executive Order 12988, Civil Justice Reform. This...

75 FR 31373 - Proposed Flood Elevation Determinations

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-03

..., identified by Docket No. FEMA-B-1105, to Kevin C. Long, Acting Chief, Engineering Management Branch... Chief, Engineering Management Branch, Mitigation Directorate, Federal Emergency Management Agency, 500 C... federalism implications under Executive Order 13132. Executive Order 12988, Civil Justice Reform. This...

75 FR 34415 - Proposed Flood Elevation Determinations

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-17

..., identified by Docket No. FEMA-B-1114, to Kevin C. Long, Acting Chief, Engineering Management Branch... Chief, Engineering Management Branch, Mitigation Directorate, Federal Emergency Management Agency, 500 C... federalism implications under Executive Order 13132. Executive Order 12988, Civil Justice Reform. This...

17 CFR 270.30a-3 - Controls and procedures.

Code of Federal Regulations, 2010 CFR

2010-04-01

... management must evaluate, with the participation of the company's principal executive and principal financial... accumulated and communicated to the investment company's management, including its principal executive and...) Every registered management investment company, other than a small business investment company...

77 FR 71873 - Performance Review Board Members

Federal Register 2010, 2011, 2012, 2013, 2014

2012-12-04

... Helen Tierney, Executive Director, Operations, Office of Management Clarence Johnson, Principal Director... Management Office, Department of Veterans Affairs. ACTION: Notice. SUMMARY: Under the provisions of 5 U.S.C... Senior Executive Management Office (052), Department of Veterans Affairs, 810 Vermont Avenue NW...

5 CFR 430.302 - Coverage.

Code of Federal Regulations, 2014 CFR

2014-01-01

... 5 Administrative Personnel 1 2014-01-01 2014-01-01 false Coverage. 430.302 Section 430.302 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.302 Coverage. (a) This subpart applies to all senior executives...

5 CFR 430.302 - Coverage.

Code of Federal Regulations, 2013 CFR

2013-01-01

... 5 Administrative Personnel 1 2013-01-01 2013-01-01 false Coverage. 430.302 Section 430.302 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.302 Coverage. (a) This subpart applies to all senior executives...

5 CFR 430.302 - Coverage.

Code of Federal Regulations, 2011 CFR

2011-01-01

... 5 Administrative Personnel 1 2011-01-01 2011-01-01 false Coverage. 430.302 Section 430.302 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.302 Coverage. (a) This subpart applies to all senior executives...

5 CFR 430.302 - Coverage.

Code of Federal Regulations, 2010 CFR

2010-01-01

... 5 Administrative Personnel 1 2010-01-01 2010-01-01 false Coverage. 430.302 Section 430.302 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.302 Coverage. (a) This subpart applies to all senior executives...

5 CFR 430.302 - Coverage.

Code of Federal Regulations, 2012 CFR

2012-01-01

... 5 Administrative Personnel 1 2012-01-01 2012-01-01 false Coverage. 430.302 Section 430.302 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS PERFORMANCE MANAGEMENT Managing Senior Executive Performance § 430.302 Coverage. (a) This subpart applies to all senior executives...

Panel management, team culture, and worklife experience.

PubMed

Willard-Grace, Rachel; Dubé, Kate; Hessler, Danielle; O'Brien, Bridget; Earnest, Gillian; Gupta, Reena; Shunk, Rebecca; Grumbach, Kevin

2015-09-01

Burnout and professional dissatisfaction are threats to the primary care workforce. We investigated the relationship between panel management capability, team culture, cynicism, and perceived "do-ability" of primary care among primary care providers (PCPs) and staff in primary care practices. We surveyed 326 PCPs and 142 staff members in 10 county-administered, 6 university-run, and 3 Veterans Affairs primary care clinics in a large urban area in 2013. Predictor variables included capability for performing panel management and perception of team culture. Outcome variables included 2 work experience measures--the Maslach Burnout Inventory cynicism scale and a 1-item measure of the "do-ability" of primary care this year compared with last year. Generalized Estimation Equation (GEE) models were used to account for clustering at the clinic level. Greater panel management capability and higher team culture were associated with lower cynicism among PCPs and staff and higher reported "do-ability" of primary care among PCPs. Panel management capability and team culture interacted to predict the 2 work experience outcomes. Among PCPs and staff reporting high team culture, there was little association between panel management capability and the outcomes, which were uniformly positive. However, there was a strong relationship between greater panel management capability and improved work experience outcomes for PCPs and staff reporting low team culture. Team-based processes of care such as panel management may be an important strategy to protect against cynicism and dissatisfaction in primary care, particularly in settings that are still working to improve their team culture. (c) 2015 APA, all rights reserved).

Do primary care professionals agree about progress with implementation of primary care teams: results from a cross sectional study.

PubMed

Tierney, E; O'Sullivan, M; Hickey, L; Hannigan, A; May, C; Cullen, W; Kennedy, N; Kineen, L; MacFarlane, A

2016-11-22

Primary care is the cornerstone of healthcare reform with policies across jurisdictions promoting interdisciplinary team working. The effective implementation of such health policies requires understanding the perspectives of all actors. However, there is a lack of research about health professionals' views of this process. This study compares Primary Healthcare Professionals' perceptions of the effectiveness of the Primary Care Strategy and Primary Care Team (PCT) implementation in Ireland. Design and Setting: e-survey of (1) General Practitioners (GPs) associated with a Graduate Medical School (N = 100) and (2) Primary Care Professionals in 3 of 4 Health Service Executive (HSE) regions (N = 2309). After piloting, snowball sampling was used to administer the survey. Descriptive analysis was carried out using SPSS. Ratings across groups were compared using non-parametric tests. There were 569 responses. Response rates varied across disciplines (71 % for GPs, 22 % for other Primary Healthcare Professionals (PCPs). Respondents across all disciplines viewed interdisciplinary working as important. Respondents agreed on lack of progress of implementation of formal PCTs (median rating of 2, where 1 is no progress at all and 5 is complete implementation). GPs were more negative about the effectiveness of the Strategy to promote different disciplines to work together (median rating of 2 compared to 3 for clinical therapists and 3.5 for nurses, P = 0.001). Respondents identified resources and GP participation as most important for effective team working. Protected time for meetings and capacity to manage workload for meetings were rated as very important factors for effective team working by GPs, clinical therapists and nurses. A building for co-location of teams was rated as an important factor by nurses and clinical therapists though GPs rated it as less important. Payment to attend meetings and contractual arrangements were considered important factors by GPs but not by nurses or clinical therapists. PCPs and GPs agree there is limited PCT implementation. GPs are most negative about this implementation. There is some disagreement about which resources are most important for effective PCT working. These findings provide valuable data for clinicians and policy makers about implementation of interdisciplinary teams in primary care.

KSC-07pd0621

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- During the FIRST robotics event held at the University of Central Florida Arena March 8-10, Center Director Bill Parsons talks to the NASA-sponsored team, known as the Pink Team, from Rockledge, Cocoa Beach and Viera High Schools in Central Florida. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

KSC-07pd0611

NASA Image and Video Library

2007-03-09

KENNEDY SPACE CENTER, FLA. -- A Kissimmee, Fla., team (right) prepares its robot for competition with a New Jersey team (center) during the FIRST robotics event held at the University of Central Florida Arena March 8-10. The FIRST, or For Inspiration and Recognition of Science and Technology, Robotics Competition challenges teams of young people and their mentors to solve a common problem in a six-week timeframe using a standard "kit of parts" and a common set of rules. Teams build robots from the parts and enter them in a series of competitions designed by FIRST founder Dean Kamen and Dr. Woodie Flowers, chairman and vice chairman of the Executive Advisory Board respectively, and a committee of engineers and other professionals. FIRST redefines winning for these students. Teams are rewarded for excellence in design, demonstrated team spirit, gracious professionalism and maturity, and ability to overcome obstacles. Scoring the most points is a secondary goal. Winning means building partnerships that last. Photo credit: NASA/Kim Shiflett

Pharmacy executives: leadership issues and associated skills, knowledge, and abilities in the U.S. Department of Defense.

PubMed

Meadows, Andrew B; Finstuen, Kenn; Hudak, Ronald P

2003-01-01

To identify the issues or problems that current and aspiring U.S. Department of Defense (DoD) pharmacy executives will face in the future and to define the skills, knowledge, and abilities (SKAs) required to successfully address these issues. Delphi method for executive decision making. DoD. Ninety-three pharmacists serving in the military grades of lieutenant colonel/commander and colonel/captain, as well as pharmacists selected for promotion to those grades. iterations of the Delphi method for executive decision making separated by an expert panel content analysis. Round 1--participants identified five major issues believed to be of greatest importance to pharmacy executives and reported specific SKAs that might be needed to successfully manage those issues. An expert panel sorted these issues into meaningful domains, then provided an appropriate title for each domain. Round 2--on a 7-point scale, respondents rated the SKA items according to their assessment of how much a future DoD pharmacy executive would need each SKA. Response rates were 44.1% and 46.2% for Delphi rounds 1 and 2, respectively. The first round generated 62 unique issues facing pharmacy executives. The expert panel reviewed and sorted the issues into eight domains and selected an appropriate title for each domain. The domains identified by the panel were human resources, pharmacy operations/business practices, information management and technology, financial resources, formulary management, drug therapy management, pharmacy benefit management, and leadership. During round 2, 73.3% of the top 15 rated SKAs came from the drug therapy management, leadership, and formulary management domains. The three highest-rated SKAs were "ability to see the big picture," "ability to build strong relations with medical staffs," and "skills in both writing and verbal communication." The issues facing future DoD pharmacy executives will require them to expand their clinical abilities as well as their ability to collaborate and communicate with other professionals.

Managing Senior Management Team Boundaries and School Improvement: An Investigation of the School Leader Role

ERIC Educational Resources Information Center

Benoliel, Pascale

2017-01-01

The present study purpose was to investigate the unique role and activities of school principals in managing their senior management team (SMT) boundaries. The study examined how school principals' internal and external activities mediate the relationship of principals' personal factors from the Big Five typology, the team and contextual…

75 FR 42760 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2010-07-22

... accounting reports and invoices, and monitoring all spending. The Team develops, defends and executes the... results; performance measurement; research and evaluation methodologies; demonstration testing and model... ACF programs; strategic planning; performance measurement; program and policy evaluation; research and...

The NASA Exploration Design Team; Blueprint for a New Design Paradigm

NASA Technical Reports Server (NTRS)

Oberto, Robert E.; Nilsen, Erik; Cohen, Ron; Wheeler, Rebecca; DeFlorio, Paul

2005-01-01

NASA has chosen JPL to deliver a NASA-wide rapid-response real-time collaborative design team to perform rapid execution of program, system, mission, and technology trade studies. This team will draw on the expertise of all NASA centers and external partners necessary. The NASA Exploration Design Team (NEDT) will be led by NASA Headquarters, with field centers and partners added according to the needs of each study. Through real-time distributed collaboration we will effectively bring all NASA field centers directly inside Headquarters. JPL's Team X pioneered the technique of real time collaborative design 8 years ago. Since its inception, Team X has performed over 600 mission studies and has reduced per-study cost by a factor of 5 and per-study duration by a factor of 10 compared to conventional design processes. The Team X concept has spread to other NASA centers, industry, academia, and international partners. In this paper, we discuss the extension of the JPL Team X process to the NASA-wide collaborative design team. We discuss the architecture for such a process and elaborate on the implementation challenges of this process. We further discuss our current ideas on how to address these challenges.

77 FR 14350 - North Pacific Fishery Management Council; Public Meeting

Federal Register 2010, 2011, 2012, 2013, 2014

2012-03-09

... Pacific Fishery Management Council Individual Fishing Quota (IFQ) Implementation Team. SUMMARY: The North Pacific Fishery Management Council (Council) IFQ Implementation Team will meet March 26, 2012 in Anchorage...-2809. SUPPLEMENTARY INFORMATION: The Team will review the discussion papers on Vessel Monitoring System...

When do business units benefit more from collective citizenship behavior of management teams? An upper echelons perspective.

PubMed

Liu, Wu; Gong, Yaping; Liu, Jun

2014-05-01

Drawing upon the notion of managerial discretion from upper echelons theory, we theorize which external contingencies moderate the relationship between collective organizational citizenship behavior (COCB) and unit performance. Focusing on business unit (BU) management teams, we hypothesize that COCB of BU management teams enhances BU performance and that this impact depends on environmental uncertainty and BU management-team decision latitude, 2 determinants of managerial discretion. In particular, the positive effect of COCB is stronger when environmental uncertainty or the BU management-team decision latitude is greater. Time-lagged data from 109 BUs of a telecommunications company support the hypotheses. Additional exploratory analysis shows that the positive moderating effect of environmental uncertainty is further amplified at higher levels of BU management-team decision latitude. Overall, this study extends the internally focused view in the micro OCB literature by introducing external contingencies for the COCB-unit-performance relationship. (c) 2014 APA, all rights reserved.

Grid Task Execution

NASA Technical Reports Server (NTRS)

Hu, Chaumin

2007-01-01

IPG Execution Service is a framework that reliably executes complex jobs on a computational grid, and is part of the IPG service architecture designed to support location-independent computing. The new grid service enables users to describe the platform on which they need a job to run, which allows the service to locate the desired platform, configure it for the required application, and execute the job. After a job is submitted, users can monitor it through periodic notifications, or through queries. Each job consists of a set of tasks that performs actions such as executing applications and managing data. Each task is executed based on a starting condition that is an expression of the states of other tasks. This formulation allows tasks to be executed in parallel, and also allows a user to specify tasks to execute when other tasks succeed, fail, or are canceled. The two core components of the Execution Service are the Task Database, which stores tasks that have been submitted for execution, and the Task Manager, which executes tasks in the proper order, based on the user-specified starting conditions, and avoids overloading local and remote resources while executing tasks.

Building an exceptional imaging management team: from theory to practice.

PubMed

Hogan, Laurie

2010-01-01

Building a strong, cohesive, and talented managerial team is a critical endeavor for imaging administrators, as the job will be enhanced if supported by a group of high-performing, well-developed managers. For the purposes of this article, leadership and management are discussed as two separate, yet equally important, components of an imaging administrator's role. The difference between the two is defined as: leadership relates to people, management relates to process. There are abundant leadership and management theories that can help imaging administrators develop managers and ultimately build a better team. Administrators who apply these theories in practical and meaningful ways will improve their teams' leadership and management aptitude. Imaging administrators will find it rewarding to coach and develop managers and witness transformations that result from improved leadership and management abilities.

Analysis of team types based on collaborative relationships among doctors, home-visiting nurses and care managers for effective support of patients in end-of-life home care.

PubMed

Fujita, Junko; Fukui, Sakiko; Ikezaki, Sumie; Otoguro, Chizuru; Tsujimura, Mayuko

2017-11-01

To define the team types consisting of doctors, home-visiting nurses and care managers for end-of-life care by measuring the collaboration relationship, and to identify the factors related to the team types. A questionnaire survey of 43 teams including doctors, home-visiting nurses and care managers was carried out. The team types were classified based on mutual evaluations of the collaborative relationships among the professionals. To clarify the factors between team types with the patient characteristics, team characteristics and collaboration competency, univariate analysis was carried out with the Fisher's exact test or one-way analysis and multiple comparison analysis. Three team types were classified: the team where the collaborative relationships among all healthcare professionals were good; the team where the collaborative relationships between the doctors and care managers were poor; and the team where the collaborative relationships among all of the professionals were poor. There was a statistically significant association between the team types and the following variables: patient's dementia level, communication tool, professionals' experience of working with other team members, home-visiting nurses' experience of caring for dying patients, care managers' background qualifications, doctor's face-to-face cooperation with other members and home-visiting nurses' collaborative practice. It is suggested that a collaborative relationship would be fostered by more experience of working together, using communication tools and enhancing each professional's collaboration competency. Geriatr Gerontol Int 2017; 17: 1943-1950. © 2017 Japan Geriatrics Society.

If Teachers Were Thought of as Executives--Implications for Teacher Preparation and Certification.

ERIC Educational Resources Information Center

Berliner, David C.

This exploration of an analogic conception of classrooms as workplaces and teachers as executives is divided into five parts. The origin of the author's interest in executive and management skills in teaching is described first. This is followed by analysis of the unfortunate history of the relationship between business management and education.…

The Perception of Participation in Executive Governance Structures in Dutch Universities

ERIC Educational Resources Information Center

Huisman, Jeroen; de Boer, Harry; Goedegebuure, Leo

2006-01-01

In 1997 a new governance act, based on the principles of New Public Management (NPM) was introduced at Dutch universities. The aims were to realise integrated management, to strengthen the position of executives at the central (executive board) and faculty (dean) levels, to introduce a Supervisory Board at the institution's central level, and to…

41 CFR 102-72.90 - What are Executive agencies' responsibilities under a security delegation of authority from GSA?

Code of Federal Regulations, 2010 CFR

2010-07-01

... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What are Executive... Public Contracts and Property Management Federal Property Management Regulations System (Continued) FEDERAL MANAGEMENT REGULATION REAL PROPERTY 72-DELEGATION OF AUTHORITY Delegation of Authority § 102-72.90...

41 CFR 102-74.330 - What smoking restrictions apply to outside areas under Executive branch control?

Code of Federal Regulations, 2012 CFR

2012-01-01

... 41 Public Contracts and Property Management 3 2012-01-01 2012-01-01 false What smoking... MANAGEMENT REGULATION REAL PROPERTY 74-FACILITY MANAGEMENT Facility Management Smoking § 102-74.330 What smoking restrictions apply to outside areas under Executive branch control? Effective June 19, 2009...

41 CFR 102-74.330 - What smoking restrictions apply to outside areas under Executive branch control?

Code of Federal Regulations, 2013 CFR

2013-07-01

... 41 Public Contracts and Property Management 3 2013-07-01 2013-07-01 false What smoking... MANAGEMENT REGULATION REAL PROPERTY 74-FACILITY MANAGEMENT Facility Management Smoking § 102-74.330 What smoking restrictions apply to outside areas under Executive branch control? Effective June 19, 2009...

41 CFR 102-74.330 - What smoking restrictions apply to outside areas under Executive branch control?

Code of Federal Regulations, 2014 CFR

2014-01-01

... 41 Public Contracts and Property Management 3 2014-01-01 2014-01-01 false What smoking... MANAGEMENT REGULATION REAL PROPERTY 74-FACILITY MANAGEMENT Facility Management Smoking § 102-74.330 What smoking restrictions apply to outside areas under Executive branch control? Effective June 19, 2009...