Institutional Leadership

2017 ◽  
Author(s):  
Larry I. Bland
Keyword(s):  
Loss Of Vision ◽  
Institutional Leadership ◽  
Chief Of Staff ◽  
Sheer Size ◽  
Effectiveness And Efficiency ◽  
The U.S

George C. Marshall served as the U.S. Army’s chief of staff from 1939 through 1945. Marshall possessed the experience, commitment, assertiveness, and intelligence necessary to meet the challenges of reforming and reenergizing the U.S. military. By emphasizing simplicity, flexibility, and decentralization, Marshall’s institutional leadership delivered undeniable effectiveness and efficiency. Leaders of large institutions face daunting challenges. Even when their organizations are remarkably efficient, the sheer size gives rise to managerial complexities that can produce bureaucratic inertia, infighting, and a loss of vision and vitality. Marshall was more than up for the challenge.

Transitional Leadership

2017 ◽  
Author(s):  
Thomas G. Bradbeer
Keyword(s):  
Korean War ◽  
Second World War ◽  
World War ◽  
Military Academy ◽  
Chief Of Staff ◽  
The Korean War ◽  
Eighth Army ◽  
Second World ◽  
Different Levels ◽  
The U.S

Matthew B. Ridgway was an influential American airborne commander during the Second World War and led United Nations forces during the Korean War. A 1917 graduate of the U.S. Military Academy, Ridgway served multiple tours in Latin America and Asia as a junior and mid-grade officer. A protégée of General George Marshall, he commanded the Eighty-Second airborne division during the invasions of Sicily, Italy, and France. During the Battle of Bulge and the invasion of Germany, he served as commander of the newly created Eighteenth Airborne Corps. Years later, during the Korean War, Ridgway transitioned from a staff position as a deputy to Army Chief of Staff Lawton Collins to become commander of the Eighth Army in Korea, and then commander of all U.N. forces in the Korean theatre. Ridgway's career, especially his leadership during the two wars, provides insights on the officer skills needed to effectively transition to different levels of command.

scholarly journals Measurement of Permeability and Comparison of Pavements

Water ◽  
2019 ◽  
Vol 11 (3) ◽  
pp. 444 ◽  
Author(s):  
Lu-Ming Chen ◽  
Jui-Wen Chen ◽  
Ting-Hao Chen ◽  
Timothy Lecher ◽  
Paul Davidson
Keyword(s):  
Surface Runoff ◽  
Permeability Measurement ◽  
Pronounced Difference ◽  
Permeable Pavements ◽  
Average Ratio ◽  
Improve Water Quality ◽  
Effectiveness And Efficiency ◽  
Constant Head ◽  
Underlying Soil ◽  
The U.S

Permeable pavements have the ability to reduce surface runoff by allowing water to infiltrate into the underlying soil. The potential of permeable pavements to assist in managing stormwater and improve water quality has gained attention as an option, other than conventional impermeable concrete for paving purposes. This study examined the permeability of three different pavement systems, including the JW Eco-technology pavement (JW), which has not previously been installed or studied in the U.S., standard impermeable concrete (IC), and pervious concrete (PC). Each pavement type was installed in triplicate. Devices based on the ASTM C1701/C1701M and ASTM C1781/C1781M constant-head methods, the National Center for Asphalt Technology (NCAT) falling-head permeameter, and two new square frames, SF-4 and SF-9, modified to fit the JW pavement, were utilized for permeability measurement on several locations of each pavement system. The results showed that the JW Eco-technology pavement had comparable permeability to the commonly used PC pavement in each method used. In addition, there was a strong correlation between the permeability measurements of NCAT method and SF-4, and between the ASTM standard and SF-9. The square frames used in this study showed their effectiveness and efficiency in performing permeability measurements. It was also found that the permeability obtained had a pronounced difference in values between the falling head and the constant head methods, with an average ratio ranging from 4.08–6.36.

Area Contingency Plan Scorecard: Determining A Plan's Ability To Achieve “Critical Success Factors”

2001 ◽  
Vol 2001 (1) ◽  
pp. 623-631 ◽  
Author(s):  
David C. Haynes ◽  
Gary L. Ott
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Contingency Planning ◽  
Incident Command System ◽  
Incident Command ◽  
Contingency Plan ◽  
Critical Success ◽  
Response Organization ◽  
Effectiveness And Efficiency ◽  
The U.S

ABSTRACT Can an Area Contingency Plan (ACP) embody a response organization's potential for success? Can the response effectiveness and efficiency of an ACP be measured through expert evaluation? On a scale of low, medium, or high, how well does an ACP predict a response community's ability to achieve certain “Critical Success Factors”? Intuitively, Area Committees know that area contingency planning should better prepare a response community for effective and efficient spill response—accomplishing Critical Success Factors. Yet, at present, ACPs are generally evaluated on their conformance to a prescribed format rather than their ability to achieve Critical Success Factors. Likewise, the future holds that ACPs will be evaluated on their conformance to the U.S. Coast Guard's newly developed Incident Command System (ICS) format. However, a basic analytical method is needed to determine whether an ACP has the necessary planning elements that can be internalized and implemented to enhance and, if utilized appropriately, produce a truly successful response. This paper describes an analytical evaluation technique that uses a recently developed ACP scorecard process. Using the scorecard approach, the authors will score a number of ACPs from across the nation to determine each plan's potential (probability) for a response organization to achieve predefined Critical Success Factors.

An Interview with the Ottawa Hospital’s Chief of Staff Dr. Virginia Roth

2021 ◽  
Vol 10 (2) ◽  
Author(s):  
Melissa Sen Phuong ◽  
Hao Wang
Keyword(s):  
Infectious Disease ◽  
Medical Students ◽  
Infectious Disease Physician ◽  
Chief Of Staff ◽  
Epidemic Intelligence ◽  
Executive Mba ◽  
Control And Prevention ◽  
The University ◽  
Intelligence Service ◽  
The U.S

Dr. Virginia Roth is an infectious disease physician who has been the Ottawa Hospital’s Chief of Staff since 2018 and was the first woman to hold this position at TOH. An alumnus of the University of Ottawa Faculty of Medicine, she has also worked as an Epidemic Intelligence Service Officer at the U.S. Centers for Disease Control and Prevention (CDC) and as Director of Infection Control at TOH. She also holds an Executive MBA from the Telfer School of Management. We sat down with Dr. Roth in late-September to talk more about her career path and professional roles, the ongoing COVID-19 pandemic, and any advice for medical students as they navigate their own education and careers.  

Factors Affecting Bond Pricing and Valuation

2019 ◽  
pp. 437-452
Author(s):  
Mark Wu ◽  
Xiang Gao ◽  
Robert (Bob) Wieczorek
Keyword(s):  
Yield Curve ◽  
Market Competition ◽  
Bond Market ◽  
Bond Pricing ◽  
Accounting Quality ◽  
Factors Affecting ◽  
Bond Valuation ◽  
Quality Product ◽  
Sheer Size ◽  
The U.S

The bond market is extremely important because it provides necessary financing support for both public and nonpublic sectors. The U.S. bond market is much larger than the equity market, and its sheer size makes understanding the factors that could influence bond pricing and bond valuation important. This chapter discusses the most important economic elements that could influence bond prices, including the Treasury yield curve, credit risk, liquidity risk, equity volatility, corporate governance, accounting quality, product market competition, creditor rights, and financial innovation. The content presented in this chapter has profound implications for today’s bond market and can help investors have a better understanding of bond valuation.

Educating Citizen-Soldiers in World War II

2011 ◽  
Author(s):  
Christopher P. Loss
Keyword(s):  
World War Ii ◽  
Psychological Research ◽  
Educational Services ◽  
Transformative Power ◽  
Chief Of Staff ◽  
Military Commanders ◽  
Citizen Soldiers ◽  
The Common ◽  
The New Deal ◽  
The U.S

This chapter moves the story from the New Deal to the U.S. Army. As the state's main wartime hub for psychological research, the Army Research Branch, headed by University of Chicago sociologist Samuel A. Stouffer, presented evidence to military commanders that better-educated soldiers were more efficient, exhibited higher morale, and were less likely to desert or suffer a psychoneurotic breakdown than their educationally deprived peers. Military and educational policymakers were galvanized by this finding and joined forces to create the Army Information and Education Division—the education clearinghouse for the common soldier. With the steady support of General George C. Marshall, the chief of staff of the army, who believed wholeheartedly in the transformative power of education, millions of G.I.s made use of the educational services provided to them.

scholarly journals Strategies to Streamline the U.S. Army’s Acquisition Approval Process

2018 ◽  
Vol 17 (1) ◽  
Author(s):  
Donald E Schlomer ◽  
Douglas G Campbell
Keyword(s):  
Single Case ◽  
The United States ◽  
Theory Of Constraints ◽  
Optimum Number ◽  
Approval Process ◽  
Chief Of Staff ◽  
Approval Time ◽  
Semistructured Interviews ◽  
The U.S

This qualitative single-case study explored strategies that senior U.S. Army Commanders could use to reduce the approval time for an acquisition category (ACAT) III need document in the Joint Capabilities Integrated Development System (JCIDS). Data came from historical documents and semistructured interviews of 30 ACAT III requirement writers and senior U.S. Army commanders with expertise in JCIDS. The conceptual framework was Goldratt’s theory of constraints. Miles, Huberman, and Saldana’s data analysis method was used to identify themes. Six themes emerged that yielded six possible strategies to reduce approval time: (a) define and implement an objective goal, (b) simplify the process and decrease redundancy by reducing or eliminating irrelevant levels of review, (c) determine the optimum number of reviews necessary for the desired outcome, (d) determine if the chief of staff of the Army should be the approving authority for an ACAT III need document, (e) determine the appropriate offices and individuals that should be consulted about the need document during the world wide review process, and (f) enhance training for JCIDS personnel participating in the need approval process. These findings are already contributing to positive organizational and social change because they have already been adopted by the U.S. Army as the basis for a significant effort to streamline the acquisition process, save U.S. taxpayer funding, and enhance the combat efficiency of the U.S. Army, thereby increasing the safety and security of the United States and its citizens.

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