14 research outputs found

    Software test and evaluation study phase I and II : survey and analysis

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    Issued as Final report, Project no. G-36-661 (continues G-36-636; includes A-2568

    Point Focusing Thermal and Electric Applications Project. Volume 2: Workshop proceedings

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    Point focus distributed receiver solar thermal technology for the production of electric power and of industrial process heat is discussed. Thermal power systems are described. Emphasis is on the development of cost effective systems which will accelerate the commercialization and industrialization of plants, using parabolic dish collectors. The characteristics of PFDR systems and the cost targets for major subsystems hardware are identified. Markets for this technology and their size are identified, and expected levelized bus bar energy costs as a function of yearly production level are presented. The present status of the technology development effort is discussed

    Computer networking among faculty members: the effects of computer networking on faculty communication and culture

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    Because computer networking has become an important communication medium for faculty members, this study was conducted to explore the effects of computer networking upon faculty communication and culture. Members of research universities I astronomy departments (N = 180) were surveyed to find out how computer networking affected their communication and shared disciplinary and institutional cultures;Results showed that computer networking was most used for exchange between research partners. In addition, computer networking decreased the use of the telephone and conventional mail but had no effect on other traditional media. Computer networking also increased communication between remote colleagues. The effect of computer networking on faculty culture was minimal. However, in the slight differences which did appear, high level computer networkers defined the discipline and institution with a slightly different set of constructs. Moderate level computer network users held significantly different beliefs about the actual and ideal states of the discipline and institution. High level computer networkers were the least satisfied with the current state of their institutions. The low and high level computer networking groups showed more difference between the beliefs and ideal states they hold for their discipline and institution and their beliefs of other\u27s beliefs and ideal states. The computer groups varied most on the cooperation construct and on their beliefs and ideal states of the institution

    The Missouri Miner, September 20, 1984

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    https://scholarsmine.mst.edu/missouri_miner/3376/thumbnail.jp

    Studies of computer mediated communications systems : a synthesis of the findings

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    This report is an attempt to collect and synthesize current knowledge about computer-mediated communication systems. It focuses on computerized conferencing systems, for which most evaluational studies have been conducted, and also includes those electronic mail and office support systems for which evaluative information is available. It was made possible only through the participation of the many systems designers and evaluators listed below, who took the time to help to build a common conceptual framework and report their findings in terms of that common framework

    Data bases and data base systems related to NASA's Aerospace Program: A bibliography with indexes

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    This bibliography lists 641 reports, articles, and other documents introduced into the NASA scientific and technical information system during the period January 1, 1981 through June 30, 1982. The directory was compiled to assist in the location of numerical and factual data bases and data base handling and management systems

    Information resources management, 1984-1989: A bibliography with indexes

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    This bibliography contains 768 annotated references to reports and journal articles entered into the NASA scientific and technical information database 1984 to 1989

    To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985

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    In the early 1970s, following a decade of social upheaval in the US and a traumatizing military defeat in Vietnam, a group of progressive army officers, armed with recent graduate degrees in the social and behavioral sciences, created a grass roots movement that soon led to the implementation of the largest organizational development program ever conducted. Wartime atrocities and chronic careerism in the Army officer corps, along with President Richard Nixon’s promise to create an All-Volunteer Force (AVF), opened up a window of opportunity for these progressives to promote transformational leadership theories grounded in humanistic psychology. In institutionalizing OD across the Army, these officers attempted to transform the leadership culture throughout the institution. However, various strategies employed to effect cultural change met with strong resistance from an officer corps that rejected the strong humanistic elements that characterized OD in the 1970s. Although institutionalization progressed with strong support from Army Chief of Staff (CSA) General Bernard Rogers, the program proved unsustainable once he vacated his position. By 1980, conservative views of leadership permeated the Army’s school system and its leadership doctrine. Concurrently, OD evolved in its theoretical application and shifted its emphasis from humanistic psychology to open systems. At that point, the Army OE Program was relegated to a far less priority and essentially became a process improvement mechanism. By 1985, a new CSA terminated the program. This is a history of the Army OE Program and the efforts of the progressive officers who implemented it. The electronic version of this Dissertation is at OhioLink ETD Center, www.ohiolink.edu/et

    To Transform a Culture: The Rise and Fall of the U.S. Army Organizational Effectiveness Program, 1970–1985

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    In the early 1970s, following a decade of social upheaval in the US and a traumatizing military defeat in Vietnam, a group of progressive army officers, armed with recent graduate degrees in the social and behavioral sciences, created a grass roots movement that soon led to the implementation of the largest organizational development program ever conducted. Wartime atrocities and chronic careerism in the Army officer corps, along with President Richard Nixon’s promise to create an All-Volunteer Force (AVF), opened up a window of opportunity for these progressives to promote transformational leadership theories grounded in humanistic psychology. In institutionalizing OD across the Army, these officers attempted to transform the leadership culture throughout the institution. However, various strategies employed to effect cultural change met with strong resistance from an officer corps that rejected the strong humanistic elements that characterized OD in the 1970s. Although institutionalization progressed with strong support from Army Chief of Staff (CSA) General Bernard Rogers, the program proved unsustainable once he vacated his position. By 1980, conservative views of leadership permeated the Army’s school system and its leadership doctrine. Concurrently, OD evolved in its theoretical application and shifted its emphasis from humanistic psychology to open systems. At that point, the Army OE Program was relegated to a far less priority and essentially became a process improvement mechanism. By 1985, a new CSA terminated the program. This is a history of the Army OE Program and the efforts of the progressive officers who implemented it. The electronic version of this Dissertation is at OhioLink ETD Center, www.ohiolink.edu/et

    Recent Naval Postgraduate School Publications / FY 1981

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    This publication contains a listing for each faculty member from each department indicating the conference presentations, contributions to books, published papers and technical reports and notes.Approved for public release; distribution is unlimited
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