Incremental Computation for Transformational Software Development

Given a program f and an input change \Phi, we wish to obtain an incremental program that computes f(x \Phi y) efficiently by making use of the value of f(x), the intermediate results computed in computing f(x), and auxiliary information about x that can be inexpensively maintained. Obtaining such incremental programs is an essential part of the transformational-programming approach to software development and enhancement. This paper presents a systematic approach that discovers a general class of useful auxiliary information, combines it with useful intermediate results, and obtains an efficient incremental program that uses and maintains these intermediate results and auxiliary information. We give a number of examples from list processing, VLSI circuit design, image processing, etc. 1 Introduction Software engineering is the systematic approach to the development, operation, maintenance, and retirement of software [1]. The transformational-programming approach to software engine..

Union Leadership Development as Driver of Equity and Inclusion

Analysis generated for the research project on Young Workers and the Labor Movement highlighted the need for innovative leadership development if young workers are to be integrated into an increasingly diverse workers’ movement, and unleashed to provide leadership in established institutions that face a radically changing economy and workforce. We examine one successful leadership development program: the New York State AFL-CIO/Cornell Union Leadership Institute. We look at the theoretical underpinnings, development, and outcomes of this multi-union, multi-sector program over the past 17 years, note its impact on the New York regional labor movement, and analyze the key factors accounting for the program’s successful development of innovative-minded young labor leaders. Those factors venturing beyond the traditional “skill-building “ approach of most labor leadership training toward a more transformational model of leadership development; an emphasis on experiential learning, using a variety of learning modes; providing a safe space and what Kurt Lewin describes as “a community of practice” where difficult challenges can be tackled collectively; and using leadership development as a tool to build inclusion and solidarity across many dimensions of difference, including age, race, gender, ethnicity, sector, able-ness, education level, industry, and more

A reification calculus for model-oriented software specification

This paper presents a transformational approach to the derivation of implementations from model-oriented specifications of abstract data types. The purpose of this research is to reduce the number of formal proofs required in model refinement, which hinder software development. It is shown to be appli- cable to the transformation of models written in Meta-iv (the specification lan- guage of Vdm) towards their refinement into, for example, Pascal or relational DBMSs. The approach includes the automatic synthesis of retrieve functions between models, and data-type invariants. The underlying algebraic semantics is the so-called final semantics “`a la Wand”: a specification “is” a model (heterogeneous algebra) which is the final ob ject (up to isomorphism) in the category of all its implementations. The transformational calculus approached in this paper follows from exploring the properties of finite, recursively defined sets. This work extends the well-known strategy of program transformation to model transformation, adding to previous work on a transformational style for operation- decomposition in META-IV. The model-calculus is also useful for improving model-oriented specifications.(undefined

SEED Program: The development of a program that has enabled the learning and growth of staff in the response to a community crisis.

This paper aims to share a program that took a whole-hospital approach in considering the wellbeing of staff at a time of recovery following the 2019–2020 bushfires. The SEED Program enlisted a person-centred participatory methodology that was embedded within a transformational learning approach. This methodology included collaboration, authentic participation, critical reflection, critical dialogue and listening where the staff voice was the driving factor in the development of strategies for recovery. The SEED Program resulted in the development of five initiatives that included four strategies and a celebration event where staff celebrated their New Year’s Eve in February 2020. The four strategies included the establishment of a quiet room, coffee buddies, Wellness Warriors and 24/7 Wellness. The outcomes from the SEED Program resulted in the development of a more person-centred culture and transformation of staff perspectives in how they understood their role in their learning and learning of others in recovery and support at a time of crisis. The key learnings were the effect of authentic collaboration, the benefit from enabling authentic leadership at all levels within a hospital, and the power of a staff connection to the ‘CORE’ values of the hospital and Local Health District. In conclusion, the staff involved hold the hope that others may benefit from their experience of transformational learning in creating more person-centred workplace cultures while supporting each other to move forward during a crisis. The limitation of the SEED Program was that it was a bespoke practice innovation designed in the moment, responding to an identified need for the staff following a crisis in the local community rather than a formal research approach to meeting the needs of this group of staff

Athletics donors\u27 preferences for an athletics director\u27s leadership characteristics and behaviors

NCAA Division-IA intercollegiate athletics has become a big business with equally big expenses. Today’s intercollegiate athletics departments are feeling the state budget cuts, the strain to maximize donor support in order to balance the budget, and the challenge of chasing the ongoing goal of providing the best student athlete experience possible to young men and women across the country. It is absolutely critical today for intercollegiate athletics departments to run successful fundraising campaigns. Leadership has been shown to be one of the most significant factors in the successful development efforts of an intercollegiate athletics department. Research has shown that when athletics departments use the traditional top-down approach to leadership that is not inclusive of all involved, the department’s finances suffer. Therefore, finding alternative leadership styles to enhance development efforts is more critical than ever. In theory, the transformational leadership style offers many of the qualities needed for athletics directors to run successful financial campaigns; however, there is minimal research on the leadership characteristics needed to sustain successful development and fundraising initiatives. Therefore, the primary research questions asked in this study pertain to how various leadership styles, and the transformational leadership style in particular, affect a donor’s willingness to contribute to a university’s athletics department. To address these questions, a correlational research design using survey questions was designed to ask donors to respond to questions pertaining to an Athletic Director’s (AD) behavior, philosophy, and actions. The donors were asked to rate on a scale of 1-5 whether they preferred a stated characteristic or behavior. In addition to this set of questions pertaining to leadership styles, donors were asked seven demographic questions and an additional question to determine the relationship between a donor\u27s inclination to support the program and his or her preference for transformational leadership characteristics in the AD\u27s leadership style. The responses to the survey questions and their relationship to the demographic data were analyzed. A strong preference was found by the seven different donor constituencies for an AD utilizing a transformational leadership style. In addition, the analysis revealed an overwhelming response that donors who shared similar values with an athletic director who used a transformational leadership style were more inclined to continue contributing to the athletics program

Transformation of logic programs: Foundations and techniques

AbstractWe present an overview of some techniques which have been proposed for the transformation of logic programs. We consider the so-called “rules + strategies” approach, and we address the following two issues: the correctness of some basic transformation rules w.r.t. a given semantics and the use of strategies for guiding the application of the rules and improving efficiency. We will also show through some examples the use and the power of the transformational approach, and we will briefly illustrate its relationship to other methodologies for program development

PERAN KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PENGEMBANGAN INNOVASI DAN BUDAYA KERJA DALAM ORGANISASI PENDIDIKAN

Developing a quality culture in educational institutions can be achieved by developing educational innovation, extracurricular, cultural innovations, student personality traits, as well as academic and non-academic achievement development programs (School Engagement). The implementation of school quality development culture program encountered several obstacles including the lack of understanding of how to implement the 2013 curriculum. The application of the principles of transformational leadership and continuous mentoring to teachers in class assignments and responsibilities is a possible solution. The approach taken by the principal through the management approach is as follows: First, the planning phase which sets quality goals and communicates these goals to the school community. Second, the organizational stage by establishing an organizational structure, determining the main tasks and assigning or delegating tasks of authority. Third, the leadership phase consists of teacher training, assisting teachers and staff, observing teachers during learning, motivating, discussing results, focusing on quality goals, and following up. Fourth, the stage of monitoring and evaluating ongoing school programs. In addition, the results of this paper will describe the impact of transformational leadership on the development of innovation and work culture in leadership education. The writing of this article comes from scientific sources such as books and articles that have been checked for authenticity. 

Bridging the Gap: Increasing Low Student Reading Achievement in a High Poverty School

Abstract This Organizational Improvement Plan (OIP) aims to improve the low student reading achievement at an inner-city elementary community school in Saskatchewan, as set out by the provincial Education Sector Strategic Plan (ESSP). It is framed around a Problem of Practice (PoP), that is based on concerns relating to the difficulties associated with increasing student reading achievement in a high poverty school. With a central vision to develop a desired state of improving student reading achievement, this OIP is viewed through the lens of critical pedagogy. The use of transformational leadership in partnership with a liberal ideology and a critical approach has been developed for this OIP and is supported through Cawsey et al.’s (2016) Change Path Model as a change management approach. Possible solutions are discussed that include increased assessment intervals, increased teacher self-efficacy, and the implementation of a new professional development program. Employing a triangulated approach to implementation will serve both students and staff more effectively. With a long overdue need of addressing this reading shortfall, schools must begin to achieve the ambitious goal set out by the province. Key words: Transformational Leadership, Critical Pedagogy, reading, teacher leadership, teacher learning, self-efficacy, Change Path Model, Plan-Do-Study-Act Cycle, Liberal ideolog

Building STEM Teacher Capacity at a South American International School

Although originating in the United States, STEM education has gained acceptance worldwide as an inquiry-based, interdisciplinary approach engaging students in active learning. Despite the ubiquity of STEM—science, technology, engineering, and mathematics, schools face challenges in providing professional development for teachers. This dissertation addresses a lack of adequate professional development to support STEM implementation at an international school in South America. Based on a constructivist assumption that teachers’ beliefs, cultures, and experiences mediate their learning, a mentoring program was selected as the most viable solution strategy. Mentoring provides a pathway for mentees to enact new strategies with their mentor’s support promoting reflection and professional growth. The change requires a transformational leadership approach, complemented by distributed leadership practices, to foster relational trust, inspire a change vision, and focus on the collective learning of program coordinators, mentors, and mentees needed to propel the change forward. A change path framework will be employed that awakens, mobilizes, and accelerates change forces toward the eventual institutionalization of the mentor program. This framework, combined with a robust monitoring, evaluation, and communication plan, will incorporate teacher voices and foster commitment at each phase of change. Structuring an effective professional development model that includes teachers’ prior knowledge, beliefs, language, and culture will promote a shift away from postcolonial patterns in the school context and build teacher capacity and confidence to teach STEM

Transformational leadership and its Applications in the public service organizations of Ethiopia

In Ethiopia since 1994, to address the leadership problems that had existed in the country for many years, significant policy changes have been introduced. Under the umbrella of the CSRP, different reform initiatives like BPR, BSC, and currently building development /reform army in the public service organizations have been designed to be implemented .Public service leaders at different level advocate transformational agenda to achieve growth and transformational plan (GTP) goal by implementing these reform tools. However, the reform programs/ initiatives designed to improve the performance of public service organizations were not executed at the speed that both government and customers’ desired. Therefore, the objective of this article was to investigate challenges facing public service leaders to become transformational leaders and assesses the components of transformational leadership style that leaders of public service organizations are missing in Ethiopian case. The study was employed focusing on evaluating the efficiency and effectiveness of the reform programs. The descriptive survey by using mixed method (more of quantitative and some qualitative for triangulation) research approach was applied. The categories of respondents were leaders, employees and organizational customers. Oromia region, Benshangul-Gumuz, and Addis Ababa regions were selected. Analysis of documents, interviews and responses to both open and close-ended questions were made using SPSS software.  The key findings revealed that the changes in Ethiopia enabled public service organizations to create demanding society for improved services. However, leaders are not at its required level to transform their organizations and to meet these demands. Lack of setting clear vision and properly communicating are among the major problems. There is high degree of variation among managers of different levels in the areas of organizational performance. Finally, the recommended solutions, is to develop transformational leaders that can initiate system based thinking in order to realize the vision of the country. Key Words: transformational leadership, organizational performance, public service organization, civil service reform program