NASA-FAA helicopter Microwave Landing System curved path flight test

An ongoing series of joint NASA/FAA helicopter Microwave Landing System (MLS) flight tests was conducted at Ames Research Center. This paper deals with tests done from the spring through the fall of 1983. This flight test investigated and developed solutions to the problem of manually flying curved-path and steep glide slope approaches into the terminal area using the MLS and flight director guidance. An MLS-equipped Bell UH-1H helicopter flown by NASA test pilots was used to develop approaches and procedures for flying these approaches. The approaches took the form of Straight-in, U-turn, and S-turn flightpaths with glide slopes of 6 deg, 9 deg, and 12 deg. These procedures were evaluated by 18 pilots from various elements of the helicopter community, flying a total of 221 hooded instrument approaches. Flying these curved path and steep glide slopes was found to be operationally acceptable with flight director guidance using the MLS

Evidence-based organizational change and development: organizational understanding, analysis, and evaluation

The chapter first provides an overview of “best practice” and conventional “received wisdom” relating to OCD and emphasizes the importance of adopting more evidence-based approaches to develop in-depth understanding of the organization prior to planning and instigating an OCD initiative. The authors then discuss a range of historical and contemporary theoretical perspectives for analyzing and making sense of the interacting relationships between an organization’s structure, function, and culture, and of the complexities, contradictions, and paradoxes of organizational life. Additionally, they identify various approaches, tools, techniques, and desirable attributes, competencies, and political skills for developing and evaluating the effectiveness of EBOCD strategies and change agency practice.Chapter

Perceived managerial and leadership effectiveness in Mexico and the USA: a comparative study of effective and ineffective managerial behaviour

Purpose The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings Notwithstanding the significant cultural variances between Mexico and the US underlined by various cross-cultural studies, our findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations While the results of our study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, we suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications The findings of our study may be relevant for HRD professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries, and emphasizing those practices that may be particular to Mexico and the US respectively, could lead to an improvement in the performance of Mexican executives managing in the US and US executives managing in Mexico

Chromatin decondensation in S-phase involves recruitment of Cdk2 by Cdc45 and histone H1 phosphorylation

Cdc45 is required for initiation of DNA replication and fork progression, but its function in these processes remains unknown. We show that targeting Cdc45 to specific chromosomal sites in mammalian cells results in large-scale chromatin decondensation that strongly correlates with histone H1 phosphorylation. Cdk2 is recruited to sites of Cdc45 decondensation, and Cdk2 inhibitors reduce the level of decondensation. Targeting wild-type Cdk2, but not kinase-defective Cdk2, to chromatin is also effective at inducing decondensation involving phospho-H1. Cdc45, Cdk2, Cyclin A, and phospho-H1 associate with chromatin during S-phase, and Cdc45, Cdk2, and an active H1 kinase physically interact. Replicating DNA and phospho-H1 foci colocalize in vivo, and S-phase progression and H1 phosphorylation are directly related and Cdk2 dependent. Because Cdk2 colocalizes with replication foci and H1 regulates higher-order chromatin, we suggest a model in which Cdc45 recruits Cdk2 to replication foci, resulting in H1 phosphorylation, chromatin decondensation, and facilitation of fork progression

Contemporary perceptions of effective and ineffective managerial behaviour: a 21st century case for the U.S.A.

This qualitative study explores how contemporary US managers and non-managerial employees in the metropolitan region of Atlanta, Georgia behaviorally differentiate effective managers from ineffective ones. We collected from 81 research participants 381 critical incidents (CIs) of observed effective and ineffective managerial behavior. These CIs were subjected to open, axial and selective coding which resulted in the emergence of 10 effective and 13 ineffective behavioral indicators of perceived managerial and leadership effectiveness. The findings could be valuable to managers seeking to make better decisions about how best to behaviorally manage and lead US employees in the 21st century