Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations

An emerging problem-finding and problem-solving approach suggests that management's discovering problems to solve, opportunities to seize, and challenges to respond to, are vital to organizations. This paper explores the extent to which the problem-finding and problem-solving approach can provide a foundation for joining the capabilities, dynamic capabilities, and governance perspectives as a way to help scholars and practitioners to coherently design organizations from the perspective of design science. The problem-finding and problem-solving approach offers a unit of analysis and a set of behavioral assumptions that enable us to address open questions within the extant literature and to propose new questions in management research.

The Discourse of Management and the Management of Discourse

Discourse is a pervasive tool of management; one might even say that discourse is what managers do. A widespread assumption among managers is that discourse is not only a pervasive tool, but an effective one for precise communication of information, for making decisions, and for enlisting action, essentially a transmission tool. This paper maintains that the transmission view is a limited conception of language use, one which leads to a faulty conception of what managers do. It ignores the need for an ethics of communication and misjudges the creative aspects of language use. Management discourse is a far more complex and fluid phenomenon, one requiring not just effective use, but management itself. In other words consideration of the discourse of management leads us to the need for the management of discourse.

Time Spent in Sports and Adolescent Problem Behaviors: A Longitudinal Analysis of Directions of Association

This longitudinal study analyzed the direction of the association between sports participation and problem behavior. Participants were a nationally representative sample of 1,692 adolescents (ages 11-19). Results showed that, beyond baseline measures of problem behaviors, time in sports (Wave I) was negatively associated with internalizing behaviors (Wave II). However, there was not a significant relation between time in sports and externalizing behavior. In addition to analyzing the relation between previous time in sports and subsequent problem behaviors, previous problem behaviors were used to predict subsequent time spent in sport. Results showed that previous internalizing behavior (Wave I) was negatively associated with time in sports (Wave II), but only for females. Externalizing behavior was not related to subsequent time spent in sport

Time Spent in Sports and Adolescent Problem Behaviors: A Longitudinal Analysis of Directions of Association

This longitudinal study analyzed the direction of the association between sports participation and problem behavior. Participants were a nationally representative sample of 1,692 adolescents (ages 11-19). Results showed that, beyond baseline measures of problem behaviors, time in sports (Wave I) was negatively associated with internalizing behaviors (Wave II). However, there was not a significant relation between time in sports and externalizing behavior. In addition to analyzing the relation between previous time in sports and subsequent problem behaviors, previous problem behaviors were used to predict subsequent time spent in sport. Results showed that previous internalizing behavior (Wave I) was negatively associated with time in sports (Wave II), but only for females. Externalizing behavior was not related to subsequent time spent in sport

An Act for the Relief of the Indians of the Fort Berthold Reservation in North Dakota

This report, dated June 4, 1946, also known as US Senate Report 1413, refers to US House Resolution 1095, which was referred to the US Senate Committee on Indian Affairs on May 21, 1946, and reported out of that committee on June 4, 1946 by US Senator Joseph C. O\u27Mahoney of Wyoming with no amendments. US House Resolution 1095 was ultimately approved June 28, 1946, becoming United States (US) Public Law 79-467, authorizing the appropriation of $400,000, in full and final settlement of all claims and demands of the Indians of the Fort Berthold Indian Reservation in North Dakota . . . which claims are based upon stipulations of an unratified treaty dated July 27, 1866 . . . to be . . .deposited in the Treasury of the United States to the credit of the Indians of the Fort Berthold Reservation and shall draw interest in accordance with existing laws. . .https://commons.und.edu/indigenous-gov-docs/1227/thumbnail.jp

Spitzer Mission Operation System Planning for IRAC Warm-Instrument Characterization (IWIC)

This paper will describe how the Spitzer Mission Operations System planned and executed the characterization phase between Spitzer’s cryogenic mission and its warm mission. To the largest extend possible, the execution of this phase was done with existing processing and procedures. The modifications that were made were in response to the differences of the characterization phase compared to normal phases before and after. The primary two categories of difference are: unknown date of execution due to uncertainty of knowledge of the date of helium depletion, and the short cycle time for data analysis and re-planning during execution. In addition, all of the planning and design had to be done in parallel with normal operations, and we had to transition smoothly back to normal operations following the transition. This paper will also describe the re-planning we had to do following an anomaly discovered in the first days after helium depletion

Spitzer Warm Mission Transition and Operations

Following the successful dynamic planning and implementation of IRAC Warm Instrument Characterization activities, transition to Spitzer Warm Mission operations has gone smoothly. Operation teams procedures and processes required minimal adaptation and the overall composition of the Mission Operation System retained the same functionality it had during the Cryogenic Mission. While the warm mission scheduling has been simplified because all observations are now being made with a single instrument, several other differences have increased the complexity. The bulk of the observations executed to date have been from ten large Exploration Science programs that, combined, have more complex constraints, more observing requests, and more exo-planet observations with durations of up to 145 hours. Communication with the observatory is also becoming more challenging as the Spitzer DSN antenna allocations have been reduced from two tracking passes per day to a single pass impacting both uplink and downlink activities. While IRAC is now operating with only two channels, the data collection rate is roughly 60% of the four-channel rate leaving a somewhat higher average volume collected between the less frequent passes. Also, the maximum downlink data rate is decreasing as the distance to Spitzer increases requiring longer passes. Nevertheless, with well over 90% of the time spent on science observations, efficiency has equaled or exceeded that achieved during the cryogenic mission

The Tobacco-Related Behavioral Risks of a Nationally Representative Sample of Adolescents

The study\u27s purpose was to determine which factors were the strongest predictors of tobacco smoking behaviors among U.S. adolescents. The population included a nationally representative sample of 6,504 adolescents residing in the U.S. Data were collected in respondents \u27homes using trained interviewers. Weighted population estimates showed that over half (55.6%) of adolescents had ever tried smoking, nearly half of whom (48.2%) reported regular smoking. Those whose closest friends smoked were twice as likely to ever smoke (OR = 2.24, p\u3c.001), twice as likely to be a regular smoker (OK = 2.28, p \u3c.OO1), and more likely (b = 5.15p \u3c.OO1) to have smoked daily than those whose friends do not smoke. Results show the very strong influence of friendships on tobacco initiation and continuance among this national sample of adolescents. Recommendations for primary and secondary prevention are noted

Spitzer Mission Operation System Planning for IRAC Warm-Instrument Characterization (IWIC)

This paper will describe how the Spitzer Mission Operations System planned and executed the characterization phase between Spitzer’s cryogenic mission and its warm mission. To the largest extend possible, the execution of this phase was done with existing processing and procedures. The modifications that were made were in response to the differences of the characterization phase compared to normal phases before and after. The primary two categories of difference are: unknown date of execution due to uncertainty of knowledge of the date of helium depletion, and the short cycle time for data analysis and re-planning during execution. In addition, all of the planning and design had to be done in parallel with normal operations, and we had to transition smoothly back to normal operations following the transition. This paper will also describe the re-planning we had to do following an anomaly discovered in the first days after helium depletion

Lessons learned in extended-extended Spitzer Space Telescope operations

The Spitzer Space Telescope is executing the ninth year of extended operations beyond its 5.5-year prime mission. The project anticipated a maximum extended mission of about four years when the first mission extension was proposed. The robustness of the observatory hardware and the creativity of the project engineers and scientists in overcoming hurdles to operations has enabled a substantially longer mission lifetime. This has led to more challenges with an aging groundsystem due to resource reductions and decisions made early in the extended mission based on a shorter planned lifetime. We provide an overview of the extended mission phases, challenges met in maintaining and enhancing the science productivity, and what we would have done differently if the extended mission was planned from the start to be nearly twice as long as the prime mission