Letter from Mrs. L. T. W. Conger to John Muir, 1902 Feb 11.

[4]hear of some heartbreaking grief with its terrible desolation has crossed my pathway the old thought has come back, Look it in the eye, and I have thus been enabled to live through much sorrow that if I had yielded to my first feelings would have swept me out into the dark ocean of despair. If you should ever come this way be sure to call and see us. Thanking you for your kind remembrance I am as everYour Sincere Friend(Mrs) L. T. W. Conger.[1]344 North Raymond Avenue.Pasadena Feb. 11, 1902.Mr John Muir:My Dear Friend.You can scarcely imagine through the kindness of Mr [Kendal?], your gift of California Mountains. Every description of tree, flower, and animal, brings back my childhood\u27s home, with endearing memories,02594 [2]for I lived among the mountains and pines of dear old Maine. I often recall a little experiance of those days. When about eight years old I started for school one morning without my brother and sisters, and on reaching a piece of heavy timber a large black bear walked out of the woods and deliberately seated himself a few feet in front of me and looked into my face.[3]For a moment I was almost paralized with fear; but soon recalled an oft repeated remark of my fathers, that if you looked a bear calmly in the eye without mo[illegible]ing he would not harm you. This I did; and to my great relief in a few moments he quietly crossed to the other side of the road and was soon out of sight. This to me has been a life long lesson. Whenever the blac

GEOSAT Follow-On (GFO) Altimeter Document Series, Volume 8: GFO Altimeter Engineering Assessment Report Update:The First 109 Cycles Since Acceptance November 29, 2000 to December 26, 2005

The purpose of this document is to present and document GFO performance analyses and results. This is the fifth Assessment Report since the initial report. This report extends the performance assessment since acceptance to 26 December 2005. The initial GFO Altimeter Engineering Assessment Report, March 2001 (NASA/TM-2001-209984/Ver.1/Vol.1) covered the GFO performance from Launch to Acceptance (10 February 1998 to 29 November 2000). The second of the series covered the performance from Acceptance to the end of Cycle 20 (29 November 2000 to 21 November 2001). The third of the series covered the performance from Acceptance to the end of Cycle 42 (29 November 2000 to 30 November 2002). The fourth of the series covered the performance from Acceptance to the end of Cycle 64 (29 November 2000 to 17 December 2003). The fifth of the series covered performance from Acceptance to the end of Cycle 86 (29 November 2000 to 17 December 2004). Since launch, we have performed a variety of GFO performance studies; an accumulative index of those studies is provided in Appendix A

GFO and JASON Altimeter Engineering Assessment Report. Update: GFO--Acceptance to December 27, 2007, JASON--Acceptance to December 26, 2007. Version 1: June 2008

The purpose of this document is to present and document GEOSAT Follow-On (GFO) performance analyses and results. This is the eighth Assessment Report since the initial report. This report extends the performance assessment since acceptance to 27 December 2007. Since launch, a variety of GFO performance studies have been performed: Appendix A provides an accumulative index of those studies. We began the inclusion of analyses of the JASON altimeter after the end of the Topographic Experiment (TOPEX) mission. Prior to this, JASON and TOPEX were compared during our assessment of theTOPEX altimeter. With the end of the TOPEX mission, we developed methods to report on JASON as it relates to GFO

GFO and JASON Altimeter Engineering Assessment Report. Update: GFO-Acceptance to End of Mission on October 22, 2008, JASON-Acceptance to September 29, 2008

The purpose of this document is to present and document GEOSAT Follow-On (GFO) performance analyses and results. This is the ninth Assessment Report since the initial report and is our final one. This report extends the performance assessment since acceptance on November 29, 2000 to the end of mission (EOM) on October 22, 2008. Since launch, February 10, 1998 to the EOM, we performed a variety of GFO performance studies; Appendix A provides an accumulative index of those studies. We began the inclusion of analyses of the JASON altimeter after the end of the Topographic Experiment (TOPEX) mission. Prior to this, JASON and TOPEX were compared during our assessment of the TOPEX altimeter. With the end of the TOPEX mission, we developed methods to report on JASON as it related to GFO. It should be noted the GFO altimeter, after operating for over 7 years, was power cycled off to on and on to off approximately 14 times a day for over 18 months in space with no failure. The GFO altimeter proved to be a remarkable instrument providing stable ocean surface measurements for nearly eight years. This report completes our GFO altimeter performance assessment

Executive Compensation and the Split Share Structure Reform in China

AcceptedArticle"This is an Accepted Manuscript of an article published by Taylor & Francis in European Journal of Finance on 08 Jul 2013, available online: http://wwww.tandfonline.com/10.1080/1351847X.2013.802250."The split share structure reform in China enables state shareholders of listed firms to trade their restricted shares. This renders the wealth of state shareholders more strongly related to share price movements. We predict that this reform will create remuneration arrangements that strengthen the relationship between Chinese firms’ executive pay and stock market performance. We confirm this prediction by showing that there is such an effect among state-controlled firms, and especially those where the dominant shareholders have a greater incentive to improve share return performance. Our results indicate that this reform strengthens the accountability of executives to external monitoring by the stock market, and therefore benefits minority shareholders in China

The influence of distributed leadership on teachers' organizational commitment: a multilevel approach

In the present study the effects of a cooperative leadership team, distributed leadership, participative decision-making, and context variables on teachers' organizational commitment are investigated. Multilevel analyses on data from 1522 teachers indicated that 9% of the variance in teachers' organizational commitment is attributable to differences between schools. The analyses revealed that especially the presence of a cooperative leadership team and the amount of leadership support played a significantly positive key role in predicting teachers' organizational commitment. Also, participative decision-making and distribution of the supportive leadership function had a significant positive impact on teachers' organizational commitment. In contrast, distribution of the supervisory leadership function and teachers' job experience had a significant negative impact

Child Psychosocial Adjustment and Parenting in Families Affected by Maternal HIV/AIDS

Child adjustment and parenting were examined in 23 9-through 16-year-old youth from families affected by maternal HIV infection and 20 same-age peers whose mothers were not infected. Children whose mothers were seropositive reported significantly more externalizing problems. Infected mothers reported less age-appropriate supervision/monitoring relative to non-infected mothers. Better mother-child relationship quality and less impairment in parental supervision/monitoring of age-appropriate youth behaviors were associated with fewer externalizing difficulties among the HIV-positive group only. Similarly, only among HIV-infected mothers was refraining from engaging in inconsistent disciplinary tactics associated with lower reports of internalizing and externalizing problems. These data highlight the promise of programs targeting parenting skills to prevent or ameliorate child difficulties

Principles and principals: Do customer stewardship and agency control compete or complement when shaping frontline employee behavior?

This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employee's felt ownership of and moral responsibility for customers' overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employee's focus on meeting customers' needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organization's agency control system: Stewardship's positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employee's work environment to ensure optimal frontline performance

Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation

This article is available open access through the publisher’s website at the link below. Copyright @ 2013 Sage Publications.The Problem - In this case study we see a move away from orthodox views of school leadership as “headship” to a more contemporary model of educational leadership wherein we note a departure from functional, curricula-based school leadership toward more human resource development (HRD) approaches. The aim of this study was to consider the effectiveness of an educational development program for middle leaders within an educational establishment. The Solution - We examined the impact of a bespoke higher education leadership development intervention in Leadership (and Change) on the formation and cohesiveness of a newly formed innovative leadership structure. The Stakeholders - The leadership development intervention was designed through a tripartite collaboration including a university, senior school leaders, and staff. The intervention was designed to shift leadership from individual leader agency to interdependent human leadership agency. Through tripartite evaluation we uncover leadership development praxis that transcends the boundaries of conventional educational leadership and reemphasizes the benefits of bridging the academic/practitioner divide and the application of theory to praxis