Identifying and Encouraging Leadership Potential: Assessment Technology and the Library Profession

published or submitted for publicatio

Quantum Traces in Quantum Teichm\"uller Theory

We prove that for the torus with one hole and p greater than or equal to 1 punctures and the sphere with four holes there is a family of quantum trace functions in the quantum Teichm\"uller space, analog to the non-quantum trace functions in Teichm\"uller space, satisfying the properties proposed by Chekhov and Fock in their paper "Observables in 3D Gravity and Geodesic Algebras.

On Organizations and Oligarchies: Michels in the Twenty-First Century

[Excerpt] A central problem for those interested in studying and explaining the actions of organizations is how to conceptualize these social phenomena. In particular, because organizations are constituted by individuals, each of whom may seek to achieve his or her interests through the organization, questions of how decisions are made in organizations and whose preferences drive those decisions are critical to explaining organizational actions. Although early organizational scholars spent much time wrestling with these questions (e.g. Barnard 1938; Simon 1947; Parsons 1956; March and Simon 1958), more recent work in organizational studies has tended to elide them, adopting an implicit view of organizations as unitary actors, much like individuals, and in particular, like individuals who operate with a coherent utility function that they seek to maximize (e.g. Porter 1985; Baum et al. 2005; Casciaro and Piskorski 2005; Mezias and Boyle 2005; Jensen 2006). Thus, organizational behavior is seen as reflecting efforts to achieve a specific goal, which is, presumably, that of enhancing the organizations interests. While this may be the dominant conceptualization underlying much contemporary research, other work sharply questions the validity and usefulness of this approach to organizational analysis (March and Simon 1958; Cohen, March, and Olsen 1972; Jackall 1988). Studies in this tradition suggest that it is more appropriate in most instances to conceive of organizations as battlefields, constituted by shifting factions with differing interests that vie for control of the organization; hence, organizational actions should be viewed as reflecting the preferences of a victorious coalition at a given point in time. We suspect that, although most people’s experience in organizations may make them sympathetic to the coalitional view and skeptical of the unitary actor view, the continuing predilection for the latter stems at least in part from problems of deriving systematic predictions of organizational behavior from a more chaotic, coalitional kaleidoscope perspective. A different model of organizations is represented in the work of Robert Michels (1876-1936), who, nearly a century ago, offered his now-famous, pithy summary of the fundamental nature of organizations ([1911] 1962: 365): ‘Who says organization, says oligarchy.’ Drawing on his own experiences with early twentieth-century German political party organizations, Michels presented the drift to oligarchy as an ‘iron law’, inevitably resulting in the division of even the most expressly democratic organizations into two parts: a small stable set of elites and all the other members. His analysis offered a catalog of the processes and forces that produced such a division, and he postulated that the directives of the elite, while nominally reflecting the set of interests shared by all members, in actuality are driven by their own personal interests in the organization. His provocative (and very pessimistic) arguments have served as the basis for many studies over the years, particularly of organizations specifically formed to represent the interests of groups seeking to promote change in political arenas. Much of this work has been focused on assessing the purported inevitability of the emergence of oligarchies and defining the conditions of the iron law—i.e. those that affect the realization (or suppression) of oligarchic tendencies. In this chapter, we argue that Michels’s core arguments about the nature of oligarchies in organizations, and research generated in response to his work, are not only relevant to understanding the dynamics of political organizations but can be extended as a useful framework for thinking about important aspects of contemporary economic corporations as well. In making this argument, we highlight the parallels between Berle and Means’s analysis (1932) of modern, publicly held corporations and that of Michels. Both analyses address the general organizational problem of ensuring representation of members’ interests. In political organizations, it is the rank-and-file members’ interests that leaders are charged with representing; in publicly held organizations, leaders are primarily responsible for representing the interests of stockholders, as the nominal owners’ of the firm. In this context, we consider evidence and research on problematic corporate behavior to show how Michels’s work provides a useful framework for understanding these problems and for formulating ways of addressing them

Centerscope

Centerscope, formerly Scope, was published by the Boston University Medical Center "to communicate the concern of the Medical Center for the development and maintenance of improved health care in contemporary society.

Efficient syntheses of climate relevant isoprene nitrates and (1R,5S)-(−)-myrtenol nitrate

Here we report the chemoselective synthesis of several important, climate relevant isoprene nitrates using silver nitrate to mediate a ’halide for nitrate’ substitution. Employing readily available starting materials, reagents and Horner–Wadsworth–Emmons chemistry the synthesis of easily separable, synthetically versatile ‘key building blocks’ (E)- and (Z)-3-methyl-4-chlorobut-2-en-1-ol as well as (E)- and (Z)-1-((2-methyl-4-bromobut-2-enyloxy)methyl)-4-methoxybenzene has been achieved using cheap, ’off the shelf’ materials. Exploiting their reactivity we have studied their ability to undergo an ‘allylic halide for allylic nitrate’ substitution reaction which we demonstrate generates (E)- and (Z)-3-methyl-4-hydroxybut-2-enyl nitrate, and (E)- and (Z)-2-methyl-4-hydroxybut-2-enyl nitrates (‘isoprene nitrates’) in 66–80% overall yields. Using NOESY experiments the elucidation of the carbon–carbon double bond configuration within the purified isoprene nitrates has been established. Further exemplifying our ‘halide for nitrate’ substitution chemistry we outline the straightforward transformation of (1R,2S)-(−)-myrtenol bromide into the previously unknown monoterpene nitrate (1R,2S)-(−)-myrtenol nitrate

Lululemon Athletica Inc. Backhaul Strategic Audit

Lululemon Athletica Inc. (Lululemon) is an athletic apparel company headquartered in Canada. Lululemon targets consumers who strive to live a healthy, active lifestyle. Its business model is based on the “Power of Three x 2” focusing on three strategic pillars, product innovation, guest experience, and international expansion. This analysis seeks to understand Lululemon’s face paced growth and unique business strategy through the use of a PESTEL analysis of macro environment, Porter’s Five Forces analysis of the competitive environment of the industry, analyzing the company’s strategy, major strategic objectives, competitive advantages, resources that may lead to a sustainable competitive advantage, and major issues the company may face within the coming years