While academics and commentators have devoted considerable energy to analyzing the relationship between United States military casualties and the reaction of American public opinion, few have taken notice of the opinions and perceptions of military officers. U.S. Army officers, comprising the bulk of the American military leadership, sustained a thorough debate concerning casualties and public opinion between 1970 and 1999. That debate is apparent from a study of articles in the military's professional journals, contributions to scholarly journals, memoirs, and monographs emerging from the various service schools. Examining the material generated by officers during these decades reveals that they perceived a trend - as well as disclosing a trend in their own writing and discussions. Shaken by the experience of the Vietnam War, unsettled by the public's rejection of that war, officers struggled to prepare for future wars. In the thirty years under discussion, U.S. Army officers noticed an emphasis on technology intended to be more lethal to the enemy and to provide more protection for the American soldier. Officers observed a doctrinal trend beginning with conserving scarce manpower, escalating to minimizing casualties, and reaching the establishment of force protection as a mission equal to any in a given operation. American officers perceived that their political and military leadership had first grown wary of spending American lives and gradually came to view casualties as synonymous with defeat. Associated with this phenomenon, officers noted that in many cases - increasing as this era advanced - sustaining casualties below a given threshold marked the operation as a victory. In sum, military officers observed a trend in which America's civilian and military leadership strived to avoid sending men into conflict, attempting to mitigate through technology the risk combat posed to soldiers, and reacting to casualties as if they signified military defeat.

Police authority is an extremely huge institution within the administrative organization. How to establish a complete and sound promotion system to enable police officers to be promoted in a fair and reasonable method and by which to inspire their morale and reinforce police efficiency is exactly the essential mechanism to fulfill permanent service of police personnel and achieve the goal of administrative reformation. However, those who with outstanding performance don¡¦t necessarily get promoted accordingly owing to numerous restrictions imposed on police officers¡¦ promotion system. Consequently, the efficiency is failed to be improved and the situation of bad money driving out good occurs within the agency and result in adverse selection. Therefore, establishing a sound and complete promotion system can not only facilitate organizers to get promotion based on accomplishments and contributions individually by placing them in the right positions according to their professional specialties but also can inspire their morale to bring talents into full play and therefore increase working proficiency out of great loyalty. The establishment theory of police officers¡¦ promotion system takes ¡§theory¡¨ as the ¡§basis¡¨ and ¡§law¡¨ as the ¡§application.¡¨ The decrees and regulations it acts pursuant to and applies to are divided into law, order, and slip law. Police officers¡¦ promotion methods, standards, and operation principles are proclaimed in detail in the existing ¡§Civil Service Employment Act,¡¨ ¡§The Statute For Personnel Affairs Involving Police Staff,¡¨ ¡§Police Officers¡¦ Promotion Measures,¡¨ and ¡§Regulation Governing the Extended Authorization of Personnel Affairs of National Police Agency, Ministry of the Interior.¡¨ Nevertheless, police officers¡¦ promotion frequency is relatively higher compared to general civil service staff. Though it¡¦s the outcome of considering the specialty of duty and business, police officers¡¦ positions are adjusted easily owing to punishment and therefore they have to adapt to new environment all the time. Whether it will result in adverse influence on social security preservation requires further exploration. Police officers¡¦ promotion legal system is hereby taken as the main research subject, supported with further explanation of other associated administrative regulations and basic principles of administrative law, the five major frameworks including ¡§Administrative Principles, Administrative Organization, Limitation of Administrative Power, Administrative Relief, and Administrative Supervision¡¨ serve as the research approaches to examine police officers¡¦ promotion system of the Republic of China.

Prior research reveals that today’s students must develop a respect for diversity to function effectively in a global environment; otherwise they will be unlikely to succeed in the 21st century (Bikson & Law, 1994; University of Michigan Fortune 500 Amicus Brief, 1999; Abraham Lincoln Commission on Study Abroad, 2005). Unfortunately, many see diversity as having a mandatory acceptance policy attached to it. This view places the concept of diversity into a negative category. To help shift that negative slant a strategic effort is required to assist with redefining what diversity means and why acceptance of diversity adds value to an institution of higher education. Universities and colleges are comprised of staff, faculty, and students from differing backgrounds. Therefore it is important to maintain an environment that is conducive of respect, openness, and inclusion for all constituents served. By advancing that vision an institution can remain competitive and viable in today’s economy. As a commitment to promoting awareness of and appreciation for different types of diversity, many post-secondary Boards of Trustees and senior administrators are incorporating campus-wide diversity initiatives into every aspect of the campus framework (Ward, 2009). Specifically, senior-level positions referred to as Chief Diversity Officers are being created to oversee that diversity is incorporated as a core institutional value. The purpose of this study is to look at five similar public universities in Texas to see how the current demographic changes and projections are impacting both strategic plans and policies relating to diversity initiatives. Four research questions will guide this study: (1) What institutional and societal factors contributed to the establishment of the chief diversity office and the position of the chief diversity officer? (2) What is the difference between the role of the Chief Diversity Office and the role of a Multicultural Affairs Student Services Office? (3) How is diversity being made into a core value at an institution of higher education? and (4) How does the chief diversity officer assess that diversity is an institutional value? To gain insight into the research topic a qualitative methodology was used to collect and analyze the data. More specifically, the questionnaire and interview questions used in this study are a replication of David’s (1998) study of The Roles and Functions of Diversity Affairs Centers’ Chief Personnel Officers at Public Universities in Texas. The survey instruments were originally developed in 1992 by Ruth Moyer at Kent State University. The findings will be used to ascertain the extent to which institutions are making diversity a value. / text

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Thesis (doctoral)--Universität Kiel, 1909. / Includes bibliographical references (p. ix-xii).

It is necessary to address the barriers experienced by female middle managers in the coal mining industry in order to ensure their retention and personal growth. Mining in South Africa is still a male dominated industry. Prior to 1996, women were not allowed underground until the promulgation of the Mine Health and Safety Act of 1996. It is almost 12 years since women were allowed underground, but very few women are visible in management positions in the coal production environment. A minimum of 35 middle managers in the coal mining industry participated in both the quantitative and qualitative part of the research. The research reveals that human resources department is more masculine characteristic than production, financial and technical departments. The latter three are androgynous. Both male and female managers perceive a “successful manager” as androgynous, a transition from “think manager, think male”. This also contradicts a similar study carried out in European Banks, finding female managers to be masculine. There was no significant difference found in this research between male and female managers regarding their perceptions of what constitutes a “successful manager”. Findings from the research will assist organisations in the coal mining industry to understand barriers affecting the advancement of women in management. The research will also provide recommendations to organisations on how to change their cultures and work environments in order to develop suitable environments for women managers to flourish and achieve their potential. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The motivation for this study is to understand the factors affecting police officers’ willingness to exert extra effort for providing better service through knowledge sharing in different working environments such as riots. Since managers’ leadership styles may be important factors affecting subordinates’ willingness to exert extra effort, this study investigates which of the leadership styles -- transformational, transactional or laissezfaire leadership -- will have a positive effect on officers’ willingness to exert extra effort. In addition, the current study also examines the effect of the mentioned leadership styles on knowledge sharing, which, in turn, affects the officers’ willingness to exert extra effort in the riot unit of the Turkish National Police (TNP) in Ankara, Turkey. The sworn line police officers working in the riot unit in Ankara, Turkey, were the participants in this study. Three questionnaires --a Multifactor Leadership (MLQ), knowledge sharing, and demographic questionnaire -- were arranged as a booklet to be distributed to the respondents. The results of the study indicate that police supervisors' perceived transformational leadership behavior has a positive effect on officers' willingness to exert extra effort. In addition, the findings also reveal that although both officers' years of service in TNP and police supervisors' perceived transactional leadership behavior has no direct effect on officers' willingness to exert extra effort, they have an indirect positive effect through officers' knowledge sharing. On the other hand, police supervisors' perceive that laissez-fair leadership behavior has no effect on riot officers' willingness to exert extra effort. The findings also indicate that officers’ knowledge sharing is positively related to both their supervisors’ perceived transformational and transactional leadership behaviors. However, police supervisors’ perceived laissez-fair leadership behavior has no effect on officers’ knowledge sharing activities. This research study will provide police administrations with the data necessary to adopt the most appropriate leadership styles for increasing police officers' knowledge sharing and extra effort. The findings will also serve as guidance for police managers commanding line police officers working in different environments, such as social movements, demonstrations, and riots. In that they will be aware of how important it is to create a knowledge sharing environment in riot units to provide better security in all legal and illegal demonstrations and riots. Finally, the findings will be a valuable resource not only for Turkish National Police, but also for future research studies and various police organizations in other countries.

The dawn of Technology Age was marked by the mainframe. The tipping for lock stock societal change has been The Internet.This Technological progress has changed everything in business since. Information Technology has fed the winds of the Schumpeterian Gale, increasing the rate of creative destruction and upending business models are rate never seen before.Now more than ever the importance of managing an organisations technological capability is critical for business survival. Organisations require their Chief Technology Officers to go further, creating competitive advantage through astute technological management.The purpose of this study was to ascertain the strategic responsibilities of a Chief Technology Officer and what skills are required to meet these responsibilities.The findings of this research are underscored by the works of respected scholars and explored through the development of a Skills and Responsibilities Matrix developed through the research. This research highlights the importance of the CTO role as an executive of the business and the importance of having the correct individual. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Police officer and community relations tensions have heightened with increases in publicized deadly use-of-force incidents on social media platforms. Though some deadly force encounters have been justified because officers stated they feared for their lives, little is known about the impact fear has on police officers' actions. The purpose of this phenomenological study was to explore the impact fear plays when officers implement use-of-force continuum practices during encounters with civilians. Schacter and Singers' two-factor theory of emotion was used as the conceptual framework for this study. The key research question examined the influence of police officer fear as a factor in decision making during use-of-force incidents. Data were collected through in-depth interviews with 9 active police officers. Colaizzi's descriptive phenomenological method was used for data analysis. The four emergent themes were: (a) wall of blue, characterized by police culture, (b) being brave not invincible, characterized by civilians expecting police officers to not be human, (c) policing has evolved for the worse, characterized by policing practices to be good in theory but not realistic in practice, and (d) wearing body-worn cameras are a great tool. The key findings of this study were fear of the unknown and fight-or-flight actions are common amongst police officers when they are engaged in use-of-force incidents, and body-worn cameras are a contributing factor in how officers respond. The positive social change implications stemming from this study include recommendations for police leaders where they achieve their mission of partnership with the community and impartially enforce the law by enhancing community relations.