Published also as thesis, Columbia University, 1924. / Bibliographical notes: p. 237-243.

Thesis (M.A.)--The University of North Carolina at Greensboro, 2008. / Title from PDF t.p. (viewed Jun. 2, 2009). Advisor: Lisa Tolbert; submitted to the Dept. of History. Includes bibliographical references (p. 84-92).

No description available.

The objective of the study is to compare the bird communities between natural forests and Taiwania (Taiwania cryptomerioides) plantations. I surveyed the bird communities in the experimental forests of Liu-Kuei Station, Taiwan Forestry Research Institute in Kaohsiung County, Taiwan during the breeding season from late March to early July in 2001 and 2002. A total of 34 bird species were recorded during the 2-year study period. Of these, thirty-one species were recorded in natural forests and 25 species in Taiwania plantations. Four indices, including diversity, evenness, species richness and total densities, could not clearly explain the differences between two forest types. Of the 11 assemblage guilds, carnivores and canopy woodpeckers only occurred in natural forests. The limited availability of nest holes limits the densities of species required holes to nest. Due to complex forest structures and stable and plentiful food resource, canopy foliage omnivores have stable densities in natural forests. But the very dense understory vegetation limits the number of suitable nesting or foraging sites require by ground insectivores. Because of less vegetation food resource, canopy foliage insectivores are the main component of the bird communities in Taiwania plantations. In addition, the foliage structure of the conifers is adequate for canopy hover insectivores to forage. The result of detrended correspondence analysis revealed that the differences of the bird communities between natural forests and Taiwania plantations mainly due to the complexity of the forest structures, nevertheless, the altitude and spatial variation would produce some impacts.

When discovered by sport divers in 1970, the Mepkin Abbey shipwreck was immediately reported to the South Carolina Institute of Archaeology and Anthropology (SCIAA). The wreck was first investigated in 1980, and a preliminary report was published in 1981. The shipwreck is now part of 'The Cooper River Underwater Heritage Trail,' established in 1998. SCIAA archaeologists theorized that the wreck was the sloop Baker, owned in the late 1700s by American patriot and Mepkin Plantation owner Henry Laurens. This thesis includes a description of the field research, drawings of the vessel, a scantling list, and a discussion of the artifacts recovered from the site which provided clues dating the vessel to the second quarter of the 19th century. The historical background of Mepkin Plantation is described, with a focus on how the craft may have been utilized. Finally, the thesis compares the wreck with other documented vessels from the same region and period, specifically: the Brown's Ferry vessel, Clydesdale Plantation sloop, and Malcolm boat.

This study examines the relationship between the self-rated cultural orientation and the self-perceived leadership style of managers of three major oil palm plantation companies in Malaysia. The cultural orientation of managers and managers' leadership style was also examined. / Three survey questionnaires, (1) Demographic Questionnaire, (2) Value Survey Module 94 (VSM 94), and (3) Bolman & Deal Leadership Orientation (BDLO) (Self) were sent to the entire population of 160 managers of the three major oil palm plantation companies. A response rate of 79 percent or 125 responses were received. Using these responses, managers' cultural orientation and managers' leadership style was established. Managers' cultural orientation was computed against each of the leadership styles to establish relationship. / The results of this study show a significant relationship between cultural orientation and leadership style. The high Uncertainty Avoidance Orientation and Collectivism Orientation was significantly associated with the Structural Leadership Style. There was a significant relationship between Collectivism Orientation and the Human Resource Leadership Style. Low Power Distance was significantly related to the Political Leadership Style; The Femininity Orientation, Individualism Orientation, and high Power Distance was significantly associated with the Symbolic Leadership Style. There was a probability of association between Femininity Orientation, low Power Distance and Structural Leadership Style; high Uncertainty Avoidance was related to the Human Resource Leadership Style. There was a probability of association between high Uncertainty Avoidance Orientation, Individualism Orientation and the Political Leadership Style; low Uncertainty Avoidance Orientation was associated with Symbolic Leadership Style. / The results of this study also indicate managers were medium Power Distance, high Uncertainty Avoidance, Collectivist, medium on the Masculinity-Femininity (thus, are more feminine than masculine), and Short-Term Oriented. Managers use all the leadership styles proposed by Bolman & Deal (1984, 1997). However they prefer the Structural Leadership Style and Human Resource Leadership Style to the Symbolic Leadership Style and Political Leadership Style. / Ethnicity, age, and level of education were found to be important variables affecting the cultural orientation of managers. On the relationship between the respondents' profile and leadership style, the results show that ethnicity, age, and number of years in current position as manager are variables which influence the leadership style of managers. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

This study examines the relationship between the self-rated cultural orientation and the self-perceived leadership style of managers of three major oil palm plantation companies in Malaysia. The cultural orientation of managers and managers' leadership style was also examined. / Three survey questionnaires, (1) Demographic Questionnaire, (2) Value Survey Module 94 (VSM 94), and (3) Bolman & Deal Leadership Orientation (BDLO) (Self) were sent to the entire population of 160 managers of the three major oil palm plantation companies. A response rate of 79 percent or 125 responses were received. Using these responses, managers' cultural orientation and managers' leadership style was established. Managers' cultural orientation was computed against each of the leadership styles to establish relationship. / The results of this study show a significant relationship between cultural orientation and leadership style. The high Uncertainty Avoidance Orientation and Collectivism Orientation was significantly associated with the Structural Leadership Style. There was a significant relationship between Collectivism Orientation and the Human Resource Leadership Style. Low Power Distance was significantly related to the Political Leadership Style; The Femininity Orientation, Individualism Orientation, and high Power Distance was significantly associated with the Symbolic Leadership Style. There was a probability of association between Femininity Orientation, low Power Distance and Structural Leadership Style; high Uncertainty Avoidance was related to the Human Resource Leadership Style. There was a probability of association between high Uncertainty Avoidance Orientation, Individualism Orientation and the Political Leadership Style; low Uncertainty Avoidance Orientation was associated with Symbolic Leadership Style. / The results of this study also indicate managers were medium Power Distance, high Uncertainty Avoidance, Collectivist, medium on the Masculinity-Femininity (thus, are more feminine than masculine), and Short-Term Oriented. Managers use all the leadership styles proposed by Bolman & Deal (1984, 1997). However they prefer the Structural Leadership Style and Human Resource Leadership Style to the Symbolic Leadership Style and Political Leadership Style. / Ethnicity, age, and level of education were found to be important variables affecting the cultural orientation of managers. On the relationship between the respondents' profile and leadership style, the results show that ethnicity, age, and number of years in current position as manager are variables which influence the leadership style of managers. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (M.S.)--Oregon State University, 1966. / Typescript. Includes bibliographical references (leaves 104-110). Also available via the World Wide Web.

Thesis (Ph.D.)--George Peabody College for Teachers, 1927. / Part of the Samuel J. May anti-slavery collection donated to Cornell University Library. The transmontane is used in this dissertation in reference to West Virginia, Kentucky and Tennessee. Bibliography: p. 138-143.

The present research aims to establish the depth of abiotic and invertebrate edge-effects occurring in plantations of two conifer species, and the resulting effects of management practices on 'edge' and 'core' invertebrate communities. Near complete invertebrate samples were collected using chemical knockdown allowing analysis of invertebrates at the order, family, genus, species and guild level. Similar invertebrate densities per m[2] ground area occurred in both tree species, although communities differed between them, Pinus sylvestris supporting a more diverse community than Picea sitchensis. Species richness, diversity and densities varied with distance from plantation edge with the Acarina, Araneae, Coleoptera, Collembola, Diptera and Hemiptera showing particularly strong responses to edge proximity. Abiotic edge-effects, although variable between transects, occurred to an average depth of 30 metres with an approximate 1 C drop in temperature and a 5% increase in relative humidity towards the core. Invertebrate edge-effect depths varied with species, ranging from 5 to 80 metres. In P. sitchensis invertebrate richness and densities, particularly for Coleoptera, Araneae and Hemiptera were higher in the edge habitat, whilst increased richness and diversity occurred in the core of P. sylvestris. Edge habitat is key to optimising richness in P. sitchensis, however application of core-area models shows that current plantation management fails to maximise edge habitat. Reduction of patch size and/or increasing edge features will increase species richness. In contrast core habitat is vital to species richness in P. sylvestris. Current small patch size limits invertebrate richness, increased patch size and implementation of edge buffer zones would protect core habitat thus enhancing invertebrate species richness.