Thesis (M.S. in Operations Research)--Naval Postgraduate School, September 1990. / Thesis Advisor(s): Rosenthal, Richard E. Second Reader: Bloch, Paul S. "September 1990." Description based on title screen as viewed on March 19, 2010. DTIC Identifier(s): Unmanned Aaerial Vehicles. Author(s) subject terms: Heuristic Programming, Traveling Salesman Problem, Routing with time windows, Unmanned Aerial Vehicle. Includes bibliographical references (p. 56-57). Also available in print.

"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, June 2010." / Advisor(s): Yoho, Keenan D. ; Greene, James B. "June 2010." "MBA Professional report"--Cover. Description based on title screen as viewed on July 14, 2010. Author(s) subject terms: Maritime Support Vessel, Maritime Irregular Warfare, Naval Special Warfare, Leasing, Chartering, USSOCOM, Operation Enduring Freedom-Philippines, SOF, SEALs, HSV, LCS, Military Sealift Command Includes bibliographical references (p. 89-93). Also available in print.

"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, June 2010." / Advisor(s): Geiger, Dale R. ; Jones, Lawrence R. "June 2010." "MBA Professional report"--Cover. Description based on title screen as viewed on July 14, 2010. Author(s) subject terms: 316th Expeditionary Sustainment Command, Cost Management, Case Study, Deployed, Cost Control, Iraq. Includes bibliographical references (p. 57-59). Also available in print.

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Concepts of organizational boundary have played a long and integral role configuring the intellectual landscape of organizational theory. By and large, organizational-environmental frontiers are simply assumed to be there. The interpenetrated condition of contemporary organizations and environments, however, bids us to question theorizing which treats organizations and environments as ontologically distinct entities. In particular, a new generation of research alliances between a host of American research universities and multi-national corporations has provoked debate over the boundaries demarking university and industrial interests. Some (Traditionalists) fear that the separation between academic and commercial practices is breaking down, particularly as the commercial potential and shrinking developmental timeframes in some laboratory-driven fields place a premium on market-oriented research, entrepreneurship and exclusive claims to information ownership. Others (Instrumentalists) counter that the academy needs to update its internal system of values and priorities if universities are to effectively meet the needs of a contemporary knowledge-based society. Accordingly, this exploratory study attempts to address the substantivity of organizational boundary by examining how those who presumably construct frontiers--in this case select groups of university faculty--define the normative boundaries of their academic work. Using the oppositional modes characterizing the Traditionalist/Instrumentalist discourse as conceptual brick and mortar, faculty were invited to construct the social relationships of their professional work. Thirty-one (31) faculty members Q sorted 66 issue statements in a study designed to give numerical form to their normative boundaries, in order to test (1) the ontological status of organizational boundaries and (2) the claims of the Traditionalist-Instrumentalist antithesis. The indeterminacy of borders empirically elaborated in this study opens the literature's core territorial assumptions to interpretation. If, in other words, the "thingness" (Weick, 1977) of borders can no longer be sustained unproblematically, how is the Archimedian point of the management science universe--the single-minded, factual "organization"--to be located? Without firm boundaries, "insides" and "outsides" are no longer knowable. The ambiguity surrounding "the university's" location prompts a reconsideration of interpretive grammar that promotes organizations as sovereign and unified "centre(s) of calculation and classification" (Clegg, 1990).

<p> The purpose of writing <i>Adverse Childhood Experiences and Transformational Leadership at The Bowery Mission</i> was to develop an understanding of the relationship of between childhood trauma and leadership styles at that institution. </p><p> Chapter 1 begins by describing the Bowery Mission and its environs. It develops the association between the transformational leadership and the community then asks the question &lsquo;what exactly is the tangible relationship?&rsquo; Then there is the introduction of the MLQ and CTQ. </p><p> Chapter 2 provides literature and foundation for researching childhood maltreatment and leadership. It develops how childhood maltreatment causes numerous physical, psychological and spiritual effects later in life. Subsequently there is documentation on the literature relating adverse childhood experiences to transformational leadership as well as a section on transformational leadership at non-profits like The Bowery Mission.</p><p> Chapter 3 sets forth the qualitative and quantitative research methodology utilized in approaching the question of statistical relationships between childhood adverse experiences and transformational leadership amongst the leaders at the Bowery Mission. It discusses how and where the interviews were performed and demographics that help round out each individual&rsquo;s background. </p><p> Chapter 4 presents an analysis of data. Leaders are first analyzed individually and then as a group. Statistical data is presented depicting correlations between maltreatment and leadership style. There were no statistical correlations found between transformational behaviors and childhood maltreatments. A number of participants indicated that their poor experiences made them particularly suited to lead similarly hurting individuals.</p><p> Chapter 5 assesses the data. It concludes that transformation takes place despite the lack of statistical correlation. Further research might include a retest in six months with a larger participant group.</p>

<p> Through an explanatory, sequential mixed methods design with a constructivist frame, this research provides one of the first looks at full range leadership behaviors as shared among directors and explores the group dynamics at work within boards of nonprofit membership organizations. A sample of such organizations in one Midwestern state resulted in chief staff officer participation (<i> n</i> = 7) in both a custom-designed online survey and a telephone interview, and director participation (<i>n</i> = 45) in a separate online survey, consisting primarily of the questions included in the Team Multifactor Leadership Questionnaire (Avolio &amp; Bass, 1996), as well as telephone interviews with a sub-set of directors (<i>n</i> = 18). </p><p> Overall, participants reported high satisfaction with the leadership of their boards and perceptions of high board effectiveness. Directors cited transformational leadership behaviors, most predominantly idealized attributes, inspirational motivation, and idealized behaviors, as those their boards exhibit most often. </p><p> Quantitative data analyses resulted in insignificant correlations between the level of agreement among directors within each board&mdash;high in each participating organization&mdash;and both the board&rsquo;s frequency of unanimous votes and the directors&rsquo; satisfaction with the leadership of the board. Qualitative data provided a more nuanced understanding of within board agreement with directors and chief staff officers seeking to increase the amount of questioning occurring during board deliberations. </p><p> Statistically, ratings of directors&rsquo; shared leadership behaviors, satisfaction with the leadership of the board, and perceived board effectiveness did not differ between directors and chief staff officers. In the majority of participating organizations, the chief staff officer does not hold a formal position on the board, but interview data surfaced a gate-keeper role for the chief staff officer, largely determining what warrants the board&rsquo;s time and attention, and filtering the information that reaches the directors. </p><p> In building their board teams, the majority of participating organizations have competitive elections only sometimes or never, yet the majority of chief staff officers reported it is not difficult to find qualified board members. Of interview participants, both directors and chief staff officers (<i> n</i> = 25), 88% stated their boards operate well as teams. </p><p> Both directors and chief staff officers in this study acknowledged influences of group dynamics on their efforts to lead their organizations, and the challenges to developing their boards as teams resulting from infrequent in-person meetings and the perception of limited time available from directors. However, directors expressed interest in strengthening their teams by getting to know their fellow directors better. </p><p> The meanings chief staff officers and directors in this study made of their boards and their roles in them offer a view into the phenomenon of nonprofit membership organizations&rsquo; boards as teams, a largely unexplored area of nonprofit research to date.</p>

<p> Research on the relationship between policing and homeland security has focused on issues associated with the gathering of information related to potential acts of terror such as crime mapping and environmental design such as CompStat, intelligence-gathering activities and methodologies, and effective reporting methods. However, there seems to be insufficient research focusing on methodologies and systems leading to the &ldquo;natural&rdquo; sharing of information that can be converted into actionable intelligence between law enforcement and faith-based organizations such as the Muslim-American community. This research considers an organized cultural competency program of sharing and community-building between local police and a specific faith-based community, in which the emphasis is on an overall cultural shift where all members of the agency and community have the opportunity to interact outside of their regular duty-related interactions; such as, patrol functions, responding to emergencies, and the enforcement of ordinances and laws. By implementing a long-term, interactive program facilitated by a cultural competency committee, based on feasible activities, it would appear that closer, personal relationships develop where police and community members get to &ldquo;know each other,&rdquo; rather than attempting to reactively &ldquo;deal&rdquo; with each other when placed in an incident or unexpected interaction. By implementing a program that has all members of law enforcement and congregants taking part, and evaluating the interaction on a regular basis, community leaders and their constituents become more trustful and informed when an incident does occur. </p><p> In this study, the Executive Community Outreach Program (ECOP) is implemented with the South Brunswick Police Department and Islamic Society of Central Jersey under the guidance of a representative Cultural Competency Committee. An effective program serves to develop effective relationships that lead to greater information-sharing and the identification of potential threats and vulnerabilities, as well as a stronger and closer community. Based on the research, an organized process by which local law enforcement and the Muslim community may develop effective relationships in order to share information would seem to be a prudent course of inquiry</p>

<p> The release of a toxic chemical into the drinking water near Charleston, West Virginia, early in 2014 brought national attention to yet another toxic chemical incident. When local and state officials announced their ignorance of the potential health hazards associated with the particular chemical, it raised questions about the functionality of the Kanawha Putnam Emergency Planning Committee, a Local Emergency Planning Committee (LEPC) created as a result of the Emergency Planning and Community Right to Know Act of 1986 (EPCRA). Local officials&rsquo; lack of awareness was particularly curious, because that very same county was the site of the Union Carbide chemical leak that stimulated Congress to create and pass the EPCRA. In the post-9/11 homeland security environment, knowing of the existence of a hazard plan &ndash; particularly in a community where an incident has occurred &ndash; would seem to be of paramount concern. In addition, considering the community right-to-know provisions of the EPCRA, what are the policies for the release of the sensitive information to the public in a post-9/11 world? </p><p> A review of the literature produced no current research on LEPCs related to either functionality or to release of hazardous chemical information to the community. The most recent survey was conducted by the Environmental Protection Agency in 2008. Peer-reviewed scholarly research has not been published since 2001. It was determined that a survey instrument was necessary to determine the impact of the events of 9/11 on the functionality of LEPCs, and on their policies governing the release of hazardous chemical information to the public. </p><p> An instrument was developed using a combination of questions derived from the review of literature about prior inquiries into LEPCs or release of information in the wake of 9/11, standard research methodology and questions were adapted from the 1999 and 2008 National LEPC surveys. The instrument&rsquo;s content was validated by a jury of experts, revised, and pretested with 26 LEPC leaders from two states. The data was analyzed for internal correlation (consistency) using Cronbach&rsquo;s &alpha;. The Cronbach&rsquo;s &alpha; was recorded as .834, indicating strong reliability for the 17 scaled items of the 29 total questions. </p><p> Preliminary data from the pretest suggested that the events of 9/11 did not have a statistically significant impact on the functionality of LEPCs, but did result in major measurable changes in the policies related to the release of sensitive hazardous chemical information to the public. Further validation and refinement of the instrument is necessary before wider usage. The information gathered is valuable, however, as it can guide policymakers concerning the efficacy of current legislation, regulations, and policy. It can also inform them if legislation, regulations, and/or policy require modification to ensure the intent of the original legislation (EPCRA) is being met.</p>

<p> Our world continues to be impacted by large-scale disaster events. These severe disaster events create impacts that are shared across local, regional, and national boundaries. As a result, individuals, communities, and organizations are increasingly confronted with disasters that challenge their social, economic, and operational stability. To be resilient, individuals and communities rely on resources and services provided by organizations to enable each to plan for, respond to, and recover from disasters. If organizations are not prepared to respond to disasters, individuals and communities, in turn, will also not be prepared to respond to disaster events, as a consequence. Similar to the concept of civil defense prominent during the Cold War era, civil security is now required in the present day, pointing to the need for individuals, communities, and organizations to better prepare our nation by enhancing resilience. Resilient organizations also provide a competitive advantage over organizations that do not implement measures to become more resilient, yet many organizations do not know their resilience posture, and, in turn, struggle to prioritize resilience or allocate resources to enhance their resilience. To help enable organizations to invest in their resilience, it is important for organizations to discover and understand their organizational resilience score. </p><p> This research extends prior research that developed a methodology and survey tool for measuring and benchmarking organizational resilience. Subsequent research utilized the methodology and survey tool on organizations in New Zealand, whereas this research study utilized the methodology and survey tool to study organizational resilience within the state of New Jersey as part of a comparative study. The results obtained from previous research were compared against organizational resilience data captured on New Jersey based organizations. Survey data created from this research provide valuable information on organizational resilience strengths and weaknesses that can enable New Jersey based organizations to learn their organizational resilience posture and begin to develop a business case for additional investment in organizational resilience. </p>