In recent years an increase of agile methodologies and their implementation in mainstream software engineering projects have been seen, but this implementation has reportedly changed agility in practice into a hybrid form of agility and more classic methodologies. With a lack of research regarding these hybrid methodologies this multiple case study empirically analyses the practice of methodologies from two different conglomerates and places the results in the Information Technology Management framework (ITMF) to answer the research question; How are hybrid agile methodologies enacted in practice in mature agile teams and why are they enacted in such a way? The result show that the organizations work agile within a waterfall framework, a hybrid form of requirement handling into agile development followed by waterfall testing. The hybrid methodologies are imposed by external factors such as the sales department and traditional economic reporting. This study acknowledges a need for a greater understanding of the engagement between external actors and software development.

The introduction of glyphosate-resistant (GR) crops in the late 1990s changed the way producers used herbicides to control weeds. Since the introduction of GR crops producers have relied on glyphosate alone for weed control instead of utilizing multiple modes of action for weed control. This over-reliance resulted in several weed species developing resistance to glyphosate. This has resulted in organizations from the public and private sector questioning the sustainability of GR cropping systems. Researchers from Illinois, Indiana, Iowa, Mississippi, Nebraska, and North Carolina established 156 onarm trials to determine the sustainability of GR cropping systems. The objectives of this study were: to determine the economics of a university weed resistance best management practice (BMP) versus a producers’ normal production practice; to evaluate when a producer that is risk neutral (profit maximizing) or risk averse should adopt a weed resistance BMP; and to compare the influences of using a university weed resistance BMP to a producer’s normal production practice on the 27 most common weed species in Mississippi. In all instances, the university weed resistance BMP utilized multiple modes of action in conjunction with glyphosate. A university weed resistance BMP can provide the same level of control on 27 of the most common weeds in Mississippi that a producer has become accustomed to with a glyphosate alone system, while delaying or controlling GR weeds. A university weed resistance BMP resulted in an increase in weed control cost, but similar yields and economic returns when compared to a producer’s normal production practice. Rotating a GR crop with a different GR crop resulted in higher economic returns when compared to a continuous GR cropping system or a GR crop followed by a non-GR crop rotation. Producers are often reluctant to adopt a weed resistance BMP because of the perceived increased cost for weed control. A risk neutral or risk averse producer should adopt a weed resistance BMP and feel confident that their decision will provide weed control equivalent to a glyphosate alone weed control program before resistance developed, delay or control GR weeds and be economically sound.

A rapidly changing global agribusiness environment creates a challenge for commercially oriented agricultural producers to improve business acumen through strategy development and execution. A best management practice is broadly defined as a practice that is considered to be most effective in improving business performance. This study examined the relationship of financial leverage and management practices with financial performance on a group of Minnesota and Northwest farms. Management practices were classified into seven broad categories of management, namely strategic planning, financial management, networking, marketing, technology adoption, family relationship and human resources management. Using multiple regression analysis on 242 observations, the effects of financial leverage and management practices on revenues and profits were determined. While the relationship of best management practices with profitability is less conclusive, this study concludes statistically significant relationships between management practices and financial performance, measured in terms of revenues. There exist positive and statistically significant returns to business planning, transition management, customer management and family relationship management. / Master of Science

Master of Landscape Architecture / Department of Landscape Architecture/Regional and Community Planning / William P. Winslow III / This project is of a personal interest to me, because Junction City, Kansas has been my home town since birth. The city is a rapidly growing community with a strong military presence from nearby Fort Riley, Kansas. The project will explore the capacity for effective growth while preventing the degradation of fragile natural resources within the community. It will also provide new amenities for the people of Junction City as well as capitalize on the existing natural amenities. The project provides storm water management solutions for an existing retail development and a proposed mixed use development incorporating sustainable practices. Studying the history and progressive nature of Junction City provides an understanding of how to embrace the design within the surrounding landscape. A model for responsible mixed use retail and residential development in Junction City is provided through this project. Storm water best management strategies were also implemented to improve the oxbow wetlands by capturing the first flush storm event as well as a 25 year storm event. Finally, the project should continue to shape the history and enthusiasm of Junction City and its people.

The main purpose of this research is to identify the value systems and decision-making styles of Iranian managers. The relationships between their value systems and decision styles, and between their value systems and certain demographic variables (such as level of education, social group, etc.) and organizational variables (such as company size, kind of ownership, etc.) are also investigated. Both quantitative and qualitative methods are applied in this study and the following analyses are undertaken:a one-way univariate and multivariate analysis of variance (ANOVA and MANOVA) are used to test the hypotheses developed in Chapter 1.Mean differences are examined, using multiple discriminant analysis (MDA), when significant results are obtained.Pearson Partial Correlation analysis is performed to elucidate the relationships between the managerial value systems and their status of individualism/collectivism.Case study analysis is conducted for an in-depth investigation into the data.In the quantitative portion of the study, a sample of 768 managers in various organizations was surveyed. Statistical analysis of the survey data classified managerial value systems into tribalistic, egocentric, conformist, manipulative, sociocentric, and existential. This classification was conducted in accordance with the framework developed by Flowers et al. (1975). Furthermore, following Ali's questionnaire (1993), managerial decision-making styles were classified into autocratic, pseudo-consultative, consultative, participative, pseudo-participative, and delegative.The findings indicate that an average Iranian manager represents a mix of all six value systems in roughly equal proportions. The data suggests that a conformist orientation is the dominant value system of Iranian managers followed by sociocentric values, with egocentric values the least dominant. As for the decision styles, ++ / more than one half of Iranian managers (55%) practice consultative means of decision-making, followed by 21 % who are proponents of participative style, and 15% who are pseudo-participative. Delegative, autocratic and pseudo-consultative decision styles are the least preferred in Iran. The relationship between value systems and decision-making styles revealed that highly collectivist managers are more participative while highly individualistic managers are more autocratic in their decision-making style. The results also suggest that the higher their level within the hierarchy, the more likely managers are to be delegative and autocratic, and the less likely they are to be participative and consultative than their colleagues in the lower levels of managerial hierarchy.A comparative cross-cultural analysis of the managerial value systems and decision-making styles of Iranian managers with their counterparts in other Middle Eastern countries was also undertaken. The results indicate that overall the dominant value systems of managers from the Middle East are conformist, sociocentric and existential, with egocentric and manipulative being the least prevalent. Furthermore, their dominant decision-making style is consultative, with autocratic and delegative styles being the least prevalent. Compared with the other Middle Eastern managers, Iranian managers are more conformist and tribalistic and less sociocentric and existential. Furthermore, Iranian managers are more consultative, more delegative, more participative, and significantly less pseudo-consultative, compared with managers from other Middle Eastern countries.The qualitative portion of this study comprises two extensive case studies of exemplary Iranian organizations, i.e., Tehran Municipality and Watt Meter Company of Iran. The main objective of these case studies is to provide in-depth data as a supplement to ++ / the broad based analysis of the questionnaire survey. They also give a different perspective, resulting from a multidisciplinary integrative inquiry. The required data for writing the cases was collected through the companies' records, field observations, and one-to-one and focus group interviews with various levels of their management team, as well as their employees and customers. Both primary and secondary data were then used in writing the case studies. Qualitative analysis of the case studies suggests that advanced management practices like decentralization, delegation of authority, out-sourcing, detailed planning, total quality management, effective human resource management and strategic management, which are more widely used in the industrialized countries, could be used with effectiveness in Iran despite its cultural differences. This finding supports Ralston et al. (1993) and both "convergence" and "divergence" views toward management practices and suggests that advanced management practices and continuous attention to human resource management may, as the case of the Watt Meter Company implies, create an effective corporate culture that fosters change.The leader's role is a very important variable in the issue of the cross-cultural transmission of management practices - especially in collectivistic societies like Iran and the rest of the Middle Eastern countries. In these societies, individuals and organizations identify strongly with their leaders. This is mainly due to their historical, socio-cultural and Islamic traditions and values. The case studies suggest that in traditional, hierarchical, and collectivistic societies like Iran, to be effective, organizational change should start from the very top. The vital common variables for success are visionary leadership with clear direction, effective human resource management, and empowerment of the ++ / workforce. All these seem to be essential for building the required corporate culture that fosters change.As the first study to measure the value systems and decision-making styles of Iranian managers, it contributes to the management literature in Iran and the Middle East. It builds upon:Flowers' et al (1975) contentions regarding the construct of managerial value systems;Hofstede's (1980) theory of national culture, which attempts to identify the cultural characteristics of members of various countries;Ronen and Shankar's (1985) principles for grouping countries based on their religion, language, and geography; andThe convergence versus divergence controversy regarding the cross-cultural transmission of management practices.This research is among the very few studies which investigates the characteristics of Iranian managers, i.e., their value systems and decision styles. It is widely believed that the business philosophy of any country depends, to a large degree, upon the values held by those in management. The present study is, thus, a detailed introduction to contemporary Iran and the way it is managed.

As the tendency of globalizes and regionalization of enterprise management develops, enterprises in the world have to face an extremely important subject of multiple human resource management. Whether the enterprise is classified as globalize, cross-nation or regionalization, it should face and plan the strategy of its human resource management more appropriately, which is the core part and the foundation of an enterprise. The range and object of this research is based on Taiwan High Speed Rail Corporation and its employees. The company, THSRC, is one of the largest BOT projects in the world. Employees of THSRC with their profession in construction management, operation management at railway area, were recruited from many different countries. The research of investigating the manage method and organization climate of THSRC, can surely provide a great reference to some regional enterprises during the process of transit to globalized enterprises. The purpose of this research is trying to examine the relationships among the perceptions of human resource management practice, organizational, organizational Capability and working behavior. Also, this research intends to investigate the affection of differenct business model to human resource management practice and organizational Capability. We conclude the research result as follows: The human resource management practice has a positive affection on organizational capability. The human resource management practice has a positive affection on enterprise goal. The working attitude and behavior has a positive affection on organizational capability.

Facing environmental violent changes, rapid technological development and irresistible trends towards to internationalization of enterprises, the management suffered from more competitive pressure which makes further study become an important issue. Accordingly, more and more EMBA programs are becoming the channels of further study for the top management of company. However, under the situation of over-supplied on-job education, it would be an critical issue how managers choose the courses which meets their needs and universities utilize their core competences to develop the differentiate position. Therefore, the case study and questionnaires are addressed in the thesis. First, four cases of National Taiwan University, National Cheng-chi University, National Sun Yat-sen University, and National Taiwan University of Technology were explored to delicately compare each other on courses and programs. In perspective of educational marketing, effective marketing strategy was well planned based on the current resources of NSYSU. Then, the questionnaire was delivered to the students majoring in NSYSU EMBA/IEMBA programs to verify if the well-planned marketing strategy can promote their willing and satisfactions. The research findings are shown as the followings, The major findings of this study are summarized as following: 1. The domestic EMBA programs need a strategic positioning to driver a unique type of value to executive managers and to achieve competitive advantage. 2. The domestic EMBA programs need to combine the theory with practice and to advance interaction among students. If the domestic universities can develop much more teaching methods, they will create better learning effectiveness. 3. However, class time, location convenience, programs design internationalization degree, material with practice, students with varies background and establish human network relations are the six important factors for EMBA students to chose EMBA/IEMBA programs. 4. About 50% subjects think that the class location is more flexible to learning in Taiwan, China and Singapore at the same time. 5. Over 60% subjects think that the class time is more favorable for them if they can get the overseas universities¡¦ EMBA/IEMBA programs according to their working locations. And the credits can be approved by NSYSU. 6. If the NSYSU EMBA/IEMBA programs can cooperate with China and Singapore to plan a ¡uAcross the universities and get double master degree¡vsystem or to design much more practice materials about Taiwan, China and Singapore, they will increase students¡¦ learning satisfaction. 7. Over 80% subjects think that it¡¦s beneficial for them to meet EMBA students coming from diverse countries vie NSYSU EMBA/IEMBA programs. 8. All in all, the NSYSU Asia-Pacific EMBA and marketing strategy developed in this study indeed fit EMBA students¡¦ needs.

As the tendency of globalizes and regionalization of enterprise management develops, enterprises in the world have to face an extremely important subject of multiple human resource management. Whether the enterprise is classified as globalize, cross-nation or regionalization, it should face and plan the strategy of its human resource management more appropriately, which is the core part and the foundation of an enterprise. The range and object of this research is based on Taiwan High Speed Rail Corporation and its employees. The company, THSRC, is one of the largest BOT projects in the world. Employees of THSRC with their profession in construction management, operation management at railway area, were recruited from many different countries. The research of investigating the manage method and organization climate of THSRC, can surely provide a great reference to some regional enterprises during the process of transit to globalized enterprises. The purpose of this research is trying to examine the relationships among the perceptions of human resource management practice, organizational climate, role adjustment, and working attitude. Also, this research intends to investigate the affection of differenct personalities to human resource management practice, organizational climate, role adjustment, and working attitude. The questionnaire survey of this research was implemented on April 2008. 300 questionnaires were sent out, and 272 were replied, in which 256 are valid. Through a statistical analysis, we conclude the research result as follows: 1.The human resource management practice has a positive affection on working attitude. 2.The human resource management practice has a negative affection on role adjustment. 3.The organizational climate has a negative affection on role adjustment. 4.The role adjustment has a negative affection on working attitude.

Proper management of uneven-aged interior Douglas-fir (Pseudotsuga menziesii var. glauca) stands is important for British Columbia’s central and southern interior. These stands constitute one of main components of the operable forest land in these areas, with easy access from main roads and towns. This study focused on the growth of uneven-aged Douglas-fir stands after pre-commercial thinning (spacing), with an impetus to improve upon current management practices. Data were collected from 24 permanent sample plots which were established near Williams Lake, British Columbia in 1989; thinning took place between 1990 and 1991. Three measurements have been made post-treatment: 1993, 1997 and 2004. The plot data were used to analyze different growth responses among three different spacing regimes (standard, 3 m clumped and 5 m clumped spacing) and a control. Analyses were performed at both the stand and tree level. The growth of basal area per ha, quadratic mean dbh, volume per ha and Lorey’s height were used for stand level analyses. At the tree level, dbh, height, basal area and volume were the variables of interest. At the stand level, mortality increased (7.1 to 107.1 stems/ha) and ingrowth decreased (2.4 to 8.6 stems/ha) for the second growth period (1997-2003), compared to the first growth period (5.8 to 107.1 stems/ha and 5.0 to 12.4 stems/ha, respectively). No significant differences in annual growth of quadratic mean dbh, basal area and volume per ha and Lorey’s height were noted between the different spacing regimes and the control. At the individual tree level, the 5 m clumped spacing regime usually had the highest dbh, basal area and volume growth for both growth periods. The one exception was for height growth, when analyzed using mixed-effects modeling, where no significant differences were found. Trees on the other two spacing regimes also had higher growth in dbh, basal area, and volume than trees on the control plots. The positive growth response to the spacing treatments at the single tree level was obtained without a reduction in growth at the stand level. This growth increase will result in the residual trees reaching larger sizes more quickly than they would have with no treatment, leading to improved mule deer winter range habitat and higher timber values.

Proper management of uneven-aged interior Douglas-fir (Pseudotsuga menziesii var. glauca) stands is important for British Columbia’s central and southern interior. These stands constitute one of main components of the operable forest land in these areas, with easy access from main roads and towns. This study focused on the growth of uneven-aged Douglas-fir stands after pre-commercial thinning (spacing), with an impetus to improve upon current management practices. Data were collected from 24 permanent sample plots which were established near Williams Lake, British Columbia in 1989; thinning took place between 1990 and 1991. Three measurements have been made post-treatment: 1993, 1997 and 2004. The plot data were used to analyze different growth responses among three different spacing regimes (standard, 3 m clumped and 5 m clumped spacing) and a control. Analyses were performed at both the stand and tree level. The growth of basal area per ha, quadratic mean dbh, volume per ha and Lorey’s height were used for stand level analyses. At the tree level, dbh, height, basal area and volume were the variables of interest. At the stand level, mortality increased (7.1 to 107.1 stems/ha) and ingrowth decreased (2.4 to 8.6 stems/ha) for the second growth period (1997-2003), compared to the first growth period (5.8 to 107.1 stems/ha and 5.0 to 12.4 stems/ha, respectively). No significant differences in annual growth of quadratic mean dbh, basal area and volume per ha and Lorey’s height were noted between the different spacing regimes and the control. At the individual tree level, the 5 m clumped spacing regime usually had the highest dbh, basal area and volume growth for both growth periods. The one exception was for height growth, when analyzed using mixed-effects modeling, where no significant differences were found. Trees on the other two spacing regimes also had higher growth in dbh, basal area, and volume than trees on the control plots. The positive growth response to the spacing treatments at the single tree level was obtained without a reduction in growth at the stand level. This growth increase will result in the residual trees reaching larger sizes more quickly than they would have with no treatment, leading to improved mule deer winter range habitat and higher timber values.