Academic literature on the topic 'Leadership during uncertainty'
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Journal articles on the topic "Leadership during uncertainty"
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Nugroho, Iwan, Niken Paramita, Belay Tizazu Mengistie, and Oleksandr P. Krupskyi. "Higher education leadership and uncertainty during the COVID-19 pandemic." Journal of Socioeconomics and Development 4, no. 1 (March 30, 2021): 1. http://dx.doi.org/10.31328/jsed.v4i1.2274.
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The impact of the pandemic on higher education activities is a major concern around the world. Higher education is obliged to carry out the necessary measures of adaptation, innovation, and management change, which are promoted by leaders at various levels. The leadership is further committed to encouraging transformative changes to meet students’ most critical needs. Leadership is expected to be able to use all resources in the organization, even in limited conditions due to pandemic impacts. The crisis condition during pandemic become the main approach in implementing higher education leadership. First, the leader develops effective multi-directional communication to mediate and respond to actual needs and changes, especially involving parties impacted or affected by policy changes. Second, the leader develops a cooperation network to support mutually one another to form productivity. It is necessary to network with all interests to formulate the best solution to reduce the adverse impacts of the pandemic. Third, the leader develops empathy to encourage the work environment, increase productivity, and combine efforts to promote health on their personal and professional sides. Fourth, lecturers develop an own set of heuristics for managing their classes using technology as the main work in the new normal situation.JEL Classification A23; I00; I23
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Aujla, Sandeep. "Best Practices for Board Leadership During Times of Uncertainty and Instability." Board Leadership 2020, no. 167 (January 2020): 1–8. http://dx.doi.org/10.1002/bl.30151.
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Rayner, Stephen M. "Leaders and leadership in a climate of uncertainty." Educational Management Administration & Leadership 46, no. 5 (May 3, 2017): 749–63. http://dx.doi.org/10.1177/1741143217707522.
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The research reported in this article contributes new understanding of leadership in the context of change, by investigating how the views, values and professional practices of those in leadership roles were revealed, interplayed and changed during a period of turbulence in a school in England. The governors of the school proposed changing the school’s legal status from a local-authority school to an academy, which is an independent school funded by the State but governed and managed by an Academy Trust. In the current work on structural change affecting schools in England, there has been little real-time study of what it is like to be both a policy actor and a policy subject during a period of turbulence. In this article, which reports on events over a period of 18 months, I explore the actions and perceptions of three actors in leadership roles. I examine their engagement in local agenda-setting and decision-making, including its implications for their values, identity and professional practice. The research reported in this article illustrates that, however confidently structural change is announced and promoted by policy-makers, its enactment may be problematic and inconclusive.
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Jorge Correia de Sousa, Milton, and Dirk van Dierendonck. "Servant leadership and engagement in a merge process under high uncertainty." Journal of Organizational Change Management 27, no. 6 (October 7, 2014): 877–99. http://dx.doi.org/10.1108/jocm-07-2013-0133.
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Purpose – The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language. Design/methodology/approach – In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed. Findings – SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables. Research limitations/implications – Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty. Practical implications – This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process. Social implications – Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts. Originality/value – This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.
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Gadelshina, Gyuzel. "Shared leadership: Struggles over meaning in daily instances of uncertainty." Leadership 16, no. 5 (July 7, 2020): 522–45. http://dx.doi.org/10.1177/1742715020935748.
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Research presented in this article advances existing work on shared leadership and organizational sensemaking by an empirical demonstration of the organizing properties of leadership in daily instances of uncertainty. Drawing on conversation analysis combined with ethnographic data collected during 12-month fieldwork, this article spells out the conversational mechanisms and discursive practices used by leadership actors in the process of sensemaking directed towards organizationally relevant goals. Through a fine-grain analysis of an extended troubles-telling sequence in a particular meeting encounter, this study shows how conversation analysis–inspired research can be used to add a more nuanced understanding of a substantive area of social life, such as shared leadership which is achieved in interaction and which involves various leadership actors, regardless of their hierarchical positions and organizational roles.
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Strugar Jelača, Maja, Nikola Milićević, Radmila Bjekić, and Viktorija Petrov. "The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness." Engineering Economics 31, no. 4 (October 29, 2020): 472–86. http://dx.doi.org/10.5755/j01.ee.31.4.20948.
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The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.
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Burkett, Jerry, and Sonya Hayes. "Campus Administrators’ Responses to Donald Trump’s Immigration Policy: Leadership During Times of Uncertainty." International Journal of Educational Leadership and Management 6, no. 2 (July 16, 2018): 98. http://dx.doi.org/10.17583/ijelm.2018.3602.
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Post, Corinne, Ioana M. Latu, and Liuba Y. Belkin. "A Female Leadership Trust Advantage in Times of Crisis: Under What Conditions?" Psychology of Women Quarterly 43, no. 2 (February 27, 2019): 215–31. http://dx.doi.org/10.1177/0361684319828292.
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We examined differences in trust for men and women leaders who adopt relational behaviors during an organizational crisis. We addressed two important shortcomings of previous research. First, we independently manipulated leader gender and leader relational behaviors (interpersonal emotion management) to identify their separate and interacting influences on trust outcomes, which may lead to a leadership advantage for women. Second, we examined how uncertainty about crisis outcomes affects the strength of this advantage. We operationalized trust as both evaluative and behavioral (investment in a company led by the leader). We found support from two experiments with women and men ( N = 412 and N = 400) for the idea of a female leadership trust advantage in times of crisis. And we showed that the advantage is uniquely attributable to female leaders’ use of relational behaviors and is manifested only when crisis consequences are known. We observed these effects for both evaluative trust (Studies 1 and 2) and behavioral trust (Study 2). We invite more research on the conditions that contribute to the female leadership advantage, the gendered nature of leadership behaviors during organizational crises, and the relational leadership qualities that help restore trust in organizations during uncertain times. Additional online materials for this article are available on PWQ’s website at http://journals.sagepub.com/doi/suppl/10.1177/0361684319828292
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Simkin, Lyndon, and Sally Dibb. "Leadership teams rediscover market analysis in seeking competitive advantage and growth during economic uncertainty." Journal of Strategic Marketing 20, no. 1 (February 2012): 45–54. http://dx.doi.org/10.1080/0965254x.2011.628406.
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Incze, Taylor, Sonia Pinkney, Mark Fan, and Patricia Trbovich. "Assessing Surgical Teamwork Competencies During Moments of Uncertainty Using OR Black Box." Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 10, no. 1 (June 2021): 267–71. http://dx.doi.org/10.1177/2327857921101246.
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Teamwork is an essential aspect to maintaining high-quality healthcare. This is especially true during times of uncertainty, when collaborative problem solving is necessary for clinical teams to adapt and deliver safe and effective care. We conducted a prospective observational study using audio/visual analysis captured by OR Black Box. Human factors experts transcribed and coded the videos using an evidence-based teamwork framework, specific to healthcare. We identified teamwork competencies that were either present or absent during moments of uncertainty in the operating room. Four main team roles (nurses, anesthesiologists, surgeons and trainees) were studied. We identified 3539 instances of teamwork, during 180 hours of surgical observation, and categorized them into 7 competencies. Team leadership was expressed significantly more often by surgeons compared to other team members whereas backup behaviour was expressed significantly more by nurses. Understanding how each team role uniquely contributes to teamwork can help develop specific and actionable teamwork interventions, which could ultimately lead to increased safety in the OR.
Dissertations / Theses on the topic "Leadership during uncertainty"
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Choudhury, Wasim Subhan, and Dion Collins. "Leadership in Times of Uncertainty." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik, konst och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-85763.
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The purpose of the study was to research leadership during uncertainty to identify managerial implications on organizational performance and enhance the limited body of academic literature available on the topic currently. The implications regarding leadership are not limited to the COVID-19 pandemic but instead widely applicable to leadership during uncertainty overall. The pandemic simply provided an example of uncertainty, which was the context. Additionally, as mining is a global industry with widespread follow-on effects on global economies - authors believe that the results from this research are not limited to the mining industry itself and instead widely applicable to senior-level managers in multinational organizations worldwide. The methodology implemented ensures that leaders at any level can extract practical guidance from this research to determine how they may act during times of uncertainty and potential flow-on effects of their chosen leadership style. Organizations can remain relevant, achieve long-term success and maintain the expected level of performance through uncertainty by adopting a transformational model of leadership that addresses the needs of a fluctuating environment. Uncertainty is the shortage of knowledge and information about probabilities of the future state of events. Organizational leaders need to provide the necessary guidance, inspiration, and motivation to the members because their approach influences the organizational performance. Essentially, people look up to their leaders during uncertain times. The research results showed that transformational managers could offer idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration to team members during uncertainty. These outcomes were achieved through encouraging two-way communication, providing necessary guidance and inspiration to bring out and encourage new idea generation and critical thinking. Results of the research further showed that transformational leadership has positive effects on organizational performance. Teams functioned properly without much supervision, members remained motivated, the workforce interacted more efficiently, and creative ideas came out when leaders and managers practiced a transformational leadership style. Organizational performance increased through meeting deadlines, maintaining the flow of work, KPIs, production, and non-financial metrics such as culture and safety considerations.
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Huang, Sheng-Wen, and 黃聖文. "The Relationship between Uncertainty during Organizational Change and Employees’ Social well Being – Authentic Leadership as a Moderator." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/g952h4.
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碩士國立新竹教育大學
人力資源與數位學習科技研究所
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This study examined how uncertainty during organizational change is linked to employees’ social well-being. Authenticity is considered a positive social value in the world. It has been emerged throughout over the years, organizations notice the influence it has on the organization performance. Authentic leadership is essential as it greatly influences employees. The study involved a sample of 325 employees from a large-scale, Miaoli County, plastics manufacturing firm, China General Plastics Corporation (CGPC). As expected, the test results revealed that uncertainty during organizational change was negatively associated with employees’ social well-being. Authentic leadership perceptions (ALP) positively moderated the relationship between uncertainty during organizational change and employees’ social well-being such that the relationships became stronger for individuals higher rather than lower in ALP. Even though it was not supported, ALP exerted a positively moderating effect between uncertainty during organizational change and employees’ social well-being.
Books on the topic "Leadership during uncertainty"
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Klejment, Anne. From Union Square to Heaven. University of Illinois Press, 2018. http://dx.doi.org/10.5406/illinois/9780252041051.003.0006.
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This article maps the emergence of Christian anarchism in New York City through the life of Dorothy Day and the first decade of her Catholic Worker movement. As a young journalist during the World War I era, she rejected organized religion and found community among anarchists, socialists, Communists, and Wobblies. A practitioner of “advocacy journalism,” Day joined in demonstrations while researching stories for the radical press. After a conversion to Catholicism, several factors led to her leadership in building a Christian intentional community. While providing the best examples of direct action toward nonviolent revolution, secular radicalism lacked what Day considered an essential element: connection with the spiritual. She identified the Catholic church with the immigrants and workers to whom she wished to dedicate her labors. Uncertain of how to translate her faith into radical activism, she found inspiration from Peter Maurin, an eccentric Union Square orator, whose radical, but somewhat reactionary, vision of society provided her with a blueprint for a Christian intentional community.
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Varol, Ozan O. With Friends Like These. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190626013.003.0007.
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This chapter discusses two questions: (1) Why might a military that once supported a dictatorship turn against it? and (2) Why would a military voluntarily choose to abandon the comfort and certainty of a dictatorship for the uncertain reality of democracy? It argues that democracy promotion is often not the principal driver of democratic coups. Rather, militaries stage coups primarily to depose a regime unfavorable to the military’s interests. If the regime doesn’t treat the military well, the soldiers may set aside their previous loyalty and identify more with the protesters’ grievances. Mistreatment can come in the form of low-level, outdated military equipment; costly and unpopular military conflicts; or military defeat, for which military officers may blame the political leadership. In addition, when the survival of a dictatorship is in serious doubt—when it’s clear that the regime is about to sink—the military may defect to avoid sinking along with it. And in deposing a dictator and assuming power during the resulting power vacuum, the military will position itself to reap the benefits of early defection.
Book chapters on the topic "Leadership during uncertainty"
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Frame, Alex, and Gilles Brachotte. "Leader of my Heart! Use of Twitter by Leaders’ Partners during Election Campaigns." In Leadership and Uncertainty Management in Politics, 111–26. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137439246_8.
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Graham, Thomas E. "U.S. Leadership and Domestic Factors in Dealing with Russia During the Clinton Administration." In The Uncertain Superpower, 133–48. Wiesbaden: VS Verlag für Sozialwissenschaften, 2003. http://dx.doi.org/10.1007/978-3-663-11631-8_11.
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Fidan, Tuncer, and Ali Balcı. "Principal Proactivity." In Advances in Educational Marketing, Administration, and Leadership, 29–58. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0460-3.ch003.
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Increasing environmental complexity and ambiguity require organizations to rely on their members' proactive behaviors to deal with potential chaotic occurences surrounding the organizational functioning. Individuals respond these occurences by displaying various proactive behavior forms to build predictability islands in ocean of uncertainty. In this context, principal proactivity is one of key determinants of effectiveness of schools functioning in complex and anarchic environments. In this study, numerous forms of proactive behaviour were categorized under six general dimensions as innovativeness, issue selling, social networking, strategic scanning, strategic learning and feedback seeking. A causal comparative design was used to determine levels of general forms of proactive behavior performed by school principals. The data were collected from school principals working at different levels of public and private schools in Istanbul Province during 2014-2015 year. According to the results of study, the most frequent form of proactive behaviour displayed by school principals was strategic learning.
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Mawela, Ailwei Solomon. "School Management Teams' Strategies to Enhance Curriculum Delivery in the Era of the COVID-19 Pandemic." In Advances in Educational Marketing, Administration, and Leadership, 145–57. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7168-2.ch010.
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The uncertainty of how the curriculum is supposed to be delivered in schools during COVID-19, which is different from traditional practices, was a global challenge. This chapter seeks to explore school management teams' strategies to enhance curriculum delivery in the era of the COVID-19 pandemic. In this qualitative chapter, transformative learning and quality management theories, purposive sampling techniques, and the interpretive paradigm were employed. In addition, data collected from semi-structured interviews were thematically analyzed and discussed to give conclusions and recommendations. This study found that despite the existing policies such as the Curriculum and Assessment Policy System (CAPS) and the National Policy for Assessment (NPA) on planning and implementing curriculum delivery in schools, school management teams (SMTs) found it difficult to execute their duties as a result of the COVID-19 pandemic. Therefore, the study suggests annual in-service training for departmental heads (Dh) and deputy principals (Dp) on planning and implementing curriculum in schools.
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Joy, Celina, and Betty Sibil. "Successful First-Time Political Leaders and Their Response to COVID-19." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders, 132–48. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch008.
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History is witness to many first-time transformational leaders like Mahatma Gandhi and Martin Luther King Jr who garnered mass movements for the fight to their country's freedom. A first-time leader shows high levels of commitment and a strong desire to make a positive difference to society. However, the abilities and strengths of a leader is truly tested during crises. The nature of a crisis is its suddenness, uncertainty, and catastrophic impact, and hence, an opportunity to showcase innate leadership characteristics. Some examples of successful first-time political leaders who received accolades across the globe for their handling of the recent COVID-19 crisis are from developed nations like New Zealand, Finland, Australia, and a developing nation, India. It is in this context that the leadership styles, behavioral patterns and decision-making abilities of these first time political leaders is analysed with special reference to their response to the COVID-19 crisis. This analysis may enable other leaders in replicating these behaviours to succeed as leaders in crisis situations.
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Storto, Corrado lo. "Learning Organizations or Organizations for Learning? How Small Firms can Learn from Planned and Random Technical Problem-Solving." In Knowledge Ecology in Global Business, 108–31. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-270-1.ch008.
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This chapter reports the findings of an empirical study whose purpose is to identify the attributes of the organization infrastructure that support organizational learning in small manufacturing firms through the creation of procedural knowledge. The study is based on the following assumptions: a) organizations are cognitive systems that process information and knowledge; b) knowledge is a by-product of technical problem solving; c) innovation occurs as a stream of random or planned problem solving; d) many attributes of the organization infrastructure that foster innovation also foster knowledge generation during technical problem solving. Findings show that three dimensions of the organization infrastructure have an influence on learning: openness, innovativeness, and leadership. These attributes identify two typologies of organization infrastructures that differently affect the generation of procedural knowledge and learning. In particular, it was found that the organization infrastructure has a moderating effect on the relationship between some context factors (environment diversity, problem complexity, context ambiguity, and uncertainty) and the amount of procedural knowledge generated during technical problem solving. Implications for technical education are also discussed.
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Green, Brendan Rittenhouse, and Austin G. Long. "Signaling with Secrets." In Cross-Domain Deterrence, 205–33. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190908645.003.0010.
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How do you credibly communicate a threat that you cannot reveal? This problem is endemic for modern space and cyberspace capabilities, but the challenge of secrecy constraints in cross-domain deterrence is not a new phenomenon. During the late Cold War, nuclear forces deterred conventional attack, theater nuclear forces deterred strategic nuclear escalation, and conventional threats to nuclear capabilities deterred conventional attack. Some of these capabilities, particularly intelligence collection and electronic datalinks, depended on sensitive tactics and technologies that could not be revealed lest the enemy develop effective countermeasures. Secrecy created uncertainty about the true balance of power, which should have made conflict more likely, according to rationalist theory. This chapter shows, however, that the United States was able to use several mechanisms to communicate its capabilities to the Soviet Union without thoroughly compromising the ability to use them. Leveraging historical evidence from senior Soviet leadership, the chapter argues that U.S. nuclear counterforce strategy, which leveraged clandestine capabilities in many domains, nevertheless was effective in shaping Soviet perceptions and influencing Soviet policy.
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Shufutinsky, Anton, Bena Long, James R. Sibel, and Darrell Norman Burrell. "Shock Leadership." In Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era, 136–59. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6948-1.ch009.
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Global crises that jolt entire systems, such as the COVID-19 pandemic, can place groups, organizations, and communities in volatile, uncertain, complex, and ambiguous (VUCA) environments that affect all sectors of society, having potentially disastrous effects including high morbidity and mortality rates, political upheaval, and extensive disruption of entire economic systems, causing damage that can last for months or even years. Effective leadership is a pivotal organizational commodity in times of normalcy, and it becomes increasingly critical during crises and the subsequent environments of discontinuous change. There has been a consistent level of international criticism regarding national, state, local, and corporate leadership during the COVID-19 crisis. This chapter explores the leadership challenges associated with highly chaotic environments and introduces an advanced model of leadership—shock leadership—and leadership development framework necessary for higher leader reliability and effectiveness in disasters and other crises.
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van Dierendonck, Dirk, and Milton Sousa. "Finding Meaning in Highly Uncertain Situations: Servant Leadership during Change." In Monographs in Leadership and Management, 403–24. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s1479-357120160000008015.
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Naim, Mohammad Faraz. "Responding to the Challenge of Employee Engagement During Uncertain Times." In Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era, 188–98. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6948-1.ch012.
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This chapter aims to combat the challenge of employee engagement faced by organizations across the globe during this uncertain world. This theoretical study suggests a conceptual model that explores adaptive leadership to evoke employee engagement in this pandemic context. Based on the theoretical lens of social exchange theory (SET), the conceptual model of the study illustrates the role of adaptive leaders in facilitating employee development, formation of social capital, and articulation of organizational vision. This, in turn, boosts employee engagement levels, in particular affective, cognitive, and physical engagement. The rationale of the conceptual model is provided with testable propositions. This chapter extends the human resource management scholarship on how to deal with employee engagement challenge. Simultaneously, it takes aim to expand the adaptive leadership theory research by exploring its possible effect on employee engagement outcomes.
Conference papers on the topic "Leadership during uncertainty"
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Nita, Marius, and Sorela-Maria Pruteanu. "The Importance of Military Management in Pandemic Crises Management." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/12.
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The year 2020 began with the coronavirus pandemic, which led to one of the most tumultuous periods in recent history, sending the world economy into a crisis that is hard to estimate, with a steep drop in economic growth and a recession with grim prospects of a return to its original situation. We are talking about major social, economic and political challenges, with implications that will be very difficult to manage in terms of social life, health care, unemployment or economic development. The current context of the global crisis due to the coronavirus pandemic, the implicit transformations that have occurred in the management of public administration has required a change in the classical attitude towards crisis management and management, namely the adoption of a more complex and comprehensive one, which will give you a firm concern for the affected areas, by resorting, where necessary, to a military management to solve the crisis. Military leadership is a strong one, with special training, that makes it able to manage crisis situations, because we are talking about people who are used to making decisions in conditions of uncertainty and having insufficient information. The document presented is a study that examines the role played by the military environment in the context of the coronavirus pandemic, given that it has generated a complex chain of socio-economic effects, and the need to involve military capabilities is more than necessary, considering one of the mission of army is supporting the authorities during unexpected situations.
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Maresca, Joseph W., and Michael R. Fierro. "Demonstration of an Innovative Technology for the Detection of Small Leaks From the Underground Pipelines in Airport Hydrant Fuel Distribution Systems." In 1996 1st International Pipeline Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/ipc1996-1927.
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Vista Research, Inc., has developed an innovative technology for the detection of small leaks in underground pipelines that are part of the aviation fueling systems found at commercial airports and military airfields. These include hydrant fuel distribution lines, which are typically 10 in. or more in diameter and up to several miles long, as well as the smaller fuel-farm pipelines associated with aboveground or bulk underground storage tanks that supply fuel to the hydrant lines. The fuel farm lines are typically 8 to 10 in. in diameter and are generally less than 1,000 ft long. On the hydrant lines, the new technology is implemented as a computer-controlled system called the Fully Automatic Line Tester, or FALT. On the underground lines associated with fuel-farm tanks, it is implemented as a system called the MAnual Line Tester (MALT). The MALTplus is a MALT that is equipped an electronic data acquisition system. The MALT, MALTplus and FALT can be used as portable systems and transported from line to line for quarterly, semi-annual or annual tightness testing, or they can be permanently installed for periodic monitoring on a daily, weekly or monthly basis. A tightness test can be completed in approximately 2 h, and a test for monitoring purposes in approximately 1 h. They are attached to the line at a single location by means of a valve; any location along the line is suitable. No additional instrumentation or sensors have to be installed. These systems make a direct measurement, at the operating pressure of the line, of the rate of change in liquid volume that is due to a leak. The MALT, MALTplus and FALT achieve high performance because they compensate for thermal expansion and contraction of the product as part of the test protocol. To achieve a similar level of performance with conventional pressure or volumetric leak detection systems would require a pre-test waiting period of 24 to 48 h after the cessation of normal operations to allow the thermal changes to subside. The FALT was demonstrated at the Miami International Airport, on a 1.86-mile-long underground hydrant line containing 45,750 gal of Jet-A fuel. Testing was conducted between midnight and 5:00 A.M. each day, after fueling operations had been terminated for the night. During each of two demonstration tests conducted, personnel simulated a leak in the line by withdrawing a small, measured volume of fuel. Agreement between the amount withdrawn and the rate of flow measured by the FALT was within 0.07 gal/h during the first test and within 0.31 gal/h during the second. The MALT and the MALTplus were demonstrated at the Naval Air Station (NAS) North Island, Coronado, as part of the Naval Environmental Leadership Program (NELP). Over a three-day period, nine leak detection tests were conducted on a 650-ft, 8-in.-diameter underground line containing 1,700 gal of diesel marine fuel. During three of the tests, leaks of 0.08, 0.13, and 0.16 gal/h, respectively, were induced. Measurements of volume rate made by the MALT and MALTplus were in excellent agreement with the actual status of the line; for all nine tests, the one standard deviation uncertainty in the test results was 0.012 gal/h. The results of the demonstration indicated that the MALT and MALTplus could detect leaks as small as 0.1 gal/h accurately and reliably.
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Porumb, Andra-Teodora, Adina Săcara-Oniţa, and Cristian Porumb. "THE DENTAL MEDICINE SECTOR IN THE AGE OF THE COVID-19 PANDEMIC – RECOVERY BETWEEN RISKS AND CHALLENGES." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.101.
Full textAbstract:
In this paper we will show how the COVID-19 pandemic has affected one of the sectors that have undergone a booming development in recent years, namely the sector of dental medicine. This is an industry that includes numerous and diversified activities: treatments and surgical interventions in dental practices and clinics, dental aesthetics interventions in luxury clinics, the organization of specialization courses, conferences and congresses, the development of extremely innovative procedures and materials. Dental tourism has also had a spectacular trend, especially in Eastern European countries. Within a very short period of time, this highly profitable field, but which presents a huge risk of transmitting potential viruses, has recorded significant financial losses. In March 2020, in some European countries a lockdown was imposed by governmental decree or ordinance, all private practices having ceased their activity, whereas in other countries a significant number of clinics closed on their own initiative, and those remaining open recorded a staggering decrease in the number of patients. Courses, conferences, and congresses have been cancelled one after another throughout Europe. As a result of the cancellation of many flights, the activity in the branch of dental tourism has ceased almost entirely. For two months, an extremely small number of medical units, especially hospitals, were reorganized to provide care in dental emergencies, according to a very strict protocol to limit the risk of contamination. In view of resuming their activity as of May, professionals in the sector had to meet several severe protection conditions, regulated by institutional documents by the National Orders/Colleges of Dentists. In October, in the face of the second wave of the pandemic, the governments of European countries took less restrictive measures in an attempt to avoid a new lockdown and the decrease in the supply of goods and services to the population to such a great extent, so this time, governments have not closed private practices, despite the fact that in some countries the beginning of November has brought about a new isolation – albeit a partial one – and a renewed closedown of some businesses. We will analyze, in the context of the ongoing pandemic, the situation of this sector in several European countries. Given that the demand for dental services has only decreased very little, professionals in the sector have tried in various ways to continue their work so as not to sacrifice the dental health of the population. The risk/benefit ratio is very hard to manage in this field, so precautions, prevention, and protection measures in dental practices remain of the utmost importance. If the branch of organization of courses, conferences, congresses can compensate to a certain extent the sharp decline in revenues during the lockdown period by moving the activity on online platforms, the branch of dental tourism is still suffering massively, and the possibilities of recovery are greatly reduced. Dentists remain the most exposed to risks. They are facing medical and financial concerns and have to make final treatment decisions amidst an uncertain and dangerous situation