Relevant bibliographies by topics / Managing teams

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Managing teams'

Author: Grafiati
Published: 28 June 2021
Last updated: 28 January 2023

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Journal articles on the topic "Managing teams"

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Holpp, Lawrence. "Managing Teams." Team Performance Management: An International Journal 6, no. 3/4 (June 1, 2000): 73–76. http://dx.doi.org/10.1108/tpm.2000.6.3_4.73.5.

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Roufaiel, Nazik S., and Marv Meissner. "Self‐managing teams." Benchmarking for Quality Management & Technology 2, no. 1 (March 1995): 21–37. http://dx.doi.org/10.1108/14635779510081625.

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Johne, Axel. "Self-managing teams." Technovation 12, no. 6 (September 1992): 415. http://dx.doi.org/10.1016/0166-4972(92)90008-6.

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LaBrosse, Michelle. "Managing virtual teams." Employment Relations Today 35, no. 2 (March 2008): 81–86. http://dx.doi.org/10.1002/ert.20205.

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Petreska, Ena. "MANAGING VIRTUAL TEAMS." Economic Development 24, no. 4 (2022): 160–73. http://dx.doi.org/10.55302/ed22244160p.

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Tarim, T. B. "Managing technical professionals: managing remote teams." IEEE Engineering Management Review 41, no. 2 (2013): 3–4. http://dx.doi.org/10.1109/emr.2013.2259971.

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Jaqua, Ecler Ercole, and Terry Jaqua. "Managing Groups and Teams." International Journal of Research Studies in Medical and Health Sciences 6, no. 4 (2021): 6–8. http://dx.doi.org/10.22259/ijrsmhs.0604002.

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Dogan, Mustafa, and Pinar Yildirim. "Managing automation in teams." Journal of Economics & Management Strategy 31, no. 1 (September 28, 2021): 146–70. http://dx.doi.org/10.1111/jems.12456.

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Monalisa, Mitali, Tugrul Daim, Fahim Mirani, Pranabesh Dash, Rabah Khamis, and Vijay Bhusari. "Managing Global Design Teams." Research-Technology Management 51, no. 4 (July 2008): 48–59. http://dx.doi.org/10.1080/08956308.2008.11657514.

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Gwynne, Peter. "Managing Culturally Diverse Teams." Research-Technology Management 52, no. 1 (January 2009): 68–69. http://dx.doi.org/10.1080/08956308.2009.11657550.

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Dissertations / Theses on the topic "Managing teams"

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Antoniadis, Dimitris. "Managing complexity in project teams." Thesis, Loughborough University, 2009. https://dspace.lboro.ac.uk/2134/12790.

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The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a nonlinear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed. Interconnections between the various project parties, from individuals to companies, have always been identified as an area which requires attention. Indeed, project management subprocesses that have to consider interconnections, such as selection of project team members, structuring the project teams as well as the management style adopted, are either not implemented or the execution remains subjective, despite the existence of appropriate techniques. Considering that complexity occurs in non-linear systems and interconnections, the lack of appropriate means affects the implementation of such sub-processes and consequently performance. Investigating the complexity of the interconnections for the two sub-processes and the management style adopted and enabling the management of its effects must enhance implementation and thus project outcome. Therefore, the development of a framework is proposed which, by using existing knowledge and complexity characteristics, will allow project management (PM) practitioners the multiple implementation of actions for the management of the effects of the complexity of interconnections on construction projects through the two sub-processes and the management style adopted. The rationale of this investigation is that interconnections, formed between and affected by social entities in projects, give rise to complexity, which can be managed by improving the project organisation and the management style followed. A research strategy was established which encompassed a survey, interviews and case studies with both UK client and construction PM practitioners. The survey results confirmed previous findings and indicated that, although PM practitioners are aware of techniques and are given guidance, these are neither implemented nor considered. Consequently, project management outcome remains only at acceptable levels. Interviews confirmed that the complexity of interconnections is not considered and very limited actions are taken to manage its effects when organising project teams or considering the management style to be followed. Indeed the effect of complexity of interconnections on project performance is dramatic as established through the case studies. Therefore, consideration should be given to means for managing complexity of interconnections when selecting team members, structuring the project teams and when deciding on the management style to be adopted. Awareness and guidance on processes currently given to PMs has to materialise, and this can be achieved through the use of the framework for managing the complexity of interconnections.
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Holmgren, Fredrik, and Karl-Rikard Johansson. "Crisis Management : The nature of managing crises." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27208.

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Purpose - The purpose of this thesis is to provide recommendations for commercial organizations when managing crises. By examining the ongoing operations of health care organizations the thesis will investigate the application of a similar structure toward commercial organizations. Background - In the globalized a fast paced reality we operate in it is essential for organizations to be prepared for the unthinkable. This have been illustrated not only in reality, but also empathized by a vast amount of researchers. A survey made by Steelhenge, an international consultancy, argues that organizations are not sufficiently prepared for crises. Researchers have also notified this lack of crisis preparedness within organizations. We argue that being crisis prepared is an essential factor and responsibility for commercial organizations in modern society. Method - In order to answer the research questions we have used a qualitative research method. The qualitative research method is further linked to the descripto-exploratory purpose, abductive reasoning and directed content analysis that provide a mixture of concept and data driven categories. We have conducted semi-structured, one-on-one interviews within health care organizations and commercial organizations. The respondents were chosen by a purposive and self-selecting sampling method. Conclusion - The empirical study suggests that there are learning’s to be considered for commercial organizations by applying health care organizations operational structure. What can be concluded is that health care organizations rely on coordination between individuals or teams to solve multi-functional issues. Commercial organizations would implement CMT’s to use a similar structure with all the essential factors for efficient coordination.
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Ochieng, Edward G. "Framework for managing multi-cultural project teams." Thesis, Loughborough University, 2008. https://dspace.lboro.ac.uk/2134/15627.

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The theory and practice of team integration has changed fundamentally over the last five years, driven by the growing demands of multi-cultural team working and greater understanding of cultural issues and diversity in the internationalised construction environment. According to the literature reviewed, the challenge to the construction industry in both developed and developing countries is to address its poor performance on people management by focusing on multicultural team working. Different reports published by governing bodies in developed countries such as the UK continue to highlight that clients need to improve their understanding of how construction can best meet their business needs and help lead the process of creating integrated teams. Consequently, there have been a number of empirical studies on project teams, particularly focussing on measures of team success. However, the consequences of transition from monoculture to multi-cultural project teams remain largely unexplored in construction management research.
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Feise, Philipp, and von Hatzfeldt Trachenberg Paul Philipp Maria Graf. "The Effects of Digitalization on Managing Project Teams." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44003.

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Background: In various industries, market power is concentrated on a few major companies, which makes competition increasingly challenging for small and medium-sized enterprises. Those SMEs are furthermore impacted by the characteristics of their industry and need to change constantly and adapt to maintain competitive in this challenging market environment. The IT sector is characterized by a high degree of digitalization, quickly changing customer needs, and short lifecycles. Thus, many IT firms apply agile working methods, increase working in teams, and use different digital tools and applications. In many cases, those adjustments also impact the organizational structure of the firm and require a change in management. Purpose: In the context of a medium-sized IT firm, this study aims to evaluate the effects of digitalization on management innovation in project teams. Method: To gain a deep understanding of the researched topic, we chose a qualitative interview-based study. We collected the data for this single-case study in semi-structured interviews and applied purposeful sampling (theory based). For the data analysis, we used content analysis (open code; grouping; categorization). Conclusion: We developed a framework describing the influence of digitalization on management innovation in six dimensions, which emerged in the study. Those dimensions are project teams, virtual teams, communication & collaboration, trust, technology, as well as leadership & management. Digitalization strongly influences management innovations in all six identified fields. Digitalization, management innovation, and the respective field are interdependent. In our case, we found that digitalization acts as an enabler or simplifier for management innovation in all six dimensions.
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Suazo, Kïrsten N. "Effectively managing a virtual workforce." [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/KSuazoPartI2006.pdf.

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Shemla, Meir, and Jürgen Wegge. "Managing diverse teams by enhancing team identification: The mediating role of perceived diversity." SAGE Publications, 2018. https://tud.qucosa.de/id/qucosa%3A71545.

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Although diversity provides a greater pool of knowledge and perspectives, teams often do not realize the potential offered by these additional informational resources. In this study, we develop a new model seeking to explain when and how teams that are diverse in terms of educational background utilize the afforded informational variety by engaging in deeper elaboration of task-relevant information. We found that collective team identification moderated the relationship between educational team diversity and elaboration of task-relevant information, such that under high (low) levels of team identification, educational diversity was positively (negatively) related to information elaboration. As expected, this moderating effect was shown to be mediated simultaneously through two different types of perceived team diversity. We found that the negative path was mediated through a perceived diversity measure reflecting a split into subgroups, whereas the positive path was mediated through a perceived diversity measure reflecting perceived educational heterogeneity. Taken together, this study contributes to the team diversity literature by shedding light on the important role of collective team identification in unlocking the potential of objective educational team diversity, by uncovering the underlying mechanisms accounting for this effect, and by demonstrating the usefulness of distinguishing between different types of perceived diversity.
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Hass, Nicolette P. "The power of teams: Do self-managing work teams influence managers' perceptions of potency?" Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4961/.

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The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.
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Ollilainen, Anne Marjukka. "Gendered Processes in Self-Managing Teams: A Multiple Case Study." Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/27105.

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This study examines how gender as a socio-cultural construction factors in the currently occurring change from a bureaucratic work organization to more interactive and team-based structures. Informed by Joan Acker's theory of gendered organization, I identify processes that produce and reproduce gendered relationships of domination and subordination in self-managing teams, despite the premise that self-managing teams foster more egalitarian workplace relations. In a multiple case study, using in-depth interviews and participant observation, I examine four currently functioning, mixed-sex, self-managing teams in two service sector organizations and one manufacturing plant. The objective of the study is to uncover how and in what ways gender is present in teamwork and shapes various routine work processes. The so-called “gendered processes“ I found to occur in the four case-study teams include a gender division of team tasks that required women to perform clerical work even when teams were supposed to implement cross-functional task sharing. Gendered processes also took place through interaction and team metaphors of “family“ and “football team.“ I illustrate how the construction of emotions in teamwork marginalized women's contributions and how women and men consciously employed strategies to fit into expectations of gender-appropriate behavior. Despite these gender divisions, I suggest that one possible way for teams to improve organizational gender equality is that they emphasize non-hierarchical spatial arrangements. Finally, although I found gendered processes in all four teams, the ways in which gender shaped teamwork varied according to the organizational status position of a team. Also self-management proved the most comprehensive in teams that functioned at the higher organizational levels. I thank the Finnish Work Environment Fund, The Foundation for Economic Education, and Ella and Georg Ehrnrooth's Foundation, all of Helsinki, Finland, for their financial support towards the completion of this dissertation. This study was also supported by dissertation grants from Eemil Aaltonen's Foundation of Tampere, Finland and Oskar à flund's Foundation of Espoo, Finland, for which I am grateful.
Ph. D.
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Larson, Wanda J. "Team Member Characteristics Contributing to High Reliability in Emergency Response Teams Managing Critical Incidents." Diss., The University of Arizona, 2011. http://hdl.handle.net/10150/145418.

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Emergency response team (ERT) member characteristics that contribute to High Reliability performance during patient care resuscitation events or other Critical Incident Management Situations are poorly understood. Findings from this study describe individual characteristics that experienced interprofessional ERT members perceive as contributing to High Reliability performance within the critical incident management context. This study supports the need for interprofessional research about emergency response teams’ High Reliability in hospital-based settings. ERT High Reliability, or “better than expected” team performance has been linked to overall patient care and safety. The purpose of this study was to identify and describe individual team member characteristics that contribute to High Reliability performance of ERT members and the overall emergency response team in a naturalistic setting during Critical Incident Management Situations. Using a qualitative descriptive design, data collection included participant observations, field notes, and interviews. Narrative data were audio-taped, transcribed and coded using Ethnograph v6©. Data content were analyzed thematically using inductive interpretive methods. Two major domains derived from the data were Self-Regulation and Whole-Team Regulation. The overarching theme, Orchestrating High Reliability at the Edge of Chaos, encompassed characteristics contributing to High Reliability performance of the ERT during Critical Incident Management Situations.
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Mathur, Praveen S. M. Massachusetts Institute of Technology. "Managing projects utilizing self-managed teams and managerial toolkits." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55222.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 77-78).
Project Management is an essential function in most software companies today. With increasing complexity and inter connectivity between software projects, it is not surprising that managing such large scale development projects can be expensive and extremely time consuming for the sponsoring organization. In large scale complex software projects the project manager has to ensure that enough resources are allocated to the project and foster an environment of communication and teamwork, but accomplish all this with little authority over the project team. This traditional approach to managing project relies on the skills and experience of a project manager but is fraught with pitfalls that can lead the project in the wrong direction if corrective action is not taken in a timely fashion. Any misstep during the project lifecycle due to scope creep or miscommunication can ultimately push the project to miss deadlines or be over budget. Another alternative approach to software development is using self organizing teams. Free/Open Source software development approach uses the concept of self organizing teams to collaborate at a global scale using communities of developers. The F/OSS paradigm, based on cooperation and collaboration among developers from all over the world, introduces methodologies and development models different from those usually utilized within the proprietary software industry.
(cont.) In it, communities of developers and users share a common interest in a project and interact regularly with one another to share knowledge collaboratively solve a common problem. This approach reduces the overhead required in communication and coordination by sharing information with all members of the project and relies on automating some of the essential elements of the project. The thesis synthesizes the use of automated tools as it applies to the project toolkit and uses case studies to understand how F/OSS development approach can be used in organizations to reduce project's dependence on a project manager.
by Praveen Mathur.
S.M.
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Books on the topic "Managing teams"

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Managing teams. New York: McGraw-Hill, 1999.

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Brzostowski, Matthew Adam. Managing teams. United States: Matthew Adam Brzostowski, 2012.

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Managing teams. New York: DK Pub., 1998.

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Managing teams. London: Dorling Kindersley, 1998.

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Phillips, Nicola. Managing international teams. Burr Ridge, Ill: Irwin Professional Pub., 1994.

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Wellington, Patricia. Managing successful teams. Philadelphia, PA: Kogan Page, 2012.

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Managing international teams. London: Pitman, 1992.

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Wellington, Patricia. Managing successful teams. Philadelphia, PA: Kogan Page, 2012.

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Birnbrauer, Herman. Managing by teams. [Bensalem, Pa.]: Institute for Business & Industry, 1985.

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Walzel, Stefan, and Verena Römisch, eds. Managing Sports Teams. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-56495-7.

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Book chapters on the topic "Managing teams"

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Sewell, Graham, Liz Fulop, Stephen Linstead, and William D. Rifkin. "Managing teams." In Management, 207–51. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15064-9_7.

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Procter, Stephen, Liz Fulop, Stephen Linstead, Frank Mueller, and Graham Sewell. "Managing teams." In Management and Organization, 539–74. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_12.

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Abramson, Neil Remington, and Robert T. Moran. "Teams." In Managing Cultural Differences, 238–57. Tenth Edition. | New York : Routledge, 2018. | Revised edition of the authors’ Managing cultural differences, 2014.: Routledge, 2017. http://dx.doi.org/10.4324/9781315403984-8.

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Anderson, Jesse. "Managing Big Data Projects." In Data Teams, 135–49. Berkeley, CA: Apress, 2020. http://dx.doi.org/10.1007/978-1-4842-6228-3_9.

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Serrat, Olivier. "Managing Virtual Teams." In Knowledge Solutions, 619–25. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-0983-9_68.

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Ireland, Shawn. "Managing virtual teams." In People Management, 125–51. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-21389-0_7.

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Sargeant, Adrian, and Jayne George. "Managing fundraising teams." In Fundraising Management, 426–52. 4th ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003097433-17.

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Dale, B. G., J. Bamford, D. Bamford, and A. van der Wiele. "Teams and Teamwork." In Managing Quality 6e, 271–82. Chichester, UK: John Wiley & Sons, Ltd, 2016. http://dx.doi.org/10.1002/9781119302735.ch11.

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Corbitt, Gail, and Ben Martz. "Managing Teams of Teams: Lessons Learned." In Educational Innovation in Economics and Business VI, 51–62. Dordrecht: Springer Netherlands, 2002. http://dx.doi.org/10.1007/978-94-017-1390-0_4.

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Einhorn, Frank. "Project Teams and Organization." In Managing Business Projects, 123–37. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003321101-15.

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Conference papers on the topic "Managing teams"

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Rohn, Janice Anne, and Carola Fellenz Thompson. "Managing UX teams." In CHI '14: CHI Conference on Human Factors in Computing Systems. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2559206.2566672.

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Rohn, Janice A., and Carola Fellenz Thompson. "Managing UX teams." In CHI '13 Extended Abstracts on Human Factors in Computing Systems. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2468356.2468815.

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Rohn, Janice, Dennis Wixon, Jim Nieters, and Carola Thompson. "Managing UX teams." In the 2011 annual conference extended abstracts. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979542.

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Rohn, Janice, and Dennis Wixon. "Managing user experience teams." In the 2012 ACM annual conference extended abstracts. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2212776.2212695.

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Bhusari, Vijay, Mitali Monalisa, Rabah Khamis, Fahim Mirani, and Pranabesh Dash. "Managing Global Design Teams." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349458.

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Jain, Jhilmil, Catherine Courage, Jon Innes, Elizabeth Churchill, Arnie Lund, and Daniel Rosenberg. "Managing global UX teams." In the 2011 annual conference extended abstracts. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979492.

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Rohn, Janice, and Dennis Wixon. "Managing user experience teams." In the 2011 annual conference extended abstracts. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1979742.1979567.

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Dakich, M. "Building and managing teams." In IPCC 98. Contemporary Renaissance: Changing the Way we Communicate. Proceedings 1998 IEEE International Communication Conference. IEEE, 1998. http://dx.doi.org/10.1109/ipcc.1998.726974.

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Czyl, Peter. "Managing Expensive Contract Labor Teams." In World Aviation Congress & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-5649.

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Goodrich, Michael A., Timothy W. McLain, Jeffrey D. Anderson, Jisang Sun, and Jacob W. Crandall. "Managing autonomy in robot teams." In Proceeding of the ACM/IEEE international conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1228716.1228721.

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Reports on the topic "Managing teams"

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Shyshkina, Mariya P., and Maiia V. Marienko. Augmented reality as a tool for open science platform by research collaboration in virtual teams. [б. в.], February 2020. http://dx.doi.org/10.31812/123456789/3755.

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The provision of open science is defined as a general policy aimed at overcoming the barriers that hinder the implementation of the European Research Area (ERA). An open science foundation seeks to capture all the elements needed for the functioning of ERA: research data, scientific instruments, ICT services (connections, calculations, platforms, and specific studies such as portals). Managing shared resources for the community of scholars maximizes the benefits to society. In the field of digital infrastructure, this has already demonstrated great benefits. It is expected that applying this principle to an open science process will improve management by funding organizations in collaboration with stakeholders through mechanisms such as public consultation. This will increase the perception of joint ownership of the infrastructure. It will also create clear and non-discriminatory access rules, along with a sense of joint ownership that stimulates a higher level of participation, collaboration and social reciprocity. The article deals with the concept of open science. The concept of the European cloud of open science and its structure are presented. According to the study, it has been shown that the structure of the cloud of open science includes an augmented reality as an open-science platform. An example of the practical application of this tool is the general description of MaxWhere, developed by Hungarian scientists, and is a platform of aggregates of individual 3D spaces.
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Doo, Johnny. Unsettled Issues Concerning the Opportunities and Challenges of eVTOL Applications during a Global Pandemic. SAE International, October 2020. http://dx.doi.org/10.4271/epr2020022.

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Electric vertical takeoff and landing (eVTOL) aircraft technology has developed beyond the traditional aviation industry and now influences the creation of new and novel transportation applications. Some experts even suggest on-demand eVTOL logistics capabilities could be harnessed by crisis response teams to c ombat a future pandemic. The lessons of the COVID-19 crisis highlighted the challenges of managing a global pandemic response due to the difference in regional and local resources, culture, and political systems. Although there may not be a uniform crisis management strategy that the world can agree on, next-generation vertical flight vehicles could be used to distribute limited medical equipment, supplies, and personnel to hot spots faster than conventional aircraft or ground vehicles. However, creating this capability is not easy. This SAE EDGE™ Research Report by Johnny Doo addresses the opportunities and challenges of establishing an eVTOL fleet, including deployment, supporting infrastructure, and fleet management.
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Fresco, A., M. Subudhi, W. Gunther, E. Grove, and J. Taylor. Managing aging in nuclear power plants: Insights from NRC maintenance team inspection reports. Office of Scientific and Technical Information (OSTI), December 1993. http://dx.doi.org/10.2172/10121478.

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Wayant, Nicole. Adapting agile philosophies and tools for a research environment. Engineer Research and Development Center (U.S.), September 2022. http://dx.doi.org/10.21079/11681/45442.

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There exist myriad project management methodologies, but none is focused solely on scientific research. Research projects are unique compared to other types of projects, including software development, manufacturing, and drug trials; research projects inherently have unplanned risks. These risks provide a challenge to managing resources, developing schedules, and providing team ownership while still achieving project goals. To help mitigate the risks and the challenges associated with scientific research, a methodology to manage research projects needs to be developed.
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Clement, Michael. Engineering With Nature website user guide. Engineer Research and Development Center (U.S.), March 2022. http://dx.doi.org/10.21079/11681/43440.

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The Engineering With Nature (EWN) program is a high-profile effort that aims to deliver cost-effective, broadly beneficial solutions to natural re-source and sustainability challenges across the nation. A portion of this is accomplished through the use of the EWN website, which features news, podcasts, articles, and more. The content on the EWN website serves to educate and inform hundreds of visitors monthly. This content is generated and managed by EWN team members with web development experience, as it requires manually editing the website HTML and staging changes on a development server. With the EWN website 2.0, a new website framework (WordPress) has been implemented that will save content managers time and effort by providing a front-end user interface (UI) to enable the uploading, staging, and approval of new content for the website, along with a visual refresh to herald the impending release of season 2 of the EWN Podcast. This document’s purpose is to demonstrate the functionality of the new EWN website and provide instructional material for those managing content via the new EWN website.
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Pettit, Chris, and D. Wilson. A physics-informed neural network for sound propagation in the atmospheric boundary layer. Engineer Research and Development Center (U.S.), June 2021. http://dx.doi.org/10.21079/11681/41034.

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We describe what we believe is the first effort to develop a physics-informed neural network (PINN) to predict sound propagation through the atmospheric boundary layer. PINN is a recent innovation in the application of deep learning to simulate physics. The motivation is to combine the strengths of data-driven models and physics models, thereby producing a regularized surrogate model using less data than a purely data-driven model. In a PINN, the data-driven loss function is augmented with penalty terms for deviations from the underlying physics, e.g., a governing equation or a boundary condition. Training data are obtained from Crank-Nicholson solutions of the parabolic equation with homogeneous ground impedance and Monin-Obukhov similarity theory for the effective sound speed in the moving atmosphere. Training data are random samples from an ensemble of solutions for combinations of parameters governing the impedance and the effective sound speed. PINN output is processed to produce realizations of transmission loss that look much like the Crank-Nicholson solutions. We describe the framework for implementing PINN for outdoor sound, and we outline practical matters related to network architecture, the size of the training set, the physics-informed loss function, and challenge of managing the spatial complexity of the complex pressure.
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Phillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.

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This research sought to understand the impact of probation inspection on probation policy, practice and practitioners. This important but neglected area of study has significant ramifications because the Her Majesty’s Inspectorate of Probation has considerable power to influence policy through its inspection regime and research activities. The study utilised a mixed methodological approach comprising observations of inspections and interviews with people who work in probation, the Inspectorate and external stakeholders. In total, 77 people were interviewed or took part in focus groups. Probation practitioners, managers and leaders were interviewed in the weeks after an inspection to find out how they experienced the process of inspection. Staff at HMI Probation were interviewed to understand what inspection is for and how it works. External stakeholders representing people from the voluntary sector, politics and other non-departmental bodies were interviewed to find out how they used the work of inspection in their own roles. Finally, leaders within the National Probation Service and Her Majesty’s Prisons and Probation Service were interviewed to see how inspection impacts on policy more broadly. The data were analysed thematically with five key themes being identified. Overall, participants were positive about the way inspection is carried out in the field of probation. The main findings are: 1. Inspection places a burden on practitioners and organisations. Practitioners talked about the anxiety that a looming inspection created and how management teams created additional pressures which were hard to cope with on top of already high workloads. Staff responsible for managing the inspection and with leadership positions talked about the amount of time the process of inspection took up. Importantly, inspection was seen to take people away from their day jobs and meant other priorities were side-lined, even if temporarily. However, the case interviews that practitioners take part in were seen as incredibly valuable exercises which gave staff the opportunity to reflect on their practice and receive positive feedback and validation for their work. 2. Providers said that the findings and conclusions from inspections were often accurate and, to some extent, unsurprising. However, they sometimes find it difficult to implement recommendations due to reports failing to take context into account. Negative reports have a serious impact on staff morale, especially for CRCs and there was concern about the impact of negative findings on a provider’s reputation. 3. External stakeholders value the work of the Inspectorate. The Inspectorate is seen to generate highly valid and meaningful data which stakeholders can use in their own roles. This can include pushing for policy reform or holding government to account from different perspectives. In particular, thematic inspections were seen to be useful here. 4. The regulatory landscape in probation is complex with an array of actors working to hold providers to account. When compared to other forms of regulation such as audit or contract management the Inspectorate was perceived positively due to its methodological approach as well as the way it reflects the values of probation itself. 5. Overall, the inspectorate appears to garner considerable legitimacy from those it inspects. This should, in theory, support the way it can impact on policy and practice. There are some areas for development here though such as more engagement with service users. While recognising that the Inspectorate has made a concerted effort to do this in the last two years participants all felt that more needs to be done to increase that trust between the inspectorate and service users. Overall, the Inspectorate was seen to be independent and 3 impartial although this belief was less prevalent amongst people in CRCs who argued that the Inspectorate has been biased towards supporting its own arguments around reversing the now failed policy of Transforming Rehabilitation. There was some debate amongst participants about how the Inspectorate could, or should, enforce compliance with its recommendations although most people were happy with the primarily relational way of encouraging compliance with sanctions for non-compliance being considered relatively unnecessary. To conclude, the work of the Inspectorate has a significant impact on probation policy, practice and practitioners. The majority of participants were positive about the process of inspection and the Inspectorate more broadly, notwithstanding some of the issues raised in the findings. There are some developments which the Inspectorate could consider to reduce the burden inspection places on providers and practitioners and enhance its impact such as amending the frequency of inspection, improving the feedback given to practitioners and providing more localised feedback, and working to reduce or limit perceptions of bias amongst people in CRCs. The Inspectorate could also do more to capture the impact it has on providers and practitioners – both positive and negative - through existing procedures that are in place such as post-case interview surveys and tracking the implementation of recommendations.
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Cohen, Roni, Kevin Crosby, Menahem Edelstein, John Jifon, Beny Aloni, Nurit Katzir, Haim Nerson, and Daniel Leskovar. Grafting as a strategy for disease and stress management in muskmelon production. United States Department of Agriculture, January 2004. http://dx.doi.org/10.32747/2004.7613874.bard.

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The overall objective of this research was to elucidate the horticultural, pathological, physiological and molecular factors impacting melon varieties (scion) grafted onto M. cannonballus resistant melon and squash rootstocks. Specific objectives were- to compare the performance of resistant melon germplasm (grafted and non-grafted) when exposed to M. cannoballus in the Lower Rio Grande valley and the Wintergarden, Texas, and in the Arava valley, Israel; to address inter-species relationships between a Monosporascus resistant melon rootstock and susceptible melon scions in terms of fruit-set, fruit quality and yield; to study the factors which determine the compatibility between the rootstock and the scion in melon; to compare the responses of graft unions of differing compatibilities under disease stress, high temperatures, deficit irrigation, and salinity stress; and to investigate the effect of rootstock on stress related gene expression in the scion. Some revisions were- to include watermelon in the Texas investigations since it is much more economically important to the state, and also to evaluate additional vine decline pathogens Didymella bryoniae and Macrophomina phaseolina. Current strategies for managing vine decline rely heavily on soil fumigation with methyl bromide, but restrictions on its use have increased the need for alternative management strategies. Grafting of commercial melon varieties onto resistant rootstocks with vigorous root systems is an alternative to methyl bromide for Monosporascus root rot/vine decline (MRR/VD) management in melon production. Extensive selection and breeding has already produced potential melon rootstock lines with vigorous root systems and disease resistance. Melons can also be grafted onto Cucurbita spp., providing nonspecific but efficient protection from a wide range of soil-borne diseases and against some abiotic stresses, but compatibility between the scion and the rootstock can be problematic. During the first year experiments to evaluate resistance to the vine decline pathogens Monosporascus cannonballus, Didymella bryoniae, and Macrophomina phaseolina in melon and squash rootstocks proved the efficacy of these grafted plants in improving yield and quality. Sugars and fruit size were better in grafted versus non-grafted plants in both Texas and Israel. Two melons (1207 and 124104) and one pumpkin, Tetsukabuto, were identified as the best candidate rootstocks in Texas field trials, while in Israel, the pumpkin rootstock RS59 performed best. Additionally, three hybrid melon rootstocks demonstrated excellent resistance to both M. cannonballus and D. bryoniae in inoculated tests, suggesting that further screening for fruit quality and yield should be conducted. Experiments with ABA in Uvalde demonstrated a significant increase in drought stress tolerance and concurrent reduction in transplant shock due to reduced transpiration for ‘Caravelle’ plants. In Israel, auxin was implicated in reducing root development and contributing to increased hydrogen peroxide, which may explain incompatibility reactions with some squash rootstocks. However, trellised plants responded favorably to auxin (NAA) application at the time of fruit development. Gene expression analyses in Israel identified several cDNAs which may code for phloem related proteins, cyclins or other factors which impact the graft compatibility. Manipulation of these genes by transformation or traditional breeding may lead to improved rootstock cultivars. Commercial applications of the new melon rootstocks as well as the ABA and TIBA growth regulators have potential to improve the success of grafted melons in both Israel and Texas. The disease resistance, fruit quality and yield data generated by the field trials will help producers in both locations to decide what rootstock/scion combinations will be best.
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DeVivo, Joseph C. Inventories 2.0: A plan for the next generation of NPS natural resource inventories. National Park Service, 2019. http://dx.doi.org/10.36967/2266646.

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This Inventory 2.0 plan identifies IMD’s planned role in each of the ten inventories, and lays out a framework for ensuring the inventories led by IMD result in scientifically credible information for parks resource management, planning, and operations; and also identifies the means by which studies to collect new inventory data will be identified, prioritized, and implemented. Highlights include: IMD plans to lead three of the ten inventories (Species, Vegetation Community Mapping, and Surficial Geology/Soils Mapping), and contribute to the others in partnership with other programs. For the three IMD-led inventories, IMD will develop (or work with the Geologic Resources Division to develop) peer-reviewed inventory science plans that will lay out inventory objectives; and methods for data management, analysis, and integration to ensure that credible and useful inventory data are provided to parks in a timely manner. IMD will phase in implementation of IMD-led inventories during the first five years of program implementation. This will allow IMD to focus near-term efforts on meeting needs identified by the greatest number of parks (Species) while conducting necessary scoping to further refine needs for Vegetation Community Mapping and Surficial Geology/Soils Mapping inventories. During the next two years, IMD inventory efforts will be focused on implementing the Species Inventory, beginning with foundational work in advance of field data collection efforts to be funded in 2020. Additional scoping to identify suitable methods and minimum product specifications for Vegetation Community and Surficial Geology/Soils Mapping will be conducted in 2019-2020. These two new inventories will be phased in based on findings from scoping and progress toward closing out existing (1.0) inventory efforts. All I&M parks will be eligible for IMD funding to support inventories (see Appendix A). Non-I&M parks established before 2000 may be eligible for studies and activities to collect new inventory data pending approval of the project by the IMD Leadership Team. Inventories 2.0 funding cannot be spent to collect new data in parks established in 2000 or later, that are not currently served by an I&M network. Existing data from other sources may still be synthesized and delivered to these parks, however. Inventories 2.0 funding will not be used to fund programs or initiatives already funded or implemented by other programs or agencies. We will endeavor to partner with these entities when possible and appropriate to meet inventory needs identified in this plan, and to ensure IMD-created inventory (and monitoring) data are available to support other programs. Data and other information products resulting from new IMD-funded inventory studies will be managed by IMD rather than third-party repositories. This does not preclude sharing data with third parties or use of third-party tools or data distribution systems. At a minimum IMD commits to make inventory data available to others via the NPS Data Store (https://irma.nps.gov/DataStore/) as well as data and/or map services. To the extent possible, IMD management of inventory data will use the data management infrastructure used for managing monitoring data. This includes a commitment to leverage data, tools, systems, and expertise where it already exists. Because of IMD’s explicit mandate to integrate I&M data with planning, wherever practicable, IMD commits to work with NPS Planning to ensure map and data services are integrated into NPS Atlas projects for each park or other planning tools as they are developed over time.
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10

Mizrach, Amos, Sydney L. Spahr, Ephraim Maltz, Michael R. Murphy, Zeev Schmilovitch, Jan E. Novakofski, Uri M. Peiper, et al. Ultrasonic Body Condition Measurements for Computerized Dairy Management Systems. United States Department of Agriculture, 1993. http://dx.doi.org/10.32747/1993.7568109.bard.

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The body condition (BC) score is recognized in the dairy industry as an essential tool for managing the energy reserves of the dairy cow, which is essential for sustaining optimal and efficient production over several lactations. The current use of BC scoring depends on the accuracy of subjective visual estimates, and this limits its kusefulness as a management aid in the dairy industry. A measuring tool that would frequently provide objective data on the cow's body reserves would be a major contribution to efficient dairy herd management. Ultrasonic sensors have the potential to be developed into an efficient BC measuring device, and the experimental use of such sensors for subcutaneous fat thickness (SDFT) estimates, as an indication for BC in beef cattle, supports this assumption. The purposes of this project were: 1. To compare visual BC scoring and ultrasonic fat thickness with on-line automated body weight (BW) measurements as monitors of nutritional adequacy of dairy cows at various stages of lactation. 2. To determine the effects of variation in digestive fill in early and late lactation on the accuracy of body weight measurements in lactating cows. 3. To modify an existing ultrasonic system and develop a specialized, low-cost sensor for repeatable determination of body condition scores by users with minimal training and skill. 4. To develop a standard for the assignment of body condition scores based on ultrasonic measurements of subdermal fat thickness. The procedure to execute these objectives involved: 1. Frequent measurement of BW, milk yield (MY), BC (visually scored) and subdermal fat thickness ultrasonically measured of dairy cows, and data analysis on average and individual basis. 2. Testing and selection of an appropriate special-purpose sensor, finding an optimum body location for working an ultrasonic measurement, prcessing the signals obtained, and correlating the resulting measurements with performance responses in lactating cows. Linking the ultrasonic signals to BC scores, and developing a BC scoring data acquisition system are the first steps towards fulfilling the necessary requirements for incorporating this device into an existing dairy herd management system, in order to provide the industry with a powerful managment tool. From the results obtained we could conclude that: 1. BC does not correlate with BW changes during all stages of lactation, although in general terms it does. These results were confirmed by individual cow BW and BC data obtained during the course of lactation, that were supported by individual objective ultrasonic measurement of SDFT. 2. BW changes reflect energy metabolism reliably ony after peak milk yield; early in lactation, a decrease in BW expresses mobilization of body reserves only qualitatively, and not quantitatively. 3. Gastrointestinal content increases throughout the whole period during which dry matter intake (DMI) increases. The drastic increase very early in lactation prevents the use of BW changes as a basis for quantitative estimatio of energy meatabolism; at this stage of lactation, konly a BC score or any other direct measurements willl provide a quantitative estimate of energy metabolism. 4. Ultrasonic measurements of subdermal fat thickness can be used to quantify changes that correlate with the actual condition of the cow, as assessed by performance and the traditional way of scoring. 5. To find the best site on the cow's body at which to obtain responses to BC and its changes in the course of lactation, additional sites have to be examined. From the present study, it seems that the sites between ribs 12 and 13 have the potential for this purpose. 6. The use of templates made it easier to repeat measurements at a desired site and spot. However, the convenient easy-to-handle way to standardize the measurement, described in this study, koffers scope for improvement. 7. The RF peak values of the A-mode are better indicators of the location of fat layer borders than image analysis, from the point of view of future commercial development. 8. The distances between the RF peaks of the A-mode can be automatically measured by suitable software, for future commercial development. 9. Proper analysis of daily body weight and milk yield data can provide the necessary information on body condition changes during lactation, until a direct BC measurement device is developed. 10. In any case, at least one visual BC assessment has to be done, preferably immediately after calving, for calibration purposes.
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