Spatial Management of Wildlife Disease

The spread of wildlife diseases is a major threat to livestock, human health, resource-based recreation, and biodiversity conservation (Cleaveland, Laurenson, and Taylor). The development of economically sound wildlife disease-management strategies requires an understanding of the links between ecological functions (e.g., disease transmission and wildlife dispersal) and economic choices, and the associated tradeoffs. Spatial linkages are particularly relevant. Yet while ecologists have long-argued that space is important (Hudson et al.), prior economic work has largely ignored spatial issues. For instance, Horan and Wolf analyzed a case study of bovine tuberculosis (bTB) in Michigan deer, a problem where the disease appears to be confined to a single, spatially confined, wildlife population—an island. But wildlife disease matters generally are not spatially confined. Barlow, in analyzing bTB in possums in New Zealand, accounted for immigration of susceptible possums into a disease reservoir. However, he modeled immigration as fixed and unaffected by management. Bicknell, Wilen, and Howitt, also focusing on possums in New Zealand, developed a model that incorporates simple density-dependent net migration. This allowed the authors to account for endogenous immigration when deriving optimal culling strategies.

Talent Management in Higher Education: Developing Emerging Leaders Within the Administration at Private Colleges and Universities

This research focused on identifying a series of successful practices relating to administrative talent management within the higher education setting. The field study included a thorough examination of seven small to mid-size private colleges and universities that have incorporated employee development strategies. These strategies were aimed at growing future leaders from within the organization in order to achieve continuity and support institutional priorities. Specifically, several focus areas were investigated including presidential vision, leadership commitment, talent management’s place among institutional priorities, program characteristics, and program evaluation. Among the commonalities that were gathered included support at the senior officer level who serve as advocates, mentors, and program facilitators, a strong connection between talent management and the institutions’ strategic plans, and a holistic approach to developing talent at all levels of the organizations. In addition, both coaching and opportunities for growth in the work environment were evident within several of the institutions. Also, academic leadership development was considered to be a part of the talent management strategy within three of the colleges and universities. The key differentiators included the incorporation of organizational and leadership competencies to provide focus toward the performance development process at two institutions, the implementation of a succession planning model at another institution, and the location of human resource generalists in departments across two of the institutions to identify learning opportunities for both individuals and work teams. Based on both the findings from the field study and the literature review, a comprehensive procedural model is introduced that serves to support human resource departments and higher education professionals, in general, who are looking to either begin or broaden their own talent management approach. However, despite the progress that has been made across several institutions noted throughout the research study, much more must be learned in terms of how the time and resources invested in talent management translates to institutional success. Advisor: James O‘Hanlon

Climate Change and Water Resources Management: A Federal Perspective

Many challenges, including climate change, face the Nation’s water managers. The Intergovernmental Panel on Climate Change (IPCC) has provided estimates of how climate may change, but more understanding of the processes driving the changes, the sequences of the changes, and the manifestation of these global changes at different scales could be beneficial. Since the changes will likely affect fundamental drivers of the hydrological cycle, climate change may have a large impact on water resources and water resources managers. The purpose of this interagency report prepared by the U.S. Geological Survey (USGS), U.S. Army Corps of Engineers (USACE), Bureau of Reclamation (Reclamation), and National Oceanic and Atmospheric Administration (NOAA) is to explore strategies to improve water management by tracking, anticipating, and responding to climate change. The key points below briefly summarize the chapters in this report and represent underlying assumptions needed to address the many impacts of climate change.

When "Reason" Is In the Eye of the Beholder: A Reexamination of the "Reasonable Man" Standard as Applied to Organizational Management

“Specifically, issues of race, gender, disability, status, etc. provide a new context in which to judge the reasonableness of an individual’s actions.”