EC32-134 Sweet Clover Management

Sweet clover has made a phenomenal growth in popularity and acreage during recent years. In Nebraska, the production increased from 30,000 acres in 1920 to 1,126,000 acres in 1930, an expansion of over one million acres in a 10-year period. Just a few years ago, when sweet clover was classified as a weed, it was the subject of proposed state legislation to prevent its production and spread. Today sweet clover has a recognized place among standard crops and in rotation systems. The acreage of sweet clover in Nebraska is now practically equal to that of alfalfa and is more than ten times that of red clover. Some Nebraska counties grow more than 40,000 acres of sweet clover annually. This 1932 extension circular discusses the kinds of sweet clover; time and method of seeding; kinds of seed and rates of seeding; liming and inoculation; growth habits; utilization of sweet clover for pasture, soil building, hay and seed; and sweet clover in wild hay meadows.

EC31-133 The Management of Nebraska Soils (Revised March 1936)

The agricultural lands of this country are its greatest natural resource. History points out that nations with vast areas of good farm land are most likely to prosper and survive over long periods of time. Local communities, too, prosper and flourish in proportion to the productiveness of the surrounding land. Schools, social life, and business develop best in areas where the land is productive and properly managed and conserved. Nebraska, in common with other states, has suffered by the depletion of soil fertility. The reduction in acres in legumes and grasses, and the deplation of the organic matter in the surface soils, has likewise had its effect on the run-off of precipitation, soil blowing, and damage from drouth. In order to know what elements of fertility may become deficient and how soil fertility may be restored and maintained, we should understand the composition, character, and management of soils. In the following pages, some fundamentals of soil feritlity are given, followed later by a discussion of practical soil-management practices.

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

Centralized vs. Distributed Connection Management Schemes under Different Traffic Patterns in Wavelength-Convertible Optical Networks

Centralized and Distributed methods are two connection management schemes in wavelength convertible optical networks. In the earlier work, the centralized scheme is said to have lower network blocking probability than the distributed one. Hence, much of the previous work in connection management has focused on the comparison of different algorithms in only distributed scheme or in only centralized scheme. However, we believe that the network blocking probability of these two connection management schemes depends, to a great extent, on the network traffic patterns and reservation times. Our simulation results reveal that the performance improvement (in terms of blocking probability) of centralized method over distributed method is inversely proportional to the ratio of average connection interarrival time to reservation time. After that ratio increases beyond a threshold, those two connection management schemes yield almost the same blocking probability under the same network load. In this paper, we review the working procedure of distributed and centralized schemes, discuss the tradeoff between them, compare these two methods under different network traffic patterns via simulation and give our conclusion based on the simulation data.

Determining spatial and temporal scales for management: lessons from whaling

Selection of the appropriate management unit is critical to the conservation of animal populations. Defining such units depends upon knowledge of population structure and upon the timescale being considered. Here, we examine the trajectory of eleven subpopulations of five species of baleen whales to investigate temporal and spatial scales in management. These subpopulations were all extirpated by commercial whaling, and no recovery or repopulation has occurred since. In these cases, time elapsed since commercial extinction ranges from four decades to almost four centuries. We propose that these subpopulations did not recover either because cultural memory of the habitat has been lost, because widespread whaling among adjacent stocks eliminated these as sources for repopulation, and/or because segregation following exploitation produced the abandonment of certain areas. Spatial scales associated with the extirpated subpopulations are frequently smaller than those typically employed in management. Overall, the evidence indicates that: (1) the time frame for management should be at most decadal in scope (i.e., <100 yr) and based on both genetic and nongenetic evidence of population substructure, and (2) at least some stocks should be defined on a smaller spatial scale than they currently are.