Negative change and job outcomes : the impact of subjective fit in public sector health care organization

There is an ongoing level of organizational-wide change (such as empowerment and downsizing) occurring within the Australian health care sector. However, there is a paucity of empirical evidence on how public and nonprofit sector nurses cope with these organizational-wide change initiatives and their consequences on individual and work outcomes. This will be the primary aim of the current paper. To this end, a path model is developed base on an integration of existing theoretical perspectives on occupational stress, change management, and person-organizational fit. Data were collected from 252 public and not-for-profit sector nurses. The path analysis suggests that public and nonprofit nurses experience positive and negative change initiatives. Negative change initiatives resulted in an increase in the level of administrative-related stressors. Nurses with more congruent values report less experience with administrative stressors. As nurses experienced more administrative stressors, they tend to report more job dissatisfaction. Nurses whose values were more congruent during organizational change reported higher level of psychological wellbeing. Nurses who were had higher level of psychological wellbeing were found to have higher job satisfaction, which subsequently led to a higher level of organizational commitment.

How terrorist campaigns end : The Rode Jeugd in the Netherlands and the Symbionese Liberation Army in the United States

This study explores the decline of terrorism by conducting source-based case studies on two left-wing terrorist campaigns in the 1970s, those of the Rode Jeugd in the Netherlands and the Symbionese Liberation Army in the United States. The purpose of the case studies is to bring more light into the interplay of different external and internal factors in the development of terrorist campaigns. This is done by presenting the history of the two chosen campaigns as narratives from the participants’ points of view, based on interviews with participants and extensive archival material. Organizational resources and dynamics clearly influenced the course of the two campaigns, but in different ways. This divergence derives at least partly from dissimilarities in organizational design and the incentive structure. Comparison of even these two cases shows that organizations using terrorism as a strategy can differ significantly, even when they share ideological orientation, are of the same size and operate in the same time period. Theories on the dynamics of terrorist campaigns would benefit from being more sensitive to this. The study also highlights that the demise of a terrorist organization does not necessarily lead to the decline of the terrorist campaign. Therefore, research should look at the development of terrorist activity beyond the lifespan of a single organization. The collective ideological beliefs and goals functioned primarily as a sustaining force, a lens through which the participants interpreted all developments. On the other hand, it appears that the role of ideology should not be overstated. Namely, not all participants in the campaigns under study fully internalized the radical ideology. Rather, their participation was mainly based on their friendship with other participants. Instead of ideology per se, it is more instructive to look at how those involved described their organization, themselves and their role in the revolutionary struggle. In both cases under study, the choice of the terrorist strategy was not merely a result of a cost-benefit calculation, but an important part of the participants’ self-image. Indeed, the way the groups portrayed themselves corresponded closely with the forms of action that they got involved in. Countermeasures and the lack of support were major reasons for the decline of the campaigns. However, what is noteworthy is that the countermeasures would not have had the same kind of impact had it not been for certain weaknesses of the groups themselves. Moreover, besides the direct impact the countermeasures had on the campaign, equally important was how they affected the attitudes of the larger left-wing community and the public in general. In this context, both the attitudes towards the terrorist campaign and the authorities were relevant to the outcome of the campaigns.

Distributed Hypothesis Testing, Attention Shifts and Transmitter Dynatmics During the Self-Organization of Brain Recognition Codes

BP (89-A-1204); Defense Advanced Research Projects Agency (90-0083); National Science Foundation (IRI-90-00530); Air Force Office of Scientific Research (90-0175, 90-0128); Army Research Office (DAAL-03-88-K0088)

NATO and the new German Army /

"October 24, 1955."

100 great battles of the rebellion; a detailed account of regiments and batteries engaged -- casualties, killed, wounded and missing, and the number of men in action in each regiment; also, all the battles of the Revolution, War of 1812-5, Mexican War, Indian battles, American-Spanish War, and naval battles. State rosters from the several northern states, giving the enrollment, number killed, wounded, died and deserted from each organization during the war,

Mode of access: Internet.

Supplementary papers of the American School of Classical Studies in Rome. v. 1-2 ...

Papers of the school were ordinarily published in the American Journal of Archaeology, 2d. ser.; supplementary volumes wre authorized when material for publication either exceeded the space available in the journal, or when it was of such a nature as to make a different mode of publication advisable. (cf. v. 1, Prefatory note) The present volumes form the only collection of papers issued separately by the school in Rome. (Lists of the papers published in other journals, 1898-1907, may be found in the Supplementary papers, v. 1-2, Prefatory note) From 1909-12, the reports, etc., of the school were published in the Bulletin of the Archaeological Institute of America. On January 1, 1913, the American School of Classical Studies in Rome became a part of the American Academy in Rome.

Towards a U.S. Army officer corps strategy for success : developing talent /

Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.

History of the First Light Battery Connecticut Volunteers, 1861-1865 : personal records and reminiscences. The story of the battery from its organization to the present time /

Mode of access: Internet.

Abridged history of the Eighth Indiana volunteer infantry, from its organization, April 21st, 1861, to the date of re-enlistment as veterans, January 1, 1864.

Mode of access: Internet.

Real leadership and the U.S. Army : overcoming a failure of imagination to conduct adaptive work /

This monograph begins with a case study that provides a means for analyzing the complexity of organizational leadership in the contemporary security environment. As such, it presents a high stakes problem-set that required an operational adaptation by a cavalry squadron conducting combat operations in Baghdad. This problematic reality triggered the struggle to find a creative response to a very deadly problem, while cultural norms served as barriers that prevented the rejection of previously accepted solutions that had proven successful in the past, even though those successful solutions no longer fit in the context of the reality of the present. The case study highlights leaders who were constrained by deeply-held assumptions that inhibited their ability to adapt quickly to a changed environment. The case study then moves on to provide an example of a successful application of adaptive leadership and adaptive work that was performed by the organization after a period of reflection and the willingness to experiment and assume risk. The case study serves as a microcosm of the challenges facing the U.S. Army, and the corresponding leadership framework presented in this monograph can be used as a model for the Army as it attempts to move forward in its effort to make adaptation an institutional imperative. The paper presents a more holistic approach to leadership where the leader transcends that of simply being an authority figure and becomes a real leader who provides a safe and creative learning environment where the organization can tackle and solve adaptive challenges. The paper concludes by recommending that U.S. Army leaders apply Harvard Professor Dean Williams's theory to the challenges confronting the Army's leader development process thereby fostering a culture of adaptive leaders.

Battle fields and camp fires of the Thirty-Eighth : an authentic narrative and record of the organization of the Thirty-Eighth Regiment of Wis. Vol. Inf'y, and the part taken by it in the late war, a short biographical sketch of each commissioned officer, and the name, age at time of enlistment, nativity, residence and occupation of every enlisted man, with notes of incidents relating to them /

Reprint. Originally published: Milwaukee : Daily Wisconsin Printing House, 1866.

History of the 51st Regiment of P.V. and V.V. : from its organization at Camp Curtin, Harrisburg, Pa., in 1861, to its being mustered out of the United States service at Alexandria, Va., July 27th, 1865 /

Reprint. Originally published: Philadelphia : King & Baird, 1869.

History of the organization and service, during the war of the rebellion, of Co. A, 14th Pennsylvania Cavalry /

Mode of access: Internet.

Rome-Arno.

Cover title.

Operator and organization maintenance manual : generator signal SG-298/U.

"August 1961."