Surface drainage facilities for airfields and heliports.

"August 1987."

Drainage and erosion-control structures for airfields and heliports.

"June 1991."

1962 University of Michigan Baseball Team returning from Japan

On stair, top to bottom: Jim Bobel, Dave Campbell, Wayne Slusher, Fritz Fisher, Harvey Chapman, Joe Jones, Joe Merullo, Ron Tate

On ground, L-R: Don Lund, Dave Roebuck, Jim Steckley, Ed Hood, John Kerr, Denny Spalla, Dick Post, Ron Lauterbeck

Surface drainage facilities for airfield and heliports.

Cover title.

National Capital airports : hearings before a Subcommittee of the Committee on Interstate and Foreign Commerce, House of Representatives, eighty-seventh Congress ... on H.R. 7399 ...

Hearings held before the House Subcommittee on Transportation and Aeronautics July 18-19, 1961 and May 2-4, 1962.

Subsurface drainage facilities for airfields.

"A reprint of former EM 1110-345-282, June 1955, including effective pages from changes no. 1, 2, and 3. Redesignated TM 5-820-2 by DA Cir 310-28, 17 March 1965."

A simulation analysis of the market effect of the Australian Broadcasting Corporation

In this paper we utilise a stochastic address model of broadcast oligopoly markets to analyse the Australian broadcast television market. In particular, we examine the effect of the presence of a single government market participant in this market. An examination of the dynamics of the simulations demonstrates that the presence of a government market participant can simultaneously generate positive outcomes for viewers as well as for other market suppliers. Further examination of simulation dynamics indicates that privatisation of the government market participant results in reduced viewer choice and diversity. We also demonstrate that additional private market participants would not result in significant benefits to viewers.

Condições de Enfrentamento Psicológico de Trabalhadores Aeroportuários

Esse estudo teve por objetivos identificar sinais e sintomas de transtornos psiquiátricos e descrever tipos de enfrentamento utilizados por trabalhadores aeroportuários. Participaram desse estudo 203 trabalhadores e utilizou-se uma Escala Modo de enfrentamento problemas EMEP e uma Escala de Medida de Sinais e Sintomas psiquiátricos QMPA. Os resultados indicaram predomínio de estratégias positivas : a) focalizadas no problema (3,78) que significam que há um esforço do indivíduo no enfrentamento de situações estressantes procurando mudanças na relação entre o indivíduo e o ambiente causador de tensão; b) busca de suporte social (3,13), denotando busca de apoio instrumental, emocional ou de caráter informativo, ou seja, enquanto a maior parte da amostra apresentava estratégias mais positivas e integradoras também não apresentava sinais e sintomas psiquiátricos. Houve, portanto indicativos de que os sujeitos que compuseram essa amostra apresentaram mais respostas positivas em seus esforços cognitivos ante as situações estressantes ao mesmo tempo em que eram não suspeitos de sintomas psiquiátricos; acrescendo ao fato de que houve consonância entre os instrumentos de medida utilizados no presente estudo. Porém, uma pequena parte da amostra apresentou sinais e sintomas psiquiátricos (23,2%), bem como maior utilização de estratégias focalizadas na emoção (2,50), ou seja, estratégias de enfrentamento negativas. Embora esse fosse um número pequeno em relação à amostra total, considera-se preocupante, dado ao fato de serem trabalhadores aeroportuários e exercerem importantes funções tanto em relação ao manejo e orientação de manobras de aeronaves no solo como em relação à lida com pessoas; de modo que a associação entre sinais e sintomas com estratégias consideradas negativas implicam em transtornos que merecem acompanhamento pela equipe de saúde e de recursos humanos na empresa. É nesse sentido que aqui se sugere um trabalho de constante acompanhamento com trabalhadores em geral, a fim de verificar aqueles que necessitam de suporte psicológico e médico e aqueles que podem ser remanejados de suas funções dentro do aeroporto. O acompanhamento com instrumentais adequados, além de serem preventivos e promotores de saúde psicológica, na medida em que facilitam a detecção de sintomatologias mentais, também auxilia no planejamento de programas de saúde e, por conseguinte, como benefício no trabalho e fator preditor de saúde.(AU)

In search of a sustainable success strategy in the Chinese chemical industry

The Chinese chemical industry is facing fierce competition and changing market dynamics due to the change in the country's economic policy. Its government has applied administr.ttive actions rather than simply relying on the market to address the changing dynamics. It has attempted to privatise government-owned enterprises by corporatisation coupled with industrial restructuring. This paper uses a case study of Peony Printing Ink Co Ltd, a state-owned chemical enterprise, to illustrate the effectiveness of developing internal competences to improve long-term operational performance rather than the adoption of a privatisation approach.

Success strategies in the Chinese chemical industry: a survey and case study investigations

The chemical industry in China is facing fierce competition and exposure to market forces as a result of changes in the country's economic policy. The Chinese government has applied administrative actions rather than simply relying on market forces to address the changing dynamics. It has attempted to privatise state-owned chemical enterprises (SOCEs) by corporatisation, coupled with industrial restructuring by merging individual state-owned enterprises into groups. Based on a quantitative survey in combination with case studies of two Chinese chemical enterprises, this paper concludes that in this industry building competences is more effective than privatisation and restructuring to improve performance.

Strategies for performance improvement in the Chinese chemical industry:evidence from case study investigations

Purpose – This paper sets out to explore the proposition that building competences is more effective than privatisation and restructuring to improve performance in the Chinese chemical industry. Design/methodology/approach – Case study research has been undertaken in the Chinese chemical industry. The two case companies provide representative data on the factors under investigation. The case investigations that are described were complemented by a survey, the results of which have been reported elsewhere. Findings – Results obtained from the research show that privatisation of Chinese state-owned enterprises is not always an effective strategy to improve performance. In the case study companies, the development of core competences was more effective in enhancing performance. Research limitations/implications – The research results are limited by the scope of the study, which was carried out in the Chinese chemical industry. They are also based on in-depth case investigations in only two companies, but are supported by a large-scale survey reported elsewhere. The results have implications for academic researchers interested in China's privatisation programme. Practical implications – The research has practical implications for companies outside China that are considering collaborative operations with Chinese companies or investing in joint ventures. It also has implications for suppliers or customers of Chinese companies. Originality/value – The paper is based on original case study investigations carried out in Chinese enterprises and is supported by a survey of representative companies in China's chemical sector. Value is derived from understanding the basis of improved performance in the companies studied.

Towards a semiology of the periodic review of UK regulated utilities

This note explores the regulatory process of UK privatised utilities through the periodic review of prices. It provides a brief history of the privatisation programme in the UK and the theoretical arguments for the price-cap regulation that has been used. It argues that regulatory process appears to involve a covert dialogue and exchange of information between the regulator and regulated and also a second separate review process that consists of an overt dialogue. Using a semiotic analysis the authors suggest that the unfolding of each of these overt reviews follows a very similar pattern that is constantly being re-enacted. It is concluded that further research is required into the relative importance of the two separate review processes in the setting of the price-cap.

The missing ingredient:inter-municipal cooperation and central-local relations in the UK

The thrust of the argument presented in this chapter is that inter-municipal cooperation (IMC) in the United Kingdom reflects local government's constitutional position and its exposure to the exigencies of Westminster (elected central government) and Whitehall (centre of the professional civil service that services central government). For the most part councils are without general powers of competence and are restricted in what they can do by Parliament. This suggests that the capacity for locally driven IMC is restricted and operates principally within a framework constructed by central government's policy objectives and legislation and the political expediencies of the governing political party. In practice, however, recent examples of IMC demonstrate that the practices are more complex than this initial analysis suggests. Central government may exert top-down pressures and impose hierarchical directives, but there are important countervailing forces. Constitutional changes in Scotland and Wales have shifted the locus of central- local relations away from Westminster and Whitehall. In England, the seeding of English government regional offices in 1994 has evolved into an important structural arrangement that encourages councils to work together. Within the local government community there is now widespread acknowledgement that to achieve the ambitious targets set by central government, councils are, by necessity, bound to cooperate and work with other agencies. In recent years, the fragmentation of public service delivery has affected the scope of IMC. Elected local government in the UK is now only one piece of a complex jigsaw of agencies that provides services to the public; whether it is with non-elected bodies, such as health authorities, public protection authorities (police and fire), voluntary nonprofit organisations or for-profit bodies, councils are expected to cooperate widely with agencies in their localities. Indeed, for projects such as regeneration and community renewal, councils may act as the coordinating agency but the success of such projects is measured by collaboration and partnership working (Davies 2002). To place these developments in context, IMC is an example of how, in spite of the fragmentation of traditional forms of government, councils work with other public service agencies and other councils through the medium of interagency partnerships, collaboration between organisations and a mixed economy of service providers. Such an analysis suggests that, following changes to the system of local government, contemporary forms of IMC are less dependent on vertical arrangements (top-down direction from central government) as they are replaced by horizontal modes (expansion of networks and partnership arrangements). Evidence suggests, however that central government continues to steer local authorities through the agency of inspectorates and regulatory bodies, and through policy initiatives, such as local strategic partnerships and local area agreements (Kelly 2006), thus questioning whether, in the case of UK local government, the shift from hierarchy to network and market solutions is less differentiated and transformation less complete than some literature suggests. Vertical or horizontal pressures may promote IMC, yet similar drivers may deter collaboration between local authorities. An example of negative vertical pressure was central government's change of the systems of local taxation during the 1980s. The new taxation regime replaced a tax on property with a tax on individual residency. Although the community charge lasted only a few years, it was a highpoint of the then Conservative government policy that encouraged councils to compete with each other on the basis of the level of local taxation. In practice, however, the complexity of local government funding in the UK rendered worthless any meaningful ambition of councils competing with each other, especially as central government granting to local authorities is predicated (however imperfectly) on at least notional equalisation between those areas with lower tax yields and the more prosperous locations. Horizontal pressures comprise factors such as planning decisions. Over the last quarter century, councils have competed on the granting of permission to out-of-town retail and leisure complexes, now recognised as detrimental to neighbouring authorities because economic forces prevail and local, independent shops are unable to compete with multiple companies. These examples illustrate tensions at the core of the UK polity of whether IMC is feasible when competition between local authorities heightened by local differences reduces opportunities for collaboration. An alternative perspective on IMC is to explore whether specific purposes or functions promote or restrict it. Whether in the principle areas of local government responsibilities relating to social welfare, development and maintenance of the local infrastructure or environmental matters, there are examples of IMC. But opportunities have diminished considerably as councils lost responsibility for services provision as a result of privatisation and transfer of powers to new government agencies or to central government. Over the last twenty years councils have lost their role in the provision of further-or higher-education, public transport and water/sewage. Councils have commissioning power but only a limited presence in providing housing needs, social care and waste management. In other words, as a result of central government policy, there are, in practice, currently far fewer opportunities for councils to cooperate. Since 1997, the New Labour government has promoted IMC through vertical drivers and the development; the operation of these policy initiatives is discussed following the framework of the editors. Current examples of IMC are notable for being driven by higher tiers of government, working with subordinate authorities in principal-agent relations. Collaboration between local authorities and intra-interand cross-sectoral partnerships are initiated by central government. In other words, IMC is shaped by hierarchical drivers from higher levels of government but, in practice, is locally varied and determined less by formula than by necessity and function. © 2007 Springer.