San Francisco Bay Long-Term Management Strategy (LTMS) for dredging and disposal.

"August 1996."

U.S. international trade strategy : hearings before the Subcommittee on International Trade of the Committee on Finance, United States Senate, Ninety-sixth Congress, second session..

Hearings held July 28, 1980-

Cleaner fish use tactile dancing behavior as a preconflict management strategy

The most commonly asked question about cooperative interactions is how they are maintained when cheating is theoretically more profitable [1]. In cleaning interactions, where cleaners remove parasites from apparently cooperating clients, the classical question asked is why cleaner fish can clean piscivorous client fish without being eaten, a problem Trivers [2] used to explain reciprocal altruism. Trivers [2] suggested that predators refrain from eating cleaners only when the repeated removal of parasites by a particular cleaner results in a greater benefit than eating the cleaner. Although several theoretical models have examined cheating behavior in clients [3,4], no empirical tests have been done (but see Darcy [5]). It has been observed that cleaners are susceptible to predation [6, 7]. Thus, cleaners should have evolved strategies to avoid conflict or being eaten. In primates, conflicts are often resolved with conflict or preconflict management behavior [8]. Here, I show that cleaner fish tactically stimulate clients while swimming in an oscillating dancing manner (tactile dancing) more when exposed to hungry piscivorous clients than satiated ones, regardless of the client's parasite load. Tactile dancing thus may function as a preconflict management strategy that enables cleaner fish to avoid conflict with potentially dangerous clients.

The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger

This article reports a longitudinal study that examined mergers between three large multi-site public-sector organizations. Both qualitative and quantitative methods of analysis are used to examine the effect of leadership and change management strategies on acceptance of cultural change by individuals. Findings indicate that in many cases the change that occurs as a result of a merger is imposed on the leaders themselves, and it is often the pace of change that inhibits the successful re-engineering of the culture. In this respect, the success or otherwise of any merger hinges on individual perceptions about the manner in which the process is handled and the direction in which the culture is moved. Communication and a transparent change process are important, as this will often determine not only how a leader will be regarded, but who will be regarded as a leader. Leaders need to be competent and trained in the process of transforming organizations to ensure that individuals within the organization accept the changes prompted by a merger.

Achieving closure through knowledge management strategy

Case studies of knowledge management practices are often conducted in organizations where the aim is to manage knowledge for future operational improvements. What about knowledge management for organizations with limited life-spans that are preparing for closure? Such organizations are not common but can benefit from knowledge management strategy. This case study concerns the knowledge management strategy of an organization that is preparing for its final phase of operations. We facilitated two group workshops with senior managers to scope a strategy, following which the organization initiated a set of projects to implement the resulting actions. This paper reviews their implemented actions against those designed in the workshop to shed light on knowledge management in this uncommon situation.

Making a journey in knowledge management strategy

This paper reports results from an ongoing project examining what managers think about knowledge management in the context of their organisation. This was done in a facilitated computerassisted group workshop environment. Here we compare the outcomes of workshops held for two relatively large UK organisations, one public sector and the other private. Our conclusions are that there are relatively few differences between the perceptions of these two groups of managers, and that these differences stem more from the stage of the knowledge management life cycle that the two organisations have reached, rather than from the difference in context between public and private sector. © iKMS & World Scientific Publishing Co.

Building user commitment to implementing a knowledge management strategy

In the IS literature, commitment is typically considered to involve organizational or managerial support for a system and not that of its users. This paper however reports on a field study involving 16 organizations that attempted to build user involvement in developing a knowledge management strategy by having them design it. Twenty-two IT-supported group workshops (involving 183 users) were run to develop action plans for better knowledge management that users would like to see implemented. Each workshop adopted the same problem structuring technique to assist group members develop a politically feasible action plan to which they were psychologically and emotionally dedicated. In addition to reviewing the problem structuring method, this paper provides qualitative insight into the factors a knowledge management strategy should have to encourage user commitment. © 2004 Elsevier B.V. All rights reserved.

The development of a solid waste management strategy

This research is concerned with the application of operational research techniques in the development of a long- term waste management policy by an English waste disposal authority. The main aspects which have been considered are the estimation of future waste production and the assessment of the effects of proposed systems. Only household and commercial wastes have been dealt with in detail, though suggestions are made for the extension of the effect assessment to cover industrial and other wastes. Similarly, the only effects considered in detail have been costs, but possible extensions are discussed. An important feature of the study is that it was conducted in close collaboration with a waste disposal authority, and so pays more attention to the actual needs of the authority than is usual in such research. A critical examination of previous waste forecasting work leads to the use of simple trend extrapolation methods, with some consideration of seasonal effects. The possibility of relating waste production to other social and economic indicators is discussed. It is concluded that, at present, large uncertainties in predictions are inevitable; waste management systems must therefore be designed to cope with this uncertainty. Linear programming is used to assess the overall costs of proposals. Two alternative linear programming formulations of this problem are used and discussed. The first is a straightforward approach, which has been .implemented as an interactive computer program. The second is more sophisticated and represents the behaviour of incineration plants more realistically. Careful attention is paid to the choice of appropriate data and the interpretation of the results. Recommendations are made on methods for immediate use, on the choice of data to be collected for future plans, and on the most useful lines for further research and development.

The impact of gillnet mesh sizes on Oreochromis niloticus: a proposed management strategy

Gillnets are popularly used in commercial fishing on both Lake kioga and lake Victoria. On Lake kioga the legal mesh size is from 4½ (114) upwards while on Lake Victoria, a multifishery lake, various mesh sizes are in operation. However, the fishermen on these lakes still use the smaller meshes to be able to harvest certain categories of fish especially Oreochromis species group whose catch rates are already on the decline due to either use of small mesh size nets, high fishing pressure and to L.Kioga in particular, predation by lates niloticus.

Lake Albert fisheries resources and their management strategy

Lake Albert/Mobutu lies along the Zaire-Uganda border in 43/57 per cent ratio in the faulted depression tending south-west to the north east. It is bounded by latitudes 1o0 n to 2o 20’ N and longitudes 30o 20’ to 31o 20’E. It has a width varying from 35 to 45 km (22 to 28 miles) as measured between the scarps at the lake level. It covers an area of 5600km2 and has a maximum depth of 48m. The major inflow is through the Semiliki, an outflow of Lake Edward, Muzizi and Victoria Nile draining lakes Victoria and Kyoga while the Albert Nile is the outflow. The physical, chemical and biological productivity parameters are summarized in Table 1. The scarp is steep but not sheer and there are at least 4 tracks leading down it to villages on the shore and scarp land scarp is a young one, formed as a result of earth movements of the Pleistocene times, and the numerous streams come down headlong down its thousand feet drop, more often than not in falls (Baker, 1954). Sometimes there appears to be a clean fault; and at other places there is the appearrence of step faulting, although this may be of only a superical nature .The escarpment’s composed of rocks belonging to the pre-Cambrian Basement complex of the content; but the floor of the depression is covered with young sedimentary rocks, known as kaiso beds. In their upper part these latter beds contains many pebbles; whilst low down the occurrence fossiliferous beds is sufficiently rare phenomenon in the interior plateau of Africa. The kaiso beds dated as possibly middle Pleistocene in age, are exposed in various flats on the shore, and they presumably extend under the relatively shallow waters of the lake. A feature of the shore is the development of sandpits and the enclosure of lagoons; and these can be observed in various stages of development at kaiso, Tonya, kibiro, Buhuka and above all, at Butiaba. On an island lake over 1100 km (700 miles) from the shores of the Indian Ocean one can thus study some of the shore-line phenomena usually associated with the sea- coast (Worthington, 1929). In the north, from Butiaba onwards, the flats become wider and from a continuous lowland as the lake shore curves away from the straight edge of the escarpment. At a height of just 610m (2000 feet) above sea-level, the rift valley floor at Butiaba has a mean annual temperature of 25.60c (780 f), from which there is virtually no seasonal variation; and and the mean daily range is only 6.50c (130f) (E.Afr. met. Dept.1953). With a mean annual rainfall of not much more than 762mm (309 inches) and only 92 rain days in ayear, again to judge from Butiaba, conditions in the rift valley are semi-arid; and the vegetation cover consists of grasses and scattered drought-resisting trees and bushes. Only near the stream courses does the vegetation thicken.

Impact of Routine Fractional Flow Reserve Evaluation During Coronary Angiography on Management Strategy and Clinical Outcome: One-Year Results of the POST-IT.

Penetration of fractional flow reserve (FFR) in clinical practice varies extensively, and the applicability of results from randomized trials is understudied. We describe the extent to which the information gained from routine FFR affects patient management strategy and clinical outcome. METHODS AND RESULTS: Nonselected patients undergoing coronary angiography, in which at least 1 lesion was interrogated by FFR, were prospectively enrolled in a multicenter registry. FFR-driven change in management strategy (medical therapy, revascularization, or additional stress imaging) was assessed per-lesion and per-patient, and the agreement between final and initial strategies was recorded. Cardiovascular death, myocardial infarction, or unplanned revascularization (MACE) at 1 year was recorded. A total of 1293 lesions were evaluated in 918 patients (mean FFR, 0.81±0.1). Management plan changed in 406 patients (44.2%) and 584 lesions (45.2%). One-year MACE was 6.9%; patients in whom all lesions were deferred had a lower MACE rate (5.3%) than those with at least 1 lesion revascularized (7.3%) or left untreated despite FFR≤0.80 (13.6%; log-rank P=0.014). At the lesion level, deferral of those with an FFR≤0.80 was associated with a 3.1-fold increase in the hazard of cardiovascular death/myocardial infarction/target lesion revascularization (P=0.012). Independent predictors of target lesion revascularization in the deferred lesions were proximal location of the lesion, B2/C type and FFR. CONCLUSIONS: Routine FFR assessment of coronary lesions safely changes management strategy in almost half of the cases. Also, it accurately identifies patients and lesions with a low likelihood of events, in which revascularization can be safely deferred, as opposed to those at high risk when ischemic lesions are left untreated, thus confirming results from randomized trials.