Sound equipment, motion picture projection, public address systems,

"This new book constitutes the sixth edition of Motion picture projection, the second edition of Public address systems and the second edtion of Questions and answers on sound projection."--p. [1]

Field and depot maintenance : reproducing equipment MC-364-D and public address set AN/UIH-2.

"December 1958."

Public address sets AN/TIQ-2, AN/TIQ-2A and AN/TIQ-2B.

Includes index.

Operator, organizational, direct support, general support, and depot maintenance manual, including repair parts and special tool lists : public address set AN/PIQ-5A.

"January 1969."

Organizational, DS, GS, and depot maintenance manual : public address set AN/UIH-5.

"November 1964."

Organizational maintenance repair parts and special tools lists for public address sets AN/UIH-2 (NSN 5830-00-503-1079) and AN/UIH-2A (NSN 5830-00-503-1079).

Includes index.

Reproducing equipment MC-364-D and public address set AN/UIH-2 : organizational maintenance, second echelon.

"January 1959."

Organizational, direct support, and general support maintenance repair parts and special tools list ... for public address set AN/PIQ-5A (NSN 5830-00-985-9033).

"August 1976."

Operator and organizational maintenance manual : public address set AN/UIH-4.

"10 September 1963."

“Paths for Action”: Leadership Theory and Practice in Complex Public Sector Systems

The nature and challenges of public sector leadership and management are examined in four case studies of project management in complex metropolitan environments. The cases selected by the authors as representative of contextual factors affecting decision-making processes and project outcomes. Drawing on recent theoretical work on complex leadership approaches (Uhl-Bein et al 2007, Hazy 2008, Lichtenstein & Plowman 2009), the authors assess leadership practices enacted and the circumstances that influence these practices. Leadership types theorized by Uhl-Bein et al (2007) are identified operating at different levels and across networks, with contextual factors outlined. The article concludes with a framework for leadership practice and management identifying network facilitation and complexity friendly tools as a practice within complex public sector systems.

Managing the Entanglement: Complexity Leadership in Public Sector Systems

Abstract
Complexity and environmental uncertainty in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges, and the adaptive practices required to respond to complex and dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in enabling and balancing the entanglement of formal, top-down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this paper explores how change was enabled over the duration of three urban regeneration projects, each representing high, medium and low levels of project complexity. The data reveals six distinct yet interconnected functions of enabling leadership that were identified within the three urban regeneration projects. The paper contributes to our understanding of how leadership is enacted and poses questions for those engaged in leading in complex public sector settings.

National public investment systems in Barbados, Guyana, Jamaica and Trinidad and Tabago

Includes bibliography