Education•Kalamazoo, Michigan, United States•
About: Western Michigan University is a education organization based out in Kalamazoo, Michigan, United States. It is known for research contribution in the topics: Population & Social work. The organization has 8974 authors who have published 17198 publications receiving 353129 citations. The organization is also known as: WMU & Western State Normal School.
Papers published on a yearly basis
TL;DR: An overview of the Internet of Things with emphasis on enabling technologies, protocols, and application issues, and some of the key IoT challenges presented in the recent literature are provided and a summary of related research work is provided.
Abstract: This paper provides an overview of the Internet of Things (IoT) with emphasis on enabling technologies, protocols, and application issues. The IoT is enabled by the latest developments in RFID, smart sensors, communication technologies, and Internet protocols. The basic premise is to have smart sensors collaborate directly without human involvement to deliver a new class of applications. The current revolution in Internet, mobile, and machine-to-machine (M2M) technologies can be seen as the first phase of the IoT. In the coming years, the IoT is expected to bridge diverse technologies to enable new applications by connecting physical objects together in support of intelligent decision making. This paper starts by providing a horizontal overview of the IoT. Then, we give an overview of some technical details that pertain to the IoT enabling technologies, protocols, and applications. Compared to other survey papers in the field, our objective is to provide a more thorough summary of the most relevant protocols and application issues to enable researchers and application developers to get up to speed quickly on how the different protocols fit together to deliver desired functionalities without having to go through RFCs and the standards specifications. We also provide an overview of some of the key IoT challenges presented in the recent literature and provide a summary of related research work. Moreover, we explore the relation between the IoT and other emerging technologies including big data analytics and cloud and fog computing. We also present the need for better horizontal integration among IoT services. Finally, we present detailed service use-cases to illustrate how the different protocols presented in the paper fit together to deliver desired IoT services.
•04 May 2015
Abstract: Preface Special Features Audience Acknowledgments Chapter 1. Introduction Leadership Defined Ways of Conceptualizing Leadership Definition and Components Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Management Plan of the Book Summary Chapter 2. Trait Approach Description Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Emotional Intelligence How Does the Trait Approach Work? Strengths Criticisms Application Case Studies Case 2.1: Choosing a New Director of Research Case 2.2: A Remarkable Turnaround Case 2.3: Recruiting for the Bank Leadership Instrument Leadership Trait Questionnaire (LTQ) Scoring Interpretation Summary Chapter 3. Skills Approach Description Three-Skill Approach Technical Skill Human Skill Conceptual Skill Summary of the Three-Skill Approach Skills Model Competencies Problem-Solving Skills Social Judgment Skills Knowledge Individual Attributes General Cognitive Ability Crystallized Cognitive Ability Motivation Personality Leadership Outcomes Effective Problem Solving Performance Career Experiences Environmental Influences Summary of the Skills Model How Does the Skills Approach Work? Strengths Criticisms Application Case Studies Case 3.1: A Strained Research Team Case 3.2: A Shift for Lieutenant Colonel Adams Case 3.3: Andy's Recipe Leadership Instrument Skills Inventory Scoring Scoring Interpretation Summary Chapter 4. Style Approach Description The Ohio State Studies The University of Michigan Studies Blake and Mouton's Managerial (Leadership) Grid Authority-Compliance (9,1) Country Club Management (1,9) Impoverished Management (1,1) Middle-of-the-Road Management (5,5) Team Management (9,9) Paternalism/Maternalism Opportunism How Does the Style Approach Work? Strengths Criticisms Application Case Studies Case 4.1: A Drill Sergeant at First Case 4.2: Eating Lunch Standing Up Case 4.3: Enhancing the Department's Culture Leadership Instrument Style Questionnaire Scoring Scoring Interpretation Summary Chapter 5. Situational Approach Description Leadership Styles Development Levels How Does the Situational Approach Work? Strengths Criticisms Application Case Studies Case 5.1: What Style Do I Use? Case 5.2: Why Aren't They Listening? Case 5.3: Getting the Message Across Leadership Instrument Situational Leadership: A Brief Questionnaire Scoring Interpretation Summary 6. Contingency Theory Description Leadership Styles Situational Variables How Does Contingency Theory Work? Strengths Criticisms Application Case Studies Case 6.1: No Control Over the Student Council Case 6.2: Giving Him a Hard Time Case 6.3: What's the Best Leader Match? Leadership Instrument Least Preferred Coworker (LPC) Measure Scoring Interpretation Summary Chapter 7. Path--Goal Theory Description Leader Behaviors Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership Subordinate Characteristics Task Characteristics How Does Path--Goal Theory Work? Strengths Criticisms Application Case Studies Case 7.1: Three Shifts, Three Supervisors Case 7.2: Direction for Some, Support for Others Case 7.3: Marathon Runners at Different Levels Leadership Instrument Path--Goal Leadership Questionnaire Scoring Scoring Interpretation Summary Chapter 8. Leader--Member Exchange Theory Description Early Studies Later Studies Leadership Making How Does LMX Theory Work? Strengths Criticisms Application Case Studies Case 8.1: His Team Gets the Best Assignments Case 8.2: Working Hard at Being Fair Case 8.3: Taking On Additional Responsibilities Leadership Instrument LMX 7 Questionnaire Scoring Interpretation Summary Chapter 9. Transformational Leadership Description Transformational Leadership Defined Transformational Leadership and Charisma A Model of Transformational Leadership Transformational Leadership Factors Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration Transactional Leadership Factors Contingent Reward Management-by-Exception Nonleadership Factor Laissez-Faire Other Transformational Perspectives Bennis and Nanus Kouzes and Posner Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart How Does the Transformational Approach Work? Strengths Criticisms Application Case Studies Case 9.1: The Vision Failed Case 9.2: Students Dig It Case 9.3: Her Vision Was a Model Research Center Case 9.3: Her Vision Was a Model Research Center Leadership Instrument Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short Summary Chapter 10. Authentic Leadership Description Authentic Leadership Defined Intapersonal Definition Developmental Definition Interpersonal Definition Approaches to Authentic Leadership Practical Approaches Robert Terry's Authentic Leadership Approach Bill George's Authentic Leadership Approach Theoretical Approach Background to the Theoretical Approach Components of Authentic Leadership Factors that Influence Authentic Leadership How Does Authentic Leadership Work? Strengths Criticisms Application Case Studies Case 10.1: Am I Really a Leader? Case 10.2: Moving Mountains for Education and Peace Case 10.3: The Reluctant First Lady Leadership Instrument Authentic Leadership Self Assessment Questionnaire Summary Chapter 11. Team Leadership - Susan E. Kogler Hill Description Team Leadership Model Leadership Decisions Leadership Decision 1: Should I Monitor the Team or Take Action? Leadership Decision 2: Should I Intervene to Meet Task or Relational Needs? Leadership Decision 3: Should I Intervene Internally or Externally? Leadership Actions Internal Task Leadership Actions Internal Relational Leadership Actions External Environmental Leadership Actions Team Effectiveness Clear, Elevating Goal Results-Driven Structure Competent Team Members Unified Commitment Collaborative Climate Standards of Excellence External Support and Recognition Principled Leadership How Does the Team Leadership Model Work? Strengths Criticisms Application Case Studies Case 11.1: Can This Virtual Team Work? Case 11.2: They Dominated the Conversation Case 11.3: Starts With a Bang, Ends With a Whimper Leadership Instrument Team Excellence and Collaborative Team Leader Questionnaire Scoring Interpretation Summary Chapter 12. Psychodynamic Approach - Ernest L. Stech Description Background Eric Berne and Transactional Analysis Sigmund Freud and Personality Types Carl Jung and Personality Types Functions and Preferences Types and Leadership Sixteen Types and Leadership Dealing With Followers How Does the Psychodynamic Approach Work? Strengths Criticisms Case Studies Case 12.1: Not the Type Who Sees the Big Picture Case 12.2: Staff Meeting Problems Case 12.3: Unexpected Reactions Leadership Instrument Psychodynamic Approach Survey Scoring Scoring Interpretation Summary Chapter 13. Women and Leadership - Crystal L. Hoyt Description Gender and Leadership Styles Gender and Leadership Effectiveness The Glass Ceiling Evidence of the Glass Ceiling Motives for Removing the Barriers Explaining the Glass Ceiling Human Capital Differences Gender Differences Prejudice Breaking the Glass Ceiling Strengths Criticisms Application Case Studies Case 13.1: The Glass Ceiling Case 13.2: Lack of Inclusion and Credibility Case 13.3: Pregnancy as a Barrier to Job Status Leadership Instrument The Gender--Leader Implicit Association Test Scoring Summary Chapter 14. Culture and Leadership Description Culture Defined Related Concepts Ethnocentrism Prejudice Dimensions of Culture Uncertainty Avoidance Power Distance Institutional Collectivism In-Group Collectivism Gender Egalitarianism Assertiveness Future Orientation Performance Orientation Humane Orientation Clusters of World Cultures Characteristics of Clusters Anglo Confucian Asia Eastern Europe Germanic Europe Latin America Latin Europe Middle East Nordic Europe Southern Asia Sub-Saharan Africa Leadership Behavior and Culture Clusters Eastern Europe Leadership Profile Latin America Leadership Profile Latin Europe Leadership Profile Confucian Asia Leadership Profile Nordic Europe Leadership Profile Anglo Leadership Profile Sub-Saharan Africa Leadership Profile Southern Asia Leadership Profile Germanic Europe Leadership Profile Middle East Leadership Profile Universally Desirable and Undesirable Leadership Attributes Strengths Criticisms Application Case Studies Case 14.1: A Challenging Workplace Case 14.2: A Special Kind of Financing Case 14.3: Whose Hispanic Center Is It? Leadership Instrument Dimensions of Culture Questionnaire Scoring Scoring Interpretation Summary Chapter 15. Leadership Ethics Description Ethics Defined Ethical Theories Centrality of Ethics to Leadership Heifetz's Perspective on Ethical Leadership Burns's Perspective on Ethical Leadership Greenleaf's Perspective on Ethical Leadership Principles of Ethical Leadership Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community Strengths Criticisms Application Case Studies Case 15.1: A Struggling Company With Not Enough Cash Case 15.2: How Safe Is Safe? Case 15.3: Reexamining a Proposal Leadership Instrument Perceived Leader Integrity Scale (PLIS) Scoring Scoring Interpretation Summary Name Index Subject Index About the Author About the Contributors
TL;DR: In this article, the authors describe the development and testing of questionnaire measures of role conflict and ambiguity and show that these two constructs are factorially identifiable and independent, and that they tend to correlate with measures of organizational and managerial practices and leader behavior.
Abstract: The literature indicates that dysfunctional individual and organizational consequences result from the existence of role conflict and role ambiguity in complex organizations. Yet, systematic measurement and empirical testing of these role constructs is lacking. This study describes the development and testing of questionnaire measures of role conflict and ambiguity. Analyses of responses of managers show these two constructs to be factorially identifiable and independent. Derived measures of role conflict and ambiguity tend to correlate in two samples in expected directions with measures of organizational and managerial practices and leader behavior, and with member satisfaction, anxiety, and propensity to leave the organization.
TL;DR: Analysis of the formant data shows numerous differences between the present data and those of PB, both in terms of average frequencies of F1 and F2, and the degree of overlap among adjacent vowels.
Abstract: This study was designed as a replication and extension of the classic study of vowel acoustics by Peterson and Barney (PB) [J. Acoust. Soc. Am. 24, 175–184 (1952)]. Recordings were made of 50 men, 50 women, and 50 children producing the vowels /i, i, eh, ae, hooked backward eh, inverted vee), a, open oh, u, u/ in h–V–d syllables. Formant contours for F1–F4 were measured from LPC spectra using a custom interactive editing tool. For comparison with the PB data, formant patterns were sampled at a time that was judged by visual inspection to be maximally steady. Preliminary analysis shows numerous differences between the present data and those of PB, both in terms of average formant frequencies for vowels, and the degree of overlap among adjacent vowels. As with the original study, listening tests showed that the signals were nearly always identified as the vowel intended by the talker.
TL;DR: Through a detailed analysis of the literature, this research identifies 12 constructs of integrated QM strategies and using a survey of 371 manufacturing firms, the constructs are empirically tested and validated.
Abstract: The contemporary quality management (QM) literature prescribes various quality improvement strategies. However, it lacks scientifically developed and tested constructs that represent an integrative QM philosophy. Moreover, an impact of the prescribed QM strategies on a firm's product quality has not been analyzed. Through a detailed analysis of the literature, this research identifies 12 constructs of integrated QM strategies. Using a survey of 371 manufacturing firms, the constructs are then empirically tested and validated. LISREL 7 is used for this purpose. Finally, a framework to examine the effects of integrated QM strategies on a firm's product quality is suggested. Comparisons between this and two other comprehensive scales of TQM are made.
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|Michael J. Ryan
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