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The case was created via an interview of the protagonist.
Case overview / synopsis
The case describes the dilemma a young leader, Captain Bryson, faces after a few months in his new organization. Amid a routine meeting, two of CPT Bryson’s direct reports get into a verbal (and nearly physical) altercation over a relatively benign issue. CPT Bryson must decide how to handle the conflict at that moment. Further, the organization is resource constrained, so the personnel will be working in the same organization for at least the next six months. Therefore, CPT Bryson must try to diagnose the types and sources of conflict so that he can decide on how to manage the conflict in both the short and long terms.
Complexity academic level
This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on conflict management, developmental communication (counseling), emotional intelligence and power and influence.
For generations, Britain has had a household delivery of fresh milk; from the days before the Great War when it was delivered by a horse‐drawn milk float, with the roundsman often bringing the housewife to the door with his cries of “Milk‐O!”. The float had a churn and milk was delivered in a small can, served out by a dipper. This was the start of the distributive trade, organised between the Wars, from which the present industry has emerged. The trade gave universal acceptance to the glass bottle, returnable for household delivery, only the method of sealing has changed. There have been many demands for its abandonment in favour of the carton, of which recent years has seen a rise in its use in the increasing sales of milk by supermarkets and stores. Despite the problems with returnable vessels, the glass bottle has a number of advantages. The milk, including the cream line, is clearly visible, and short measure is most unlikely, which is a growing problem with carton‐filled milk. The number of prosecutions for short measure with cartons must be causing concern to trading standards departments. There is nothing to indicate the offence until the carton is opened.
This paper reports on the successful introduction of a sophisticated online catalogue system at the library of the Scott Polar Research Institute, Cambridge, using the…
This paper reports on the successful introduction of a sophisticated online catalogue system at the library of the Scott Polar Research Institute, Cambridge, using the Muscat program package. The system provides to both end‐users and library staff a choice between boolean searching on keywords and access using relevance feedback based on free text in English, mixed with UDC classification numbers. The system is implemented on an IBM 3084 computer. Significant benefits from the application of relevance feedback are reported with 10,000 records on file.
In an able article upon Sir WILLIAM MCCORMICK's Report on five years' work of the Department of Scientific and Industrial Research. The Daily Telegraph observes that “five years ago, when a twelvemonth of the war had compelled us to realise that winning it would be the hardest task ever laid upon the nation, a beginning was made with organised encouragement and assistance of research by the State. It had long been realised only too well by scientific workers that Great Britain was singular among the leading civilised countries in its obstinate neglect of this vital interest of a modern State; and the course of the war very rapidly brought all of us, and not only the savants, to a recognition of the fact that our principal enemy was foremost of all the Powers in the care which it had given to that interest. The army of technical experts mobilised by Germany for the scientific war was far larger and better equipped than our own. In setting‐out to remedy this state of things, the Government was looking, necessarily, far ahead of the war, which was likely to be ended one way or another long before the benefits of a Department of Scientific and Industrial Research could begin to materialise. Now, five years after the inception of the scheme by the Committee of the Privy Council, it is beginning to bear fruit; but the real harvest is in the not immediate future still. Sir WILLIAM MCCORMICK'S Report, however, as summarised yesterday in our columns, shows in its review of those five years’ work how well the foundations have been laid, and how excellent are the prospects of useful development along the lines now clearly marked out for the activity of the Department. Backwardness in the application of scientific research to industry has cost us dear in many ways. It is a reproach which is now in a fair way to be lifted from us altogether, thanks to that general awakening of the national intelligence of which the new Department was only one result; for its work would be of little avail without the active co‐operation of the industrial world. That is, as the Report brings clearly out, being given; and it will be given in increasing measure as time reveals the inestimable value of what can be done by combined enterprise, directed and fostered by the State. This is only one branch of the Department's work; but it is in this connection, perhaps, that the practical utility of it will be most generally appreciated. Eighteen associations of industrial firms have now been established, each association undertaking co‐operative scientific investigation of the problems of its particular industry; five more are about to be set up and to receive their licenses from the Board of Trade. Ten of the associations are actually at work, and the 2,300 firms organised in them have raised, in the first year, an aggregate income of nearly £40,000 to add to the contribution made by the Department out of the million fund granted by Parliament for the encouragement of such associations. That this expenditure on co‐operative research will be returned many limes over is not open to doubt; the value of it is written on every page of the history of Germany's colossal industrial development in the decades before the war, and it is, indeed, in great part the explanation of that development.
The sheer complexity and unpredictability characterising cities challenges the adequacy of existing disciplinary knowledge and tools in urban design and highlights the…
The sheer complexity and unpredictability characterising cities challenges the adequacy of existing disciplinary knowledge and tools in urban design and highlights the necessity to incorporate explicitly the element of change and the dimension of time in the understanding of, and intervention on, the form of cities. To this regard the concept of resilience is a powerful lens through which to understand and engage with a changing world. However, resilience is currently only superficially addressed by urban designers, and an explicit effort to relate elements of urban form to resilience principles is still lacking. This represents a great limit for urban designers, as the physical dimension of cities is the matter they work with in the first place. In this paper, we combine established knowledge in urban morphology and resilience theory. We firstly look at resilience theory and consistently define five proxies of resilience in urban form, namely diversity, redundancy, modularity, connectivity and efficiency. Secondly, we discuss the configuration of, and interdependencies between, several constituent elements of the physical city, as defined in urban morphology and design, in light of the mentioned five proxies. Finally, we conduct this exploration at five scales that are relevant to urban morphology and design: plot, street edge, block, street and sanctuary area / district.
The purpose of this paper is to describe the challenges of post‐traditional, distance PhD supervision and suggest pedagogical interventions to bridge the distance. The…
The purpose of this paper is to describe the challenges of post‐traditional, distance PhD supervision and suggest pedagogical interventions to bridge the distance. The paper investigates the skills and understandings necessary for mediating the supervisor‐supervisee dyad within faceless encounters.
Grounded in a literature review and using interview‐based narratives, the paper describes a case study investigating the needs and experiences of three part‐time, trans‐Tasman PhD students, writing practitioner‐ or practice‐led research (PLR) higher degrees by research (HDR) by artefact and exegesis.
Findings reveal the importance of proactivity, dialogue and mutual trust and the necessity of knowing which interactions, including e‐moderated supervisions and fast‐turnaround electronic communications, potentially help to bridge the gulf.
While this small‐scale study makes no major claims that results can be generalised, the results are pertinent to those involved in distance HDR supervision, particularly in PLR.
As distance supervisions become increasingly commonplace, HDR supervisors need to build best practice models from shared personal and professional understandings of effective supervisory interventions in this mode.
Managing conflicts between employees and supervisors is a critical issue in maintaining productive labor‐management relations. This study uses the theory of cooperation…
Managing conflicts between employees and supervisors is a critical issue in maintaining productive labor‐management relations. This study uses the theory of cooperation and competition to specify the nature of the relationship and the flexible strategies that facilitate mutually beneficial solutions to employee complaints. Results based on interviews of supervisors and union employees in a remote site in British Columbia support the hypotheses that cooperative, compared to competitive and independent, goals promote open‐minded discussions of complaints that result in efficient resolutions which benefit both supervisors and employees. Results suggested that developing cooperative goals and open‐minded negotiation skills can help supervisors and employees to create integrative solutions to shopfloor conflicts.
In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed.
In 1990 we compiled an annotated bibliography of official state lists of endangered, threatened, and rare species. In gathering information for that bibliography, which…
In 1990 we compiled an annotated bibliography of official state lists of endangered, threatened, and rare species. In gathering information for that bibliography, which appeared in Reference Services Review in Spring 1991, we found numerous unofficial sources of state lists, such as those developed by universities, institutes, and Natural Heritage Programs, which also provide valuable information on statuses of endangered, threatened, and rare species. A comprehensive search for unofficial lists results in this second bibliography.