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This paper aims to describe an information model, the Canonical Robot Command Language (CRCL), which provides a high-level description of robot tasks and associated control and status information.

A common representation of tasks was used that is understood by all of the resources required for the job: robots, tooling, sensors and people.

Using CRCL, a manufacturer can quickly develop robotic applications that meet customer demands for short turnaround, enable portability across a range of vendor equipment and maintain investments in application development through reuse.

Industrial robots can perform motion with sub-millimeter repeatability when programmed using the teach-and-playback method. While effective, this method requires significant up-front time, tying up the robot and a person during the teaching phase.

Date: 26 October 1995 Venue: The National Motorcycle Museum, Solihull, West Midlands The above Conference will consist of Soldering and Brazing sessions which will run in parallel, with the opportunity for delegates to transfer between sessions. In each case a keynote speaker will set the scene by reviewing progress in these industries over the last 25 years. Thereafter the focus of the sessions will be to discuss the evolving technologies which will shape the industry over the next 25 years.

Increases in urbanization and mobility, as well as local government fiscal crises have altered the financing of local government expenditures. Intergovernmental transfer of funds has evolved as a major source of revenue for local government units. Intergovernmental transfers to subordinate governments are enacted by various fsical instruments: (1) direct transfer of funds through loans, categorical grants, and unrestricted grants; (2) sharing of the tax base through tax supplements, tax deducations, and tax credits; and (3) intergovernmental coordination of activities. Federal grants to state and local governments have rapidly increased: federal aid as a percentage of state and local sources of general revenue was 8 percent in 1942, 11 percent in 1948, 15 percent in 1965, and 20 percent in 1967. During this same period, the amount of annual state payments to local governments increased from 3.2 billion dollars to 19.1 billion dollars (although throughout the period the payments were a consistent fraction of the national total of states' expenditures). Local government finances for 1972–73 substantiate the importance of intergovernmental funding directed to the local public sector. The total intergovernmental revenue received by all local governments in the United States was 28.6 billion in 1972–73 with 23.3 billion emanating from state governments and 5.3 billion from the federal government. In 1972 Texas state government expenditure in transfers totaled 1.2 billion dollars.

The purpose of this article is to report on the underlying consensus in the major leadership approaches. This led to an assessment of the comprehensiveness of 11 leadership approaches and the role of place in achieving it.

Overall, 11 leadership approaches are analyzed and coded according to their emphasis and purpose and their organizational place (organizational content/context and the follower content/context).

A total of eight consensus items are found which range from “leadership is a good thing and more of its is better” to “leadership is a type of holonomic process”. In addition, ten of the 11 leadership approaches lack comprehensiveness, and that this lack is possibly the reason for their popularity.

This paper does not include all possible leadership approaches. The analysis and coding of those selected leave room for different interpretations and possibly different conclusions.

The inability of most leadership approaches to incorporate actual content of the work and the context of the group or organizations limits their usefulness to actually improve leadership. Theorists need to consider and incorporate place in their formulations.

This paper uses the philosophical concept of place to analyze leadership approaches. This paper also introduces the LAMPE approach to organizational leadership because it points the way to having more comprehensive leadership approach.