On edge orienting methods for graph coloring

We consider the problem of orienting the edges of a graph so that the length of a longest path in the resulting digraph is minimum. As shown by Gallai, Roy and Vitaver, this edge orienting problem is equivalent to finding the chromatic number of a graph. We study various properties of edge orienting methods in the context of local search for graph coloring. We then exploit these properties to derive four tabu search algorithms, each based on a different neighborhood. We compare these algorithms numerically to determine which are the most promising and to give potential research directions.     

Robustness evaluation of multisite distributed schedule with perturbed virtual jobshops

A method for evaluating the robustness of medium term multisite distributed schedule is presented. The method of robustness evaluation is based on steps and tools associated with the conceptual model of a MultiSite Reactive Production Activity Control (MSR-PAC). The MSR-PAC makes it possible to study the sensitivity of the scheduled plans in presence of perturbations. These must be evaluated before being dispatched to the shop-floors. At present, to the best of the authors' knowledge, there is no means to make this evaluation in the distributed systems such as extended enterprise. The monitoring of errors is based on the discrepancy between the two flow-shape functions that model respectively the dynamics of the scheduled manufacturing orders and the state of the perturbed production. The MSR-PAC is based on a multisite agent system and on the monitoring of the perturbed virtual jobshops. The method can also be used for controlling short term distributed production activities.     

The polarisation and intensification of parental employment in britain: Consequences for children,families and the community

On the basis of an analysis of UK parental employment between 1984 and 1994, using data from the Labour Force Survey, the authors identify three important trends: increasing integration of women with children, particularly with young children, into the labour market; increasing differentiation in mothers' employment opportunities and growing polarisation in household employment patterns; and an intensification of paid work amongst employed parents, contributing to a growing concentration of work–both paid and unpaid caring work–among women and men in the so-called 'prime working years' of 25 to 50 years. The article considers some possible consequences of these trends for children, families and communities, including the polarisation of children's childhoods, family incomes and neighbourhoods, the increasing workload on individual parents and families, tension between parents over the division of child care and domestic tasks and the issue of lime. The article concludes that the current UK focus on policies to support working parents in 'reconciling employment and family responsibilities' begs the question of how far these, and other activities, are reconcilable–and if they are, under what conditions, what cost and to whom–and may fail to address the difficult, threatening and 'wicked issues' at the heart of the work-family relationship.     

Wisdom principles as a meta-theoretical basis for evaluating leadership

This article responds to calls in the management and leadership literature to articulate a role for wisdom. While many talk about the role of wisdom, few people have attempted to articulate what it consists of. We suggest five principles that define wise leadership. We then position wisdom in a complex world, both within the transformational, authentic and spiritual leadership literature and the knowledge based view of organizations, and suggest how leaders should be evaluated. Finally, we suggest the need for future research directions and practical application.     

Strategic planning for social and political change

Formalized planning is currently applied to planning for operations and capital investment, planning for products and markets, and occasionally for manpower. However, there is little evidence that companies are producing formal plans and programmes to deal with social and political change. Unfortunately, public opinion is moving against business, action groups inside and outside companies are challenging the authority of management, and public officials and politicians are already framing new laws and regulations. Unless managers begin to get more involved in the framing of these controls they are likely to find laws enacted and enforced by people who have little knowledge or sympathy with business. In this article the author points up the necessity to assess the social and political challenge to their business, and formulate and implement social and political strategies and plans aimed at ensuring the survival and prosperity of their organisations.