Testing How Management Matters in an Era of Government by Performance Management

Public administration finds itself in an era of government byperformance management, which is reflected in the widespreadassumption that management is a key determinant of performance,and that it is reasonable to expect managers to measurably improveorganizational effectiveness. This article joins a growing literaturein seeking to conceptualize and empirically test how externalenvironmental influences and internal management factors combineto create performance, relying on data from the 2002–2003National Administrative Studies Project (NASP-II) survey ofstate government health and human services officials. We categorizemanagerial efforts to facilitate organizational performanceas determined either through their interactions with the organizationalenvironment, or through employing workable levers to changeinternal organizational culture, structure, and technology.Among the external environmental variables we find that thesupport of elected officials and the influence of the publicand media have a positive impact on effectiveness. Among internalmanagement choices, the ability to create a developmental organizationalculture, establish a focus on results through goal clarity,and decentralize decision-making authority are all positivelyassociated with organizational effectiveness.     

Four‐Month Attentional Regulation and Its Prediction of Three‐Year Compliance

The extent to which 4‐month attentional regulation during an infant‐mother still‐face situation and 12‐month attachment security during the Strange Situation predicted rates of compliance and noncompliance during a cleanup task at 36 months was examined longitudinally in 70 infant‐mother dyads. Hierarchical multiple regression analyses indicated that infants who showed more attentional regulation during the still‐face situation with mothers later showed a higher rate of committed compliance and a lower rate of situational compliance during cleanup with mothers. Furthermore, lower levels of attentional regulation were later associated with higher rates of assertive behavior, but only for infants in an insecure attachment relationship.     

鞋用聚氨酯胶粘剂的改性研究

本文以二甘醇代替其它多元醇与已二酸反应合成聚酯多元醇 ,再以合适的OH/NCO比与二异氰酸酯TDI生产聚氨酯胶粘剂 .成本低 ,各项粘接性能达到或超过同类产品 .同时利用了制备乙二醇时的副产品二甘醇 ,一举数得     

企业创新体系研究

首先阐述熊彼特的创新理论 ,指出其不足之处 ,继而阐明研究企业创新体系的必要性 ,最终从企业发展的命题出发 ,提出了企业创新与企业发展、企业创新与经营资源、企业创新与企业核心能力等企业创新体系研究的思路框架     

Women with Turner's Syndrome: helping them reach their full potential

The physical and psychological effects of Turner's Syndrome, a female sex chromosome abnormality, briefly are described. Principles for helping women master the special challenges posed by the disorder are discussed. The authors argue that women with TS must take control of defining their identities and potential in order to attain full status within society.     

Networks, Communication and the Irish Protestant Diaspora in Northern England, c.1860-1914

This study seeks to explore transnational communication among migrants of the Irish diaspora through an examination of the Orange Order's networks. It draws upon rare local and district records and press accounts to explain the migratory links and social worlds of Orange emigrants from Ulster. The substance of the study echoes the findings of Canadian historians who have much richer records than exist in the public domain in Britain. It demonstrates how Orangemen in Ireland came to recognise the diasporic dimension of their movement, and how members used the Order to negotiate some of the pathways of migration that were an important feature of their lives, and in the lives of the working class more generally. The essay generally seeks to demonstrate that the Orange Order acted as a network of friendship, camaraderie and support for emigrants and immigrants in the British World in the late nineteenth and early twentieth centuries.     

Child‐Care Usage and Mother‐Infant “Quality Time”

Mothers' time‐use patterns were compared in families in which infants spent more than 30 hours per week in child care (In‐Care group; n= 143) versus 0 hours per week (At‐Home group; n= 183) from birth to 6 months of age. In‐Care group mothers spent about 12 fewer hours per week interacting with their infants, for about 32% less time; fathers of these infants were more involved in caregiving. The groups did not differ in the quality of mother‐infant interaction. In the In‐Care group, quantity of interaction was related to greater separation anxiety and concerns about effects of maternal employment. Time‐use data were not related to child outcomes at 15 months of age. Results suggest that the effect of extensive time spent apart on the quantity and quality of mother‐infant interaction may be smaller than anticipated.