02785nam 22004335a 450 991015192750332120120613234500.03-03719-610-610.4171/110(CKB)3710000000953883(CH-001817-3)152-120613(PPN)178156116(EXLCZ)99371000000095388320120613j20120613 fy 0engurnn|mmmmamaatxtrdacontentcrdamediacrrdacarrierA Course on Elation Quadrangles[electronic resource] /Koen ThasZuerich, Switzerland European Mathematical Society Publishing House20121 online resource (129 pages)EMS Series of Lectures in Mathematics (ELM) ;2523-5176The notion of elation generalized quadrangle is a natural generalization to the theory of generalized quadrangles of the important notion of translation planes in the theory of projective planes. Almost any known class of finite generalized quadrangles can be constructed from a suitable class of elation quadrangles. In this book the author considers several aspects of the theory of elation generalized quadrangles. Special attention is given to local Moufang conditions on the foundational level, exploring for instance a question of Knarr from the 1990s concerning the very notion of elation quadrangles. All the known results on Kantor's prime power conjecture for finite elation quadrangles are gathered, some of them published here for the first time. The structural theory of elation quadrangles and their groups is heavily emphasized. Other related topics, such as p-modular cohomology, Heisenberg groups and existence problems for certain translation nets, are briefly touched. The text starts from scratch and is essentially self-contained. Many alternative proofs are given for known theorems. Containing dozens of exercises at various levels, from very easy to rather difficult, this course will stimulate undergraduate and graduate students to enter the fascinating and rich world of elation quadrangles. The more accomplished mathematician will especially find the final chapters challenging.Combinatorics & graph theorybicsscCombinatoricsmscGroup theory and generalizationsmscGeometrymscCombinatorics & graph theoryCombinatoricsGroup theory and generalizationsGeometry05-xx20-xx51-xxmscThas Koen726617ch0018173BOOK9910151927503321A Course on Elation Quadrangles2564802UNINA03568nam 2200613 450 991015736300332120230125193219.0(CKB)3710000000984897(EBC)4773894(OCoLC)968460270(CaBNvSL)swl00407006(MiAaPQ)EBC4773894(EXLCZ)99371000000098489720170112d2017 fy 0engurcnu||||||||rdacontentrdamediardacarrierContinuous improvement values, assumptions, and beliefs for successful implementation : it's all about the culture /Robert E. Hamm Jr., Beth Y. Kohsin, and Katie McSheffrey GuntherNew York, [New York] (222 East 46th Street, New York, NY 10017) :Momentum Press,2017.1 online resource (xiv, 73 pages) illustrationsEngineering and sustainability collection1-945612-64-9 1-945612-65-7 Includes bibliographical references (pages 69-70) and index.1. Nothing lasts forever -- 1.1 A series of steps -- 1.2 The life cycle of a process -- 1.3 Improve or disappear -- 1.4 Why is change so hard? -- 1.5 It's all about the culture -- 1.6 Key points -- 2. Assumptions, beliefs, and values -- 2.1 Assumptions: stated and unstated -- 2.2 The leadership challenges of culture -- 2.3 The leader's role in culture setting -- 2.4 Key points -- 3. Driving the Cadillac -- 3.1 Driving a successful culture: leader attributes and behaviors -- 3.2 Attributes of a continuous improvement leader -- 3.3 The leader as coach -- 3.4 Key points -- 4. Organizational subsystems: observing culture in action -- 4.1 Production subsystem -- 4.2 Supportive subsystem -- 4.3 Maintenance subsystem -- 4.4 Adaptive subsystem -- 4.5 Leadership subsystem -- 4.6 Key points -- 5. Final thoughts -- References -- Index.In an increasingly turbulent and competitive world, organizations are constantly working to improve. Many organizations look to one of many continuous process improvement methodologies available today. Leaders who have been able to reap the benefits of continuous improvement behave in very specific ways. Their behaviors are centered on imbedding specific values, assumptions and beliefs that support continuous improvement into the way their organization executes the processes necessary to produce goods and services. To improve, leaders must first understand what culture is and how it impacts everything the organization does. We describe the key values, assumptions, beliefs and leadership behaviors we have found to be effective in organizations working to constantly improve the way work is done.Engineering and sustainability collectionOrganizational changeCorporate cultureLibros electronicos.change leadershipcontinuous improvementorganizationalorganizational cultureorganizational social subsystemsvaluesOrganizational change.Corporate culture.658.406Hamm Robert E.Jr.,1589125Kohsin Beth Y.Gunther Katie McSheffrey.FINmELBFINmELBBOOK9910157363003321Continuous improvement3883484UNINA