LEADER 03249nam 2200469z 450 001 9910698573403321 005 20230314174908.0 035 $a(CKB)3790000000564621 035 $a(OCoLC)239584322 035 $a(OCoLC)1228904355 035 $a(EXLCZ)993790000000564621 100 $a20180225d2012 ua 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aAir Force Materiel Command reorganization analysis $efinal report /$fRobert S. Tripp [et al.] 210 1$aSanta Monica, CA :$cRand,$d2012. 215 $axxii, 159 pages $ccolor illustrations 225 1 $aRand Corporation monograph series 300 $a"Project Air Force." 311 0 $a0-8330-7624-8 320 $aIncludes bibliographical references (p. 155-159). 327 $aCh. 1. Background, Purpose, and Analytic Approach -- Ch. 2. Background, Purpose, and Analytic Approach -- Ch. 3. Background, Purpose, and Analytic Approach -- Ch. 4. Life-Cycle Management Alternatives: An Assessment of Two Options -- Ch. 5. Life-Cycle Management Alternatives: An Assessment of Two Options -- Ch. 6. Conclusions and Recommendations. 330 $a"Directives from the Office of the Secretary of Defense mandating reductions in operations and maintenance staffing levels led Air Force Materiel Command (AFMC) to reexamine how it operates; the command published the plan for its proposed reorganization in November 2011. In response, the National Defense Authorization Act for Fiscal Year 2012 directed the Secretary of the Air Force to have a federally funded research and development center provide an independent review of the proposed reorganization. In January 2012, RAND Project AIR FORCE was tasked to conduct this review, the purpose of which was to describe the functional responsibilities, manpower authorizations, and disposition of AFMC's proposed restructure, including an assessment of life-cycle costs; to independently assess how realignments would likely affect life-cycle management, weapon system sustainment, and support to the warfighter; and to examine options for providing effective and efficient weapon system life-cycle management. The resulting analysis was limited to how the reorganization would affect product development/support-system design and operations support (depot maintenance and Air Force supply chain operations). It did not examine how the reorganization affects the management of nuclear weapons, developmental testing, or laboratory and basic research. For context, the report also includes a comprehensive overview of the history of Air Force life-cycle management and the changing roles and responsibilities of the organizational precursors to AFMC."--P. [4] of cover. 410 0$aRand Corporation monograph series. 701 $aTripp$b Robert S.$f1944-$01351505 712 02$aProject Air Force (U.S.) 801 0$bBTCTA 801 1$bBTCTA 801 2$bYDXCP 801 2$bSCT 801 2$bTXA 801 2$bBDX 801 2$bCOD 801 2$bBWX 801 2$bDLC 906 $aBOOK 912 $a9910698573403321 996 $aAir Force Materiel Command reorganization analysis$93114193 997 $aUNINA LEADER 02562oam 2200661I 450 001 9910790764303321 005 20230617015642.0 010 $a1-136-72988-7 010 $a0-415-94997-1 010 $a1-315-02442-X 010 $a1-136-72981-X 024 7 $a10.4324/9781315024424 035 $a(CKB)2550000001161781 035 $a(EBL)1520881 035 $a(OCoLC)863822136 035 $a(SSID)ssj0001155321 035 $a(PQKBManifestationID)11742525 035 $a(PQKBTitleCode)TC0001155321 035 $a(PQKBWorkID)11178058 035 $a(PQKB)10451981 035 $a(MiAaPQ)EBC1520881 035 $a(Au-PeEL)EBL1520881 035 $a(CaPaEBR)ebr10795833 035 $a(CaONFJC)MIL544875 035 $a(OCoLC)862746623 035 $a(FINmELB)ELB135791 035 $a(EXLCZ)992550000001161781 100 $a20180706d2005 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCulturally relevant schools $ecreating positive workplace relationships and preventing intergroup differences /$fJean A. Madsen and Reitumetse Obakeng Mabokela 210 1$aNew York :$cRoutledge,$d2005. 215 $a1 online resource (289 p.) 300 $aDescription based upon print version of record. 311 $a0-415-94996-3 311 $a1-306-13624-5 320 $aIncludes bibliographical references (pages 169-172) and index. 327 $apart I. Workplace relationships and intergroup differences -- part II. Leadership challenges in a diverse workplace: Understanding intergroup differences to create inclusive schools -- part III. Leadership using a strategic process. 330 $aThe authors provide teachers and school leaders concrete suggestions to address workplace relationships; to respond to intergroup conflict; to create positive exchanges among different ethnic groups of teachers; and to create a strategic process to address diversity issues. 606 $aMulticultural education$zUnited States 606 $aSchool improvement programs$zUnited States 606 $aEducational sociology$zUnited States 615 0$aMulticultural education 615 0$aSchool improvement programs 615 0$aEducational sociology 676 $a370.117 700 $aMadsen$b Jean$0956262 701 $aMabokela$b Reitumetse Obakeng$0950239 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910790764303321 996 $aCulturally relevant schools$93861876 997 $aUNINA