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Journal articles on the topic 'Council management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Adam, Julian B. "Voluntary Quits: Do Works Councils Matter? An Analysis of the Reform of the German Works Constitution Act 2001." Jahrbücher für Nationalökonomie und Statistik 239, no. 1 (January 28, 2019): 67–109. http://dx.doi.org/10.1515/jbnst-2017-0164.

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Abstract Most of the literature on the effects of German works councils does not deal with the issue of potential endogeneity of works council existence. Exploiting exogenous variation in works council authority stemming from a 2001 reform of the German Works Constitution Act, I apply a regression difference-in-difference using establishment panel data. I find that increasing works council size and the introduction of one full-time councilor causally reduces the number of voluntary quits by about 30 %. This decline is driven entirely by collective voice effects and there is no evidence for monopoly effects in place. Similar to the findings of previous research, the effect is significant only in establishments which are subject to a collective agreement. The results suggest that the effectiveness of works councils either heavily relies on the support of unions, or that works councils mainly serve as a guardian of collective agreements.

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2

Yuan Lim, Lan. "Town council management in Singapore." Facilities 16, no. 5/6 (May 1998): 143–49. http://dx.doi.org/10.1108/02632779810211821.

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3

O'Brien, John. "McKinsey, Hilmer and the BCA: The 'New Management' Model of Labour Market Reform." Journal of Industrial Relations 36, no. 4 (December 1994): 468–90. http://dx.doi.org/10.1177/002218569403600402.

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This paper will discuss the origins and development of the labour market reform agenda pursued by the Business Council of Australia (the council). This agenda found its initial expression in the attempt to apply the McKinsey 'new manage ment' model of employment relations to the regulation of the labour market in Australia. The 'popular' management works of Fred Hilrner are discussed, as is their relationship to the various reports issued by the council from 1989 to 1993 on the development of enterprise-based employment relations. The paper will assess the extent to which the McKinsey-Hilmer-council discourse influenced the terms of the enterprise bargaining debate in the later 1980s and 1990s. In turn, there will be consideration of tlte extent to which the developments in the council's discourse were influenced by changes to the industrial relations system in the same period and the adoption of the enterprise discourse by other contributors to the labour market debate. The paper concludes that the council was able to take a leading role in establishing the hegemony of the enterprise discourse without necessarily achieving a regulatory regime that matched its 'new management' model of employment relations.

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4

Zhil'nikov, Andrei Maksimovich. "Legal acts of the authorities on industry and construction management in the USSR during 1950s – 1960s." Право и политика, no. 6 (June 2020): 84–96. http://dx.doi.org/10.7256/2454-0706.2020.6.32739.

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The object of this research is the administrative-economic reform conducted in the Soviet Union in 1957. The subject of this research is the legal acts of the Councils of National Economy. The author meticulously examines the order of passing legal acts by the Councils of National Economy, as well as their policy-making activity. The article provides the analysis of law and draft bills of government authorities of USSR and RSFSR, as well as legal acts of the Councils of National Economy. Classification of the latter by the content and nature of the contained administrative requirements is conducted. In conclusion, it is established that the crucial questions of competency of the Council were usually resolved collectively; however, there was not clear demarcation between the rights of the chair of the Councils of National Economy and the Councils itself. Gaps in policy-making activity with regards to the order of issuance of acts led to unnatural increase in the already significant amount of such acts, which did not make any essential contributions to the work of institutions and enterprises subordinate to the Council of National Economy.

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5

Božič, Mari, Annmarie Gorenc Zoran, and Matej Jevšček. "Industry 4.0 and Proactive Works Council Members." Data 6, no. 5 (April 30, 2021): 47. http://dx.doi.org/10.3390/data6050047.

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Background: Integrating Industry 4.0 technologies in organizations affects employees’ workplaces and working conditions. Works Council members play an essential role in this because as intermediaries of information between employees and management, they increase mutual trust and help introduce changes in the work environment. This article discusses the Works Council members’ autopoietic endowments that are necessary for their proactive activity, which we discuss as building blocks for creating constructive relationships with management and quality energy in an organization. As such, we were interested in examining whether the autopoietic endowments of Works Council members influenced the type of relationship with the Works Council and management, and whether this relationship affected Works Council members’ organizational energy. Methods: A questionnaire was developed, piloted and distributed to Works Council Members, and 220 completed questionnaires were returned. Results: We found that the higher the level of self-awareness, the better the relationship between Works Council members and management. Moreover, poor energy represented poor relationships, and poor relationships signified a higher degree of resigned inertia and corrosive energy. Conclusions: Our research provides managements with insights into the relationship between employees and management, and the quality of their organizational energy.

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6

Kirk, Nicholas. "Collaborative Planning in Response to Policy Failure: The Case of Freshwater Management in Canterbury, Aotearoa New Zealand." Case Studies in the Environment 1, no. 1 (2017): 1–8. http://dx.doi.org/10.1525/cse.2017.000513.

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ABSTRACT This article identifies the factors behind a shift to collaborative planning in regional freshwater management. The Canterbury Regional Council, a local government agency in the South Island of Aotearoa New Zealand, was struggling to exercise authority and autonomy over freshwater management in the region during the 1990s and 2000s. The case study explores the regional council’s failure to create authoritative policy, which resulted in policy being rewritten and modified through litigation in the courts. In response, the regional council pursued collaborative planning mechanisms, which co-opted competing pro-development and pro-conservation interest groups, for freshwater management in the region.

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7

Sciulli, Nick. "Towards the development of a climate change risk index for local government: Some evidence from coastal councils in Australia." Corporate Ownership and Control 10, no. 4 (2013): 276–82. http://dx.doi.org/10.22495/cocv10i4c2art4.

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The objective of this investigation is to assess the views of coastal council managers regarding which infrastructure assets are vulnerable to climate change to develop a Climate Change Risk Index. There are several implications emanating from this study including that local council managers will require more reporting guidance from federal and state governments. Adequate and consistent reporting across local councils can be used as a means of protecting infrastructure at risk to climate change. This paper contributes to the topical area of the risk climate change could pose for local council infrastructure assets. There are important implications for the safeguarding and maintenance of infrastructure in the face of increasing climatic events.

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8

Conca, Ken, Joe Thwaites, and Goueun Lee. "Climate Change and the UN Security Council: Bully Pulpit or Bull in a China Shop?" Global Environmental Politics 17, no. 2 (May 2017): 1–20. http://dx.doi.org/10.1162/glep_a_00398.

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Although claims about climate/conflict links remain contested, concerns that climate change will affect peace and security have gained traction in academic, activist, and policy circles. One set of pressures for responsive action has centered on the UN Security Council, which has held several often-contentious debates on the topic. Whether the Council should address climate change is a highly politicized question, tied to controversies about the Council’s mandate, membership reform, and the appropriate division of labor in the UN system. Lost in this political debate has been a more fundamental question—what exactly could the Council do? We examine six specific proposals for Council action culled from the academic and policy literature and the public positions of member states. These include incorporating climate risks into peacekeeping operations, developing an early-warning system, managing the threat to small-island states, engaging in preventive diplomacy, addressing climate refugees, and embracing a climate-related analogy to the norm of a responsibility to protect. For each proposal, our analysis—which is based on interviews conducted at the UN, archival research, and case histories of past instances of adapting the Council’s focus to new challenges—examines what it would mean and require for the Council to act. We also identify a series of measures that constitute a “pragmatic transformative” agenda. These steps recognize the poor fit between the climate challenge and the Council as it is currently constituted, but also the potential to use climate as part of a larger transformation toward the better Council the world needs.

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9

Tillman, Fred A. "Commentary on Legal Liability: Organizing the Advisory Council." Family Business Review 1, no. 3 (September 1988): 287–88. http://dx.doi.org/10.1111/j.1741-6248.1988.00287.x.

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Although we cannot predict the outcome of uncertain legal issues, it is possible that advisory councils face less legal liability than boards of directors. The key to minimizing the risk is to keep the council separate from the board.

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10

Smedley, J. "RESOURCE MANAGEMENT SERVICES v WESTMINSTER CITY COUNCIL." European Law Reports 4, no. 1 (January 1, 2000): 1–24. http://dx.doi.org/10.5235/elr.v4n1.1.

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Njovana, Samuel. "The International Records Management Council in Zimbabwe." Information Development 10, no. 1 (March 1994): 23–24. http://dx.doi.org/10.1177/026666699401000107.

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12

Arief, Harefan, Mochamad Soelton, Fatchur Rohman, and Rajab Ritonga. "DEVELOP LEADERSHIP, MANAGEMENT AND PERFORMANCE ORGANIZATION ON INTRA-SCHOOL STUDENT ORGANIZATION (OSIS)." ICCD 2, no. 1 (November 27, 2019): 341–44. http://dx.doi.org/10.33068/iccd.vol2.iss1.226.

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Intra-School Student Organization (OSIS) is a means of developing students' interests and talents in the school's internal environment. The existence of the student council can be beneficial for schools and the community. OSIS is also a major component of the pioneering schoolfor developments in the school. The problem is that many student councils do not show their existence as a driving force in the development of schools and students. The student council vacuum is more due to the low understanding of management and leadership concepts, so that potential members cannot be managed properly. This community service activity is carried out by providing training and program assistance for 1 month. As a result of this activity is the increasing existence of OSIS in schools and is beneficial for students and the community as a forum for discussion in terms of increasing the existence of OSIS and contributing to human development.

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13

Chamera-Nowak, Agnieszka. "Biblioteki związków zawodowych w latach 50. XX wieku." Z Badań nad Książką i Księgozbiorami Historycznymi 12 (December 24, 2018): 327–44. http://dx.doi.org/10.33077/uw.25448730.zbkh.2018.14.

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Trade union libraries were supervised by the Trade Unions’ Central Council, defining areas of their activity, together with management boards of the unions of particular economic sectors. Regional councils of trade unions and management boards mentioned above were responsible for tasks’ realisation. Direct supervision belonged to a trade union council and management of particular work places. Trade union libraries did not belong to the official library network. They fulfilled educational and community functions. Referring to the documents from the Archives of Modern Recordings, in 50s particular the acts of the Central Office for Publishing, Printing Industry and Bookselling, the Central Library Management, and the Central Committee of the Polish United Workers’ Party, the author discussed briefly selected issues of the trade union libraries in the 50s of the 20th century.

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14

Schendelen, M. P. C. M. Van. "The Council Decides‘: Does the Council Decide?*." JCMS: Journal of Common Market Studies 34, no. 4 (December 1996): 531–48. http://dx.doi.org/10.1111/j.1468-5965.1996.tb00589.x.

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15

Sapulete, Saraï, and Annette van den Berg. "Works council effectiveness in subsidiaries of MNCs during reorganizations: Case study evidence from the Netherlands." Economic and Industrial Democracy 38, no. 4 (June 4, 2015): 677–700. http://dx.doi.org/10.1177/0143831x15586436.

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Internationalization of organizations has been a threat for (national) industrial relations. This study compares three cases to test the influence of works councils on decision-making in multinational companies (MNCs), going through reorganizations. The authors argue it is important to take account of internal factors in the subsidiary, namely the power capabilities and interests of the actors involved. They study these by looking at the network partners of works councils and aligned interests of local management and works council. The findings show that aligned interests form an important prerequisite for positive management attitude, trust and informal relations, positively affecting reorganizations in subsidiaries of MNCs.

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16

Griffin, Gerard, and Vincent Giuca. "One Union Peak Council: the Merger of ACSPA and CAGEO with the ACTU." Journal of Industrial Relations 28, no. 4 (December 1986): 483–503. http://dx.doi.org/10.1177/002218568602800401.

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The possibility of a merger between the ACTU and the white-collar peak councils was first raised publicly in 1969. By 1981, the Australian Council of Salaried and Professional Associations (ACSPA) and the Council of Australian Government Employee Organisations (CAGEO) has disbanded and most of their former members had affiliated to the ACTU. A number of factors, such as converging policies, the changing nature of white-collar unionists and, after 1975, a hostile federal government, pointed to the logic of unification. Despite these influences, however, the merger discussions virtually halted in the mid-1970s. The ultimate success of these discussions is largely attributable to the attitudes and actions ofsenior ASPCA officials and their belief in the concept of one peak council for all trade unions.

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17

Robertson, Peter J., and Sophia S. Kwong. "Decision making in school-based management leadership councils: The impact of council membership diversity." Urban Review 26, no. 1 (March 1994): 41–54. http://dx.doi.org/10.1007/bf02354858.

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18

Goulden, C., and J. Pass. "Quality Conversion for Council." Managing Service Quality: An International Journal 3, no. 6 (June 1993): 25–28. http://dx.doi.org/10.1108/eum0000000003201.

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19

Leechman, Gareth, Norman McCulla, and Laurie Field. "Local school governance and school leadership: practices, processes and pillars." International Journal of Educational Management 33, no. 7 (November 4, 2019): 1641–52. http://dx.doi.org/10.1108/ijem-12-2018-0401.

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Purpose The purpose of this paper is to investigate the processes and relationships between school councils and school leadership teams in the local governance of 18 independent, faith-based schools in New South Wales, Australia. Design/methodology/approach A three-phase, mixed-method research design was used incorporating development of a conceptual framework for local school governance drawn from current literature, face-to face interviews with chairs of school councils and principals, and a subsequent survey of school council members and within-school leadership teams. Findings Noting a lack of research into the practices and processes of school council operations and their interface with school leadership, the study identified five key areas that were seen to be foundational to the effectiveness of local governance. Research limitations/implications The study contributes an Australian perspective to an international need to better understand local governance arrangements in school leadership and management. Practical implications At a practical level, the study provides valuable insights to principals, and to those aspiring to the role, on the nature of the relationship between the school council and school leadership teams. Social implications The study responds to a marked increase internationally in local governance arrangements for schools by way of school councils or boards. Originality/value A review of literature reveals that, somewhat surprisingly, there has been relatively little research undertaken in this key area of leading and managing schools.

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20

Wöffler, Theide, Holger Schüttrumpf, Arne Arns, Hilmar Von Eynatten, Roger Häußling, Jürgen Jensen, and Malte Schindler. "DEVELOPMENT OF COASTAL PROTECTION MEASURES FOR SMALL ISLANDS IN THE WADDEN SEA USING A RISK-BASED APPROACH." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 48. http://dx.doi.org/10.9753/icce.v33.management.48.

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The Halligen in the Northfrisian part of the UNESCO – World Natural Heritage Wadden Sea are exposed to extreme storm surges due to climate change and sea level rise. Existing coastal protection measures in this area do not consider the future sea state and are mainly based on tradition and expert knowledge. The presented work is part of the project ZukunftHallig (supported by the German Coastal Engineering Research Council) and has the main objective to design and evaluate new coastal protection techniques and management strategies for the Halligen. With numerical simulations hydrological parameters are investigated. Furthermore sensitivity analyses expose possible variations in future storm surges and illustrate the difference in significant wave heights for varying wind climates. This risk based approach of the project is a suitable way to ensure life for future generations on these islands under sustainable ecological und economic conditions.

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21

Carney, Steve. "Westminster City Council: improving quality through complaint management." Managing Service Quality: An International Journal 6, no. 4 (August 1996): 20–22. http://dx.doi.org/10.1108/09604529610120230.

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22

Sweet, William. "CERN Council Will Oversee Management Reforms in 1988." Physics Today 41, no. 2 (February 1988): 74–75. http://dx.doi.org/10.1063/1.2811318.

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23

Ledgerd, Ritchard. "Executive Management Meeting, Council Meeting and Congress 2014." World Federation of Occupational Therapists Bulletin 70, no. 1 (November 1, 2014): 5–10. http://dx.doi.org/10.1179/otb.2014.70.1.002.

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24

Redfern, Mike, Roy Fairweather, and Sally Watson. "Caledonia Council: a novel approach to management development." Industrial and Commercial Training 28, no. 5 (September 1996): 3–6. http://dx.doi.org/10.1108/00197859610122045.

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25

Kumar, Rakesh. "SSCS and the IEEE Technology Management Council [Socnews." IEEE Solid-State Circuits Magazine 2, no. 1 (2010): 75. http://dx.doi.org/10.1109/mssc.2009.935489.

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26

Pushpakumara, T. D. C., and K. G. M. Ranga. "Land Use Management in Colombo Municipal Council Area." International Journal of Advanced Remote Sensing and GIS 9, no. 1 (October 28, 2020): 3438–45. http://dx.doi.org/10.23953/cloud.ijarsg.494.

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Colombo city is the commercial capital and the largest city in Sri Lanka. It is located on the west coast of the island and adjacent to the Greater Colombo area which includes Sri Jayawardenepura Kotte. It is the financial Centre of the island as well as a popular tourist destination. As the vast development in the city and the increase of the need of people, People used to gather in the city as well as around the city. So the land requirement of the city is being increased in various ways. So that monitoring the land use against the land use requirement is essential to identify the land use changing patterns in the city. The objective of this study is to detect the land use changes in the Colombo city Municipal Council area between years 2000 and 2016 using spatial data, non-spatial data of Colombo city and analysis data using GIS software.

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27

Mukah, Samuel Tanjeh. "Budgetary Control and Performance: the Case of Councils in Mezam and Momo Divisions of Cameroon." Business and Management Research 7, no. 3 (September 28, 2018): 36. http://dx.doi.org/10.5430/bmr.v7n3p36.

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The pursuit of quality service delivery in the public sector management in Cameroon necessitated the decentralisation of public sector management by transferring more power and resources to the local councils. This is in a bid to make them more self-governing. These councils are expected to meet the aspirations of their municipalities by carrying out approved projects efficiently and effectively. In this regard, this paper sets out to investigate the relationship between budgetary control and performance of local councils in Mezam and Momo Divisions of the North West Region of Cameroon, and the challenges these councils encounter in the process of budgetary control. Data was collected through a survey and analysed using the Ordinary Least Square (OLS) estimation technique to regress the relationship between the budgetary control variables and council performance. The empirical results showed that the key budgetary control variables (planning, participation, monitoring and control, motivation, communication, and responsibility) have a positively and statistically significant effect on performance of the councils. Effective performance of local councils in Mezam and Momo Divisions of the North West Region of Cameroon could then be attributed to effective presence of budgetary control requiring the availability of financial resources rationally allocated, qualified and experienced personnel, participation of all responsibility center managers in the planning and control processes, and regular communication and motivation of the council staff.

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28

Stram, Diana L., and Diana C. K. Evans. "Fishery management responses to climate change in the North Pacific." ICES Journal of Marine Science 66, no. 7 (May 14, 2009): 1633–39. http://dx.doi.org/10.1093/icesjms/fsp138.

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Abstract Stram, D. L., and Evans, D. C. K. 2009. Fishery management responses to climate change in the North Pacific. – ICES Journal of Marine Science, 66: 1633–1639. In the North Pacific, warming trends, coupled with declining sea ice, raise concerns about the effects of climate change on fish populations and ecosystem dynamics. Scientists are only beginning to understand the potential feedback mechanisms that will affect everything from plankton populations to major commercial fish species distributions, yet fishery managers have a responsibility to prepare for and respond to changing fishing patterns and potential ecosystem effects. There are ways for fishery managers to be proactive, while waiting for better information to unfold. The North Pacific Fishery Management Council (Council) and the National Marine Fisheries Service have jurisdiction over offshore fisheries in Alaska, USA. Recently, the Council has undertaken risk-averse management actions, in light of uncertainty about the effects of warming trends (and loss of sea ice) and resulting changes to fishing activities in the North Pacific. The Council has assessed whether opportunities for unregulated fishing could result from changes in fish distribution, has closed the Arctic Ocean to all commercial fishing pending further research, and has established extensive area closures where fishing with bottom-trawl gear is prohibited to protect vulnerable crab habitat and to control the northern expansion of the trawl fleet into newly ice-free waters. In cases where linkages between climate variables and fish distributions can be identified, the Council is developing adaptive management measures to respond to varying distributions of fish and shellfish. Finally, the Council has also tried to re-examine existing information to gain a better understanding of climate and ecosystem effects on fishery management. The pilot Fishery Ecosystem Plan for the Aleutian Islands maps interactions among climate factors and ecosystem components and suggests indicators for the Council to monitor.

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29

Machin, Stephen, and Alan Manning. "The Effects of Minimum Wages on Wage Dispersion and Employment: Evidence from the U.K. Wages Councils." ILR Review 47, no. 2 (January 1994): 319–29. http://dx.doi.org/10.1177/001979399404700210.

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Using data on Wages Council coverage from the United Kingdom New Earnings Survey, the authors examine the impact of mandated minimum wages on wage dispersion and employment in the United Kingdom in the 1980s. They find evidence that a dramatic decline in the toughness of the regulation imposed by the Wages Councils through the 1980s—a decline, that is, in the level of the minimum wage relative to the average wage—significantly contributed to widening wage dispersion over those years. There is, however, no evidence of an increase in employment resulting from the weakening bite of the Wages Council minimum pay rates. Instead, consistent with the conclusions of several recent U.S. studies, the findings suggest that the minimum wage had either no effect or a positive effect on employment.

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30

Dilger, Alexander. "Kooperation zwischen Betriebsrat und Management / Cooperation between Works Council and Management." Jahrbücher für Nationalökonomie und Statistik 226, no. 5 (January 1, 2006). http://dx.doi.org/10.1515/jbnst-2006-0507.

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SummaryThere are different kinds of works councils. They can be cooperative or antagonistic for example. There are also different kinds of management. The managers can be friendly or unfriendly to the workers and the works council representing them. Here the mutual relationship between works council and management is analysed. To this end two data sets are connected, the NIFA-Panel with information about mechanical engineering plants in Germany given by the management and the Bochumer survey of works councils in some of these plants. A new typology of the relationship between the works council and the managers of a firm is derived from these combined data. The effects of a positive, neutral or negative relationship on different turnover rates, product innovations and earnings of the firms are empirically analysed. The results are in accordance with prior studies using only separated data for works councils or management. Concretely, turnover and earnings are mostly lower and innovations more probable as long as any kind of works council exists. The kind of relationship influences the magnitudes of these effects and their statistical significance. A positive relationship reduces the departure rate most of all, a negative relationship has the strongest effect on innovations and, unexpectedly, an inconsistent relationship is best for earnings.

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31

"IEEE Technology Management Council." IEEE Circuits and Systems Magazine 10, no. 4 (2010): 71. http://dx.doi.org/10.1109/mcas.2010.938642.

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"IEEE Technology Management Council." IEEE Engineering Management Review 36, no. 1 (2008): c2. http://dx.doi.org/10.1109/emr.2008.4490130.

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"IEEE Technology Management Council." IEEE Engineering Management Review 37, no. 1 (2009): c2. http://dx.doi.org/10.1109/emr.2009.4804338.

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"IEEE Technology management council." IEEE Engineering Management Review 37, no. 2 (2009): C2. http://dx.doi.org/10.1109/emr.2009.5235467.

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"IEEE Technology management council." IEEE Engineering Management Review 37, no. 3 (2009): C2. http://dx.doi.org/10.1109/emr.2009.5235471.

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"IEEE technology management council." IEEE Engineering Management Review 37, no. 4 (2009): c2. http://dx.doi.org/10.1109/emr.2009.5384039.

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"IEEE Technology Management Council." IEEE Engineering Management Review 38, no. 1 (2010): c2. http://dx.doi.org/10.1109/emr.2010.5494690.

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"Technology Management Council Chapters." IEEE Engineering Management Review 38, no. 1 (2010): c3. http://dx.doi.org/10.1109/emr.2010.5494706.

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"Technology management council chapters." IEEE Engineering Management Review 38, no. 2 (2010): c3. http://dx.doi.org/10.1109/emr.2010.5496903.

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"IEEE Technology Management Council." IEEE Engineering Management Review 38, no. 2 (2010): c2. http://dx.doi.org/10.1109/emr.2010.5496963.

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"IEEE Technology Management Council." IEEE Engineering Management Review 38, no. 3 (2010): c2. http://dx.doi.org/10.1109/emr.2010.5559134.

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"Technology Management Council Chapters." IEEE Engineering Management Review 38, no. 3 (2010): c3. http://dx.doi.org/10.1109/emr.2010.5559151.

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"IEEE Technology Management Council." IEEE Engineering Management Review 38, no. 4 (2010): C2. http://dx.doi.org/10.1109/emr.2010.5645747.

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"Technology Management Council Chapters." IEEE Engineering Management Review 38, no. 4 (2010): C3. http://dx.doi.org/10.1109/emr.2010.5645768.

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"IEEE Technology Management Council." IEEE Engineering Management Review 39, no. 1 (2011): C2. http://dx.doi.org/10.1109/emr.2011.5729964.

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"Technology Management Council Chapters." IEEE Engineering Management Review 39, no. 1 (2011): C3. http://dx.doi.org/10.1109/emr.2011.5729982.

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"IEEE Technology Management Council." IEEE Engineering Management Review 39, no. 2 (2011): c2. http://dx.doi.org/10.1109/emr.2011.5876163.

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"Technology Management Council chapters." IEEE Engineering Management Review 39, no. 2 (2011): c3. http://dx.doi.org/10.1109/emr.2011.5876164.

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"IEEE Technology Management Council." IEEE Engineering Management Review 39, no. 3 (2011): c2. http://dx.doi.org/10.1109/emr.2011.6019085.

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"Technology Management Council chapters." IEEE Engineering Management Review 39, no. 3 (2011): c3. http://dx.doi.org/10.1109/emr.2011.6019086.

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