Professional education in urban planning: A framework for growth

Expanded interest in socio-economic problems have created new opportunities for the urban planning profession. Because of their emphasis on physical and land-use aspects of the city, traditional educational programs in urban planning have been unable to deal adequately with these new opportunities. Changes in program orientation and emphasis to meet these new challenges have started to take place in some urban planning departments. It remains to be seen how effective some of these changes will be over the long run.

This paper considers some current aspects of urban planning education. The role of professional education in our society is examined along with the role of science in planning. Based on this analysis, a framework is proposed for the future growth of professional education in urban planning. Because of its strong orientation towards a “science of planning”, this proposal appears to be somewhat different than other changes currently being considered in some urban planning programs.     

Social indicators and social accounts

This paper defines “social indicators” as statistics which have two denning characteristics. They are, first, measures of direct normative interest; that is, what the economist would call measures of “welfare” and “illfare”. Most existing government statistics are not of this type, because a large proportion of existing statistics are measures of government or other institutional activity, produced as a by-product of accounting or administrative routine. The second defining characteristic of a social indicator is that it should fit into a systematic scheme of classification or aggregation which would make possible a balanced assessment of socio-economic progress or retrogression in some broad area, as well as disaggregated and detailed study of particular problems.

The work in government on social indicators was designed in part to meet the needs of Toward a Social Report, a preliminary study of the condition of American society issued by the U.S. Department of Health, Education, and Welfare (Superintendent of Documents, Wash. D.C. 20402; 1969). Social indicators can also fit, with other statistics, into a set of “policy accounts” or scheme of social accounting, which would relate social expenditures to the social indicator they were designed to affect. This would encourage broadened cost-benefit analysis and rational public decision-making.     

Mathematical analysis applied to school attendance areas

The objective of this paper is to develop a generalized mathematical model of pupil assignment within school districts. This model can then be used to examine various policies of student integration. Proposed bussing schemes, school location policies, educational parks, attendance boundaries, etc., can be tested for cost, travel time or other measures of efficiency. Extension to other areas of educational planning is feasible.

Mathematical programming techniques are used to assign resources (say school children) to facilities (say schools) subject to restrictions on facilities (say capacity limits) and resources (say a maximum travel time or a desirable range of school “mixtures”) so that a measure of performance, the “objective function” (say total cost or total time of travel) is optimized. The model is intended to allow examination of a wide range of objective functions and system constraints.     

E-Leadership and Virtual Teams

In this paper we have identified some key challenges for E-leaders of virtual teams. Among the most salient of these are the following:

• The difficulty of keeping tight and loose controls on intermediate progress toward goals

• Promoting close cooperation among teams and team members in order to integrate deliverables

• Encouraging and recognizing emergent leaders in virtual teams

• Establishing explicit processes for archiving important written documentation

• Establishing and maintaining norms and procedures early in a team’s formation and development

• Establishing proper boundaries between home and work

Virtual team environments magnify the differences between good and bad projects, organizations, teams, and leaders. The nature of such projects is that there is little tolerance for ineffective leadership. There are some specific issues and techniques for mitigating the negative effects of more dispersed employees, but these are merely extensions of good leadership—they cannot make up for the lack of it.

SELECTED BIBLIOGRAPHY

An excellent reference for research on teams is M. E. Shaw, R. M. McIntyre, and E. Salas, “Measuring and Managing for Team Performance: Emerging Principles from Complex Environments,” in R. A. Guzzo and E. Salas, eds., Team Effectiveness and Decision Making in Organizations (San Francisco: Jossey-Bass, 1995). For a fuller discussion of teleworking and performance-management issues in virtual teams, see W. F. Cascio, “Managing a Virtual Workplace,” Academy of Management Executive, 2000, 14(3), 81–90, and also C. Joinson, “Managing Virtual Teams,” HRMagazine, June 2002, 69–73. Several sources discuss the issue of trust in virtual teams: D. Coutu, “Trust in Virtual Teams,” Harvard Business Review, May–June 1998, 20–21; S. L. Jarvenpaa, K. Knoll, and D. E. Leidner, “Is Anybody Out There? Antecedents of Trust in Global Virtual Teams,” Journal of Management Information Systems, 1998, 14(4), 29–64. See also Knoll and Jarvenpaa, “Working Together in Global Virtual Teams,” in M. Igbaria and M. Tan, eds., The Virtual Workplace (Hershey, PA: Idea Group Publishing, 1998).Estimates of the number of teleworkers vary. For examples, see Gartner Group, Report R-06-6639, November 18, 1998, and also Telework America survey, news release, October 23, 2001. We learned about CPP’s approach to managing virtual work arrangements through David Krantz, personal communication, August 20, 2002, Palo Alto, CA.There are several excellent references on emergent leaders. For example, see G. Lumsden and D. Lumsden, Communicating in Groups and Teams: Sharing Leadership (Belmont, CA: Wadsworth, 1993); Lumsden and Lumsden, Groups: Theory and Experience, 4th ed. (Boston: Houghton, 1993); R. W. Napier and M. K. Gershenfeld, Groups: Theory and Experience, 4th ed. (Boston: Houghton, 1989); and M. E. Shaw, Group Dynamics: The Psychology of Small Group Behavior, 3rd ed. (New York: McGraw-Hill, 1981).An excellent source for e-mail style is D. Angell and B. Heslop, The Elements of E-mail Style: Communicate Effectively via Electronic Mail (Reading, MA: Addison-Wesley Publishing Company, 1994). To read more on the growing demand for flexible work arrangements, see “The New World of Work: Flexibility is the Watchword,” Business Week, 10 January 2000, 36.For more on individualism and collectivism, see H. C. Triandis, “Cross-cultural Industrial and Organizational Psychology,” in H. C. Triandis, M. D. Dunnette, and L. M. Hough, eds., Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 4 (Palo Alto, CA: Consulting Psychologists Press, 1994, 103–172).Executive SummaryAs the wired world brings us all closer together, at the same time as we are separated by time and distance, leadership in virtual teams becomes ever more important. Information technology makes it possible to build far-flung networks of organizational contributors, although unique leadership challenges accompany their formation and operation. This paper describes the growth of virtual teams, the various forms they assume, the kinds of information and support they need to function effectively, and the leadership challenges inherent in each form. We then provide workable, practical solutions to each of the leadership challenges identified.     

A budget model of a university

Yale University operates a number of budget systems for purposes of planning and control. These include a capital budget, a cash budget, an operating budget, and an operating growth budget. The operating growth budget might be the one of most potential interest to people concerned with Operations Analysis in Education.

The operating growth budget is a model of what the University fiscal flows and structure might look like under varying conditions over an extended period, e.g., 20 years. It is composed of a set of ideas, a set of equations, and a computer program.

It is important to us to point out that this work is in a development stage. We have run many simulations, adjusted the program, refined the parameter estimates, and modified the questions we have been asking. Part of our efforts have followed a concern that we have captured the appropriate structure, part that we are investigating our own spectrum of decisions, and part that we can reflect the varying “external” conditions outside of the University's immediate influence and control.

Our work with the operating growth budget has already started to influence some of the decisions of the University including the yearly operating budget, the capital funds programs, and the endowment investment portfolio.     

Inter-threshold resource planning for public higher educational systems

Efforts to design comprehensive systems of long-range resource planning for public colleges and universities in the United States are frustrated in the sense that most states follow a social demand approach to educational planning. Literally thousands of decision makers—including students, parents, formal administrators and faculty members-affect the overall behavior of the system. Nevertheless, more and more states are creating centralized higher educational coordinating agencies to conduct long-range planning and to recommend policies for the future development of the higher educational system. This paper describes research which has attempted to link together three decision thresholds in the resource planning process. These are (a) academic departments or colleges which are combined into (b) a total college or university, which is one part of (c) a state system of higher education containing several colleges and universities.     

Load-limited order release in job shop scheduling systems

This report examines the practice of using work load limits to control the release of orders to a job shop. Load limits function in the following general way. Whenever the inventory of work at a work center exceeds some critical value (its “load limit”), further release of orders which are routed to that work center are blocked from entering the shop. After the inventory is “worked off,” release of work to the shop gateways is again permitted. Load-limited order release is intuitively appealing because it appears to be a method for reducing system inventory and flow times. The practice of load limiting order release is becoming popularized by some of the recent production planning software products now on the market. A notable example is OPT. In this report, analytical results for an M/M/1 queueing model, along with existing simulation studies of multi-machine job shops are interpreted to form a theory about the effects of using load limits.The major finding here is the proposition that system flow time, inventory, and order tardiness all deteriorate to the extent that load limits introduce idle time into the schedule. Based on the arguments presented here, a very cautious approach toward the use of input control schemes for anywhere but gateway work centers would be advised. The conclusions drawn here are to a great extent arrived at by interpreting the research results of others, so there is a clear need for further research which tests these assertions in a more direct and controlled way.     

“Agreeing to disagree” type results: a decision-theoretic approach

This paper explores interactive epistemology within Morris’ [S. Morris, Alternative definitions of knowledge, in: M.O.L. Bacharach, L.-A. Gerard-Varet, P. Mongin, H.S. Shin (Eds.), Epistemic Logic and the Theory of Games and Decisions, Kluwer Academic Publishers, Amsterdam, 1997, pp. 217–233] framework of knowledge. Specifically, this paper proves a generalized “agreeing to disagree” result. The major features of this formalization are: (i) non-expected utility receives a unified treatment; (ii) the information structure is not necessarily partitional; (iii) Aumann’s celebrated result of “agreeing to disagree” and Milgrom and Stokey’s well-known result of “no trade” are derived as special cases. This paper also presents some new extensions of the “no trade theorem”.     

Mathematical programming applications in educational planning

The specific aim of this article is to examine recent developments in the applications of mathematical programming techniques to problems encountered in educational planning. Applications are given for selected problems at national, state, regional and local levels of planning and the implications of this work for educational research methodology is noted. Special attention is given to applications at the microanalytic or school district level, since most applications in this domain are of recent origin and have been developed in disciplines other than education, e.g. industrial engineering, econometrics, public administration, business and operations research.Applications are discussed in light of their relationship to theoretical and empirical research on educational production functions. The final section contains some directions and implications for future research which are discussed in terms of recent developments in socio-economic and public sector planning and the emerging major research needs in educational policy planning.     

Systems analysis approach to research on German education

The paper shows some of the experience of the empirical research on demographic accounting which is being carried out at Heidelberg University, F.R. of Germany. The first part of the paper presents the system including the subsystems (population system, educational system, manpower system). It contains some suggestions how to measure the connections between the subsystems. The first measure is a measure of substitution, the second deals with the degree of general use of a certain educational level in terms of occupation.

In the second part of the paper special reference is given to the empirical Heidelberg studies of the educational subsystem. At present the main purpose of the project is to try out the functional relations between the various transition rates involved in the system. There-upon a sensibility analysis will be developed which provides empirical data as to which transition rates are of strategic relevance for educational planning. Here the transition rates are defined as dependent variables, certain influencing factors or determinants as independent variables. Empirical results of the structural analysis will be published at the end of 1968, those of the sensibility analysis at the end of 1969.     

Career planning and development

The career planning process is often illustrated as the last step in an ever-changing work environment. The technical, professional, managerial, and interpersonal skills to successfully perform and succeed in this rapidly changing work environment are essential. There is a very real and immediate threat that many of the professional skills that we have learned yesterday and today will be obsolete and insufficient to cope with the inevitable changes in the future. While most professionals are aware of the very real threat of skill obsolescence, few take the opportunity to do definitive career planning regarding their future. The career planning process is designed to help individuals examine their careers; evaluate their training and educational needs; and develop some specific action plans to maintain, enhance, and reevaluate the relevance of their professional and managerial skills in a work environment that values rapid change and adaptation.     

民国时期(1927-1937年)城市规划机制探析

民国时期的城市规划法律文化有值得当今借鉴的因素,文章全面回顾民国前期城市规划机制的发展脉络,对1927年到1937年民国时期国家层面的城市规划主体、规划法律制度进行了探讨.在此基础上,初步总结了国民政府和伪满洲国的城市规划主体的主要构成和法律制度的主要内容,以及有益启示和教训.     

Planning through incrementalism

The incremental model of decision making proposed by C. E. Lindblom is discussed and compared with the Comprehensive Rational Approach. A model of reconciliation between the two approaches is proposed. Examples are given in the field of economic development and educational planning.     

The human resources approach to manpower,education and income distribution planning

This paper first presents the hypothesis relating the education of the labor force to production, along with some observations about its statistical verification. The conceptual basis for the manpower approach to educational planning appears next, followed by a discussion of its use with and without the assumption of constant labor productivity. Finally, the human resources approach to manpower and educational planning is extended to include income distribution planning. The method developed is applied to Mexico.     

The computer imperative

“The Computer Imperative” has been defined as the necessity for the administrator to specify his goals, objectives, criteria, standards, rules, etc., in very explicit and operational terms as he seeks to devise a better management system, especially if computers will be used to implement portions of the system. It is essential that educational leaders be able to tell system designers and computer technologists what they want, and to do this they must know at least the rudiments of what is technically possible. Otherwise, the administrator in some sense is at the mercy of the technologist. Studying an administrative system as essentially an information system provides a useful model. To define who originates, processes, uses, or needs information is to describe much of the actual operation of administration. In a manual system, many rules and procedures can be left undefined, and intuition and experience can substitute effectively for logical precision. As computers are programed to assume certain basic transactional functions, the administrator must bear in mind that computers do only what they are told. It is therefore critically important to be able to describe what we want. Much of the “threat” of automation can be attributed to uneasy or uncomfortable recognition of this “imperative”.     

Shifts in autonomy, responsibility and control from centre to periphery in public administration: the case of the ministry of finance in Italy

In tackling administrative reform and in the hope of improving the effective allocation of resources, most European governments have shown a growing interest in adopting private sector management models in the public administration. The assumption underlying this paper is that the decisive variables in the different national contexts have to do with the relationships between the central and the peripheral administrative levels, and the way in which administrative actors at the two levels interpret their roles and participate in the reform process. The paper examines the case of the reform of the Italian Ministry of Finance. In seeking to improve its performance and the services it provides, the ministry reform is intended to introduce a management system in which the key concepts are the planning, programming and control of administrative action and results. According to reform rhetoric, shaping a new class of administrative managers at the local level is the crux of the question. However, research results hint that the “creation” of this new local executive staff is yet to be completed. The working hypothesis advanced is that this is due to local executives’ lack of confidence in the “system”, inasmuch as the reform process has so far been characterised by a tendency to give them responsibility without autonomy and autonomy without control. The greater their lack of trust, the lesser their willingness to risk the consequences of failure and the greater their tendency to stick to defensive positions and to return to previous “bureaucratic” conceptions and ways of operating.     

民办高校学生管理工作之我见

民办高校是我国高等教育的重要组成部分,民办高校的学生工作是影响民办高校稳定与发展的重要因素,积极探索适应民办高校发展趋势及要求的学生工作管理模式成为当务之急。文章结合邕江大学学生工作的实际,探讨民办高校学生管理工作的改革与创新。     

Case study: Targeting demand-side management for electricity transmission and distribution benefits

This paper shows how a vertically integrated utility develops a least-cost transmission and distribution (T&D) plan that considers demand-side management (DSM) to defer capacity expansion necessary for serving growing demand. The plan is the result of applying dynamic optimization techniques to a T&D planning area in the service territory of Pacific Gas and Electric Company (PG&E), the largest privately owned utility in the USA. In the case study area alone, DSM enables PG&E to reduce the present value of its planned investment in local T&D from $112.3 million to $77.3 million over a 20-year period.     

论文秘专业人才培养模式的构建及培养对策

为适应市场变化,拓宽办学思路,我校把公关与文秘合二为一,办成文秘为主、公关为辅的公关与文秘专业,这与秘书职业由传统的办文、办事、办会发展到公关策划、商务咨询、信息收集与传播、计算机文字处理相适应。本文就文秘专业在培养目标及课程设置方面探出了一条新思路,在此与大家分享。