During the third week, the process of gastrulation occurs by which epiblast cells migrate toward the primitive streak and ingress to form the endoderm and mesoderm germ layers below the remaining epiblast cells (ectoderm). Lateral body folding at the end of the third week causes the germ layers to form three concentric tubes with the innermost layer being the endoderm, the mesoderm in the middle, and the ectoderm on the surface. High-Yield Facts 3 Axial mesoderm is located in the midline and forms the notochord. Somites are divided into sclerotomes (bone formation), myotomes (muscle precursors), and dermatomes (precursor of dermis). Lateral plate mesoderm forms bones and connective tissue of the limbs and limb girdles (somatic layer, also known as somatopleure) and the smooth muscle lining viscera and the serosae of body cavities (splanchnic layer, also known as splanchnopleure). Intermediate mesoderm is not found in the head region, and the lateral plate mesoderm is not divided into layers there. The neural plate ectoderm (neuroectoderm) forms two lateral folds that meet and fuse in the midline to form the neural tube (neurulation). Cells from the tips of the folds (neural crest) migrate throughout the body to form many derivatives including the peripheral nervous system. The bony skeleton of the head is comprised of the viscerocranium and the neurocranium. The neurocranium (cranial vault) is composed of a base formed by endochondral ossification (chondrocranium) and sides and roof bones formed by intramembranous ossification. The chondrocranium is derived from both somitic mesoderm (occipital) and neural crest. The viscerocranium (face) is derived from the first two pharyngeal (branchial) arches (neural crest in origin). Somatic lateral plate mesoderm (somatopleure) forms the bony and connective tissue elements of the limbs and limb girdles while skeletal muscle of the appendages is derived from somites. Homeobox genes encode trancription factors that regulate processes such as segmentation and axis formation. Rotation of the limb buds establishes the position of the joints, the location of muscle groups, and the pattern of sensory innervation (dermatome map). Overexposure of the cranial region to retinoic acid can result in "caudalization," i. During development, the spinal cord and presumptive brainstem develop three layers: (1) a germinal layer or ventricular zone, (2) an intermediate layer containing neuroblasts and comprising gray matter, and (3) a marginal zone containing myelinated fibers (white matter). Other layers are added in the cerebrum and cerebellum by cell migration along glial scaffolds. The notochord induces the establishment of dorsal-ventral polarity in the neural tube. Ventral portions of the tube will become the basal plate and give rise to motor neurons, whereas the dorsal portions become the alar plates, derivatives of which subserve sensory functions. Meninges are formed by mesoderm surrounding the neural tube with contributions to the arachnoid and pia from neural crest. Folic acid, also known as folate, is a B-vitamin that can be found in some enriched foods and vitamin supplements. Folic acid is found in some foods, such as enriched breads, pastas, rice, and cereals (some with 100% of the daily requirement). Damage is dependent on gestational age, alcohol dosage, and pattern of maternal alochol abuse. Focal deficiencies in neural crest cell migration may result in lack of innervation to specific organs or parts of organs. In Hirschsprung disease (aganglionic megacolon), failure of neural crest cells to migrate to a portion of the colon results in a localized deficiency in parasympathetic intramural ganglia that may cause a loss of peristalsis and bowel obstruction. Each arch receives its blood supply from a specific aortic arch and its innervation from a specific cranial nerve (special or branchial visceral efferent fibers). The third aortic arch provides most of the adult blood supply to the head and neck.
A second attempt a bombing in October 1983 failed to kill the South Korean president but killed four cabinet ministers and thirteen other officials during a state visit to Ran- - - - - goon, Burma. Bilateral discussions during the same year concerning a joint Olympics team failed to achieve results in time for the Los Angeles Olympics in July. After South Korean acceptance of North Korean rice, cement, and medicine for southern flood victims in September 1984, the two sides conducted talks and some exchanges on a range of issues for a sixteen-month period through early 1986. These discussions in the mid-1980s were sometimes acrimonious and frequently interrupted, each side presenting proposals, as one observer noted, that almost seemed intended to provoke rejection by the other or to play to the galleries of it world opinion. In retrospect, however, can be seen that the mid-1980s discussions were successful in establishing institutions for dialogue on both sides and in laying down multiple channels of contact and communication that continued to function through the early 1990s. In September 1985, several dozen North Koreans and South Koreans met with separated family members, and a similar number of folk art performers from each side gave concerts in the two capitals. South Korean and North Korean legislators met twice in July 1985 to explore political issues. The two Koreas continued to talk past each other concerning broader political issues during much of 1988 and 1989. An important breakthrough in relations between the two Koreas began in 1990, which saw the beginning of a series of prime ministerial talks. This document, the Agreement on Reconciliation, Nonaggression, Exchange and Cooperation, was signed in Seoul on December 13, 1991. In late December 1991, the two Koreas signed a separate agreement barring either side from having or using nuclear weapons. Although the new agreement was in itself a landmark, observers noted that it was essentially a promissory note, in which the two Koreas pledged to cease negative actions toward each other and to continue to work toward resolution of several important issues. These issues included a declaration of nonaggression, a separate peace treaty, and measures to promote free travel and correspondence. The question of mutual inspection of nuclear facilities, which South Korea held to be of overriding importance, still was being discussed discussions began to cohost the by working-level negotiators xxxvi in late March 1992. These issues posed a problem not only for South Korean diplomacy, but also contributed to often tumultuous domestic criticism of Seoul whenever it appeared to show signs of weakness in negotiations with Washington. An important issue in South Korean-United States relations during the 1980s was the joint security relationship. The statement, prepared in response to a South Korean National Assembly query, showed that the United States had not approved the coup and that the troops used in Kwangju in 1980 were not under oper- was focused on - ational control of the their orders Combined Forces Command but had taken from South Korean army authorities under General the role of the mili- Chun. The Korean War permanently enhanced tary in South and politics as well as in the defense of the nation. At an even broader level, harsh discipline within the military probably provided the most xxxvn more than 75 percent of South Korean males who served in the regular army, the reserves, or the Homeland Reserve Force. Many of these practices were the subject of reforms outlined in the Ministry of National Defense White Paper in 1988, when the Roh administration abolished the Student Defense Corps and made significant political socialization for the efforts to standardize conscription practices protection to the rights of recruits. In the same year, the government promulgated additional regulations intended to reduce the more severe aspects of military life and protect the basic rights of recruits. As the 1990s began, however, some observers believed that change in many military practices would come slowly. One of the most outspoken criticisms, voiced in a South Korean army publication in 1990, was by an army major general who charged that "a trend characterized by assaults, abusive language and torture prevails in the barracks. The charges were given additional credence two months later when a former marine corps officer was convicted on charges of torturing a subordinate. In October 1990, the minister of national defense was relieved of his position after a former undercover agent of the Defense Security Command had con- disclosed that the military counterintelligence organization tinued to maintain dossiers and conduct surveillance on some 1,300 prominent civilians, including politicians, clergymen, and journalists. The government pledged its efforts to return the Defense Security the Command to its original function. As a result of improvements in the defense industrial base that began in the mid-1970s, 70 percent of the equipment and weaponry used by the armed forces was being produced by domestic defense industries by the late 1980s. The First Army and the Third Army defended the xxxviii country from the threat of North Korean attack in their positions along the Demilitarized Zone. The Second Army, positioned well south of Seoul, was charged with logistical and training responsibilities and managing the military reserve system.
Diseases
By contrast, performance management is an integrated approach designed to influence employee attention, motivate action, reward success, and develop capabilities. Core elements of performance management include goal setting, feedback, coaching and development, performance evaluation, and rewards (Smither, 2011). I will briefly highlight each element, but I must note that each has an extensive underlying literature. Goal setting is a work motivation approach that has amassed considerable support and has a high efficacy, as shown by meta-analytic evidence at the individual (Mento et al. The central tenant of goal setting is that goals should be specific and difficult to achieve. Goals have an orienting property, and specificity is important for setting a standard so that progress toward goal accomplishment can be monitored. Individuals accepting or committing to accomplishing goals is often important; operationally this is often implemented by having supervisors and employees mutually negotiate the goals to be accomplished (Smither, 2011). Aguinis (2007) asserts that performance standards should be position specific, concrete, practical to measure, meaningful, achievable, and reviewed regularly. However, managerial and technical positions rarely provide such clearly tangible outputs and must be augmented by regular supervisory review. The nature of feedback and how it is provided can either help to build or to undermine self-confidence and motivation (Kluger and DeNisi, 1996). Feedback is specific and process oriented so that performance information is given. Performance management systems can also be devised that link to team goals and beyond. The initial validation effort reported substantial productivity improvements, relative to baseline, as each element was implemented. Feedback was first (50 percent improvement), followed by goal setting (75 percent improvement) and incentives (76 percent improvement). The use of incentives is more of a set of practices than a well-developed research domain. Aguinis (2007), for example, highlights incentives typically used in organizations, including base pay (which is most useful for recruitment and retention) and contingent pay increases for merit. Bartol and Locke (2000) provide guidelines for the use of monetary incentives, recommending that pay policy should be (1) clearly specified and communicated, (2) fair and objective, (3) aligned with challenging goals and building confidence, (4) contingent on high performance, (5) substantial enough to be highly valued, (6) focused on upside potential, and (7) aligned with team, unit, and organizational objectives. Not unusually, incentives may be limited by economic factors or policy shifts, which undermine subsequent trust and, thus, the motivating potential of incentives in the future. Incentives are most useful when integrated into a well-developed performance management system. The implementation problems of moving the Kozlowski and Ilgen (2006) for a comprehensive review of the research on team effectiveness. A close, clear coupling is needed between the measures of performance used to provide incentives and desired employee behaviors; financial incentives will increase the behaviors measured and rewarded. For example, Lawler and Rhode (1976) described the dysfunctional effects of measurement in terms of rigid bureaucratic behavior. This is a classic conundrum (Kerr, 1975) because performance measures are often deficient. However, only 29 percent believe pay raises depend on how well an employee performs, and only 30 percent believe steps are taken to deal with poor performers who either cannot or will not improve (Office of the Director of National Intelligence, 2008). In summary, performance management and incentives are potent practices designed to motivate employee performance by directing attention to important objectives, enhancing the commitment of effort, promoting persistence in the face of difficulties and obstacles, and rewarding effectiveness. The foundation elements of performance management, including goal setting, feedback, and developmental coaching, have good support in the literature. Incentives can be useful adjuncts to a well-developed performance management system, although the linkage between measurement and incentives must be carefully considered and monitored. It focuses on the structural properties of jobs that engage employee interest and motivation, which then influence employee commitment, job satisfaction, and performance. Although much of the research on work design has focused on individual jobs, a focus is emerging on work teams emanating from early work on sociotechnical systems (Trist and Bamforth, 1951).
Chaplains have rank without command authority, serve only in noncombatant status, and are not assigned duties outside the chaplain specialty. As experts in the principles of religious diversity, religious accommodation, major faith group requisites, privileged communication and religious program management, chaplains advise leaders at all levels on spiritual, religious, ethical, moral, morale, and quality of life matters. Chaplains must integrate religious support within the context of the organizational structure and doctrine of the Air Force. Supervise and manage chapel operations, religious programs and resources in support of the Air Force mission. Chaplains develop and execute religious support plans and evaluate outcomes to ensure their effectiveness. Provide counseling, pastoral care, unit engagement, religious education, morale programs, spiritual renewal, lay leadership programs, and humanitarian outreach opportunities. Represent faith and military communities in religious, patriotic, and civic events. Maintain liaison with civilian clergy and organizations to remain current in their specialty and areas of interest to Chaplain Corps programs. Advise leadership at all levels on spiritual, religious, ethical, moral, morale, and quality of life matters. Chaplains partner with religious affairs airmen to integrate into units and advise leaders on issues and the welfare of Airmen within their scope of responsibility. Chaplains also advise commanders of their responsibility to provide appropriate facilities or sites for worship, rites, and counseling. Maintain regular communication with endorsing officials and submit professional reports and records as required. Attend endorser-sponsored training and conference events as required by endorsing officials. Knowledge of Air Force vision, values, organization, policy, and mission is mandatory, in addition to Chaplain Corps mission, vision, organization, guidance, programs, and readiness requirements. For active duty appointments two years of full-time religious leadership experience are needed. Included is teaching college-level courses in subjects encompassed by the academic disciplines related to the specialty. Directs major defense system acquisition programs typically identified by one or more of the following: Air Force Executive Program; Defense Enterprise Program; DoD 5000. Directs high precedence acquisition programs critical to fulfilling a priority DoD mission. Delegates responsibility for preparing development, production, deployment, and system support plans. Ensures the Systems Program Office functions as the Air Force focal point for contractors supporting a program, and acts as the official source of information. Manages program costs by forcing identification of life cycle costs, developing "design to" cost parameters, and weighing all program decisions and program cost thresholds. Each specialty includes responsibilities for conducting or managing programs, projects, and activities established to perform research and development pertinent to that specialty, or to support highly technical operations and intelligence. These specialties are used when research management requires technical specialization and an appropriate academic degree in a particular specialty and academic field. Conducts or manages programs, projects, and activities to perform research/operational assessments, and to support highly technical operations and intelligence. Officers with the "N" suffix conduct or manage programs, projects and activities in all parts of the nuclear enterprise to include nuclear hardness, nuclear treaty monitoring, nuclear forensics, consequence management, nuclear weapons employment planning, life-cycle management of strategic platforms and nuclear technology research. Plans research projects, determines theoretical aspects of problem, and selects methods of approach. Maintains liaison with private sector research organizations, Air Force research and operational organizations, Army, Navy, and other government agencies. Performs as staff officer and manager in positions requiring technical specialization.
Needless to say, a man who expects to be lined up against a wall and shot will not trouble himself over the legal niceties of his departure-if a pistol must be his passport, then so be it. And anyway, for most Americans, skyjacking was something that happened only in Communist countries. En route to Havana, the skyjacker ranted about warning Fidel of an assassination plot. Castro promptly released the crew and passengers, but he kept the plane as a pawn in his game to have the United States return the motley collection of fishing boats, airplanes, and even naval vessels that had been hijacked to the mainland. Castro declared that he would release the Electra as soon as the United States agreed to open formal discussions about putting a halt to skyjacking. Nor were we about to return any of the hijacked vehicles to Castro, largely owing to legal claims filed against them by individuals seeking redress for property lost in Cuba be cause of the revolution. His torical irony again-Castro made the first overture to end skyjacking, but 261 Flying the Line we rebuffed him. And there the matter rested, with the news media tending to portray those who escaped from Cuba as heroes. This glorification was bound to have an influence, and the idea of skyjacking, once implanted in an unstable mind, was bound to have consequences. Cleal and First Officer Al Wheeler chugged up to the ramp and shut down, anticipating a delay owing to a late arriving passenger. As they waited, Cleal and Wheeler heard a commotion, first in the baggage compartment and then in the cabin. Cleal and Wheeler added up the odd circumstances and surmised that a skyjacking was under way. Seizing a wrench for added fist weight, Cleal rose from the left seat to do battle. But mindful of the hazard facing the passengers, Cleal or dered Wheeler to start the right engine and taxi away from the terminal, thus humoring the skyjacker temporarily. At just that instant the door latch gave way and Cleal found himself staring straight into the barrel of a pistol. The skyjacker was an unemployed, homesick hillbilly who wanted to go back to Smackover, Ark. Why not flee California, the hated land of city dudes and strange ways, by pointing the gun at an airline pilot Once home, the skyjacker would simply disappear into the hills, perhaps to be regarded as a hero by the home folk. But when Cleal made his move, the pistol went off, and "a sea of black ink" closed over his eyes. He then produced a knife, obliging Wheeler to fight on with him as Wheeler tried to control the taxiing aircraft. The skyjacking was over, but for Oscar Cleal the struggle was just beginning: When I came to in the ambulance Bill Hicks said, "Well, we made it so far. It was too much for one man to handle, and due to the economy of the feederline busi ness at that time, well, they took advantage of these young guys to do all these jobs. There was a cityemployed armed guard, carrying a 45 on his hip, and Hicks dragged himself into the airport, right by this guard who did absolutely nothing! The thing I would like to stress was that my first consideration was for the safety of the passengers, so I turned to this guy who had the. I feel the flight crews should be trained in karate or judo to disarm any drunk, psy cho, or skyjacker. He had been working on the Pacific Air Lines retirement committee, so as soon as his health permitted, Cleal began studying. With the help of his nurses and wife, who read aloud to him, and Recordings for the Blind, which transcribed textbooks he needed, Cleal passed the necessary examinations. Later, Cleal got hired by Shearson, working there for 13 years specializing in retirement and pension plans.
Syndromes
Applies and supervises application of psychological procedures and techniques in evaluating, diagnosing, and treating psychological and neuropsychological disorders. Provides individual and group therapy, behavior modification paradigms, and biofeedback procedures in treating psychological disorders, and in assisting individuals to achieve more effective personal and interpersonal adjustment. Determines methods to be used in investigation, assessment, diagnosis, and treatment of mental health problems. Performs and supervises health psychology evaluations, conducts research, and provides education and training in the field of health psychology. Performs and supervises aviation psychology evaluations, conducts research, and provides education and training in the field of aviation psychology. Performs and supervises operational psychology evaluations, conducts research and provides education and training in the field of operational psychology. Applies principles, knowledge, and practice of professional social work to provide mental health diagnosis, treatment, research, consultation, and preventive programs for individuals, families, groups, and organizations in military community. Supervises mental health personnel and recommends policies pertaining to their training and management. Assesses and plans for the social and psychological needs of individuals, families, groups, and organizations in the military community. During deployments, uses social work skills to prevent and treat psychological problems in order to support and enhance the Air Force mission. Provides consultation and support to leadership and other agencies on such problems as individual and group effectiveness, interpersonal relations, psychopathology, and maladaptive behavior. Coordinates social work services and maintains liaison with military and civilian resources. Provides consultation on policies, procedures, and services to medical staff, commanders, base agencies, volunteers, major commands, and other installations of assignment. Develops and conducts internship programs for newly accessed social work graduates and ensures understanding of Air Force social work functions prior to assignment to initial duty station. Knowledge of social work theories, principles, techniques, and resources is mandatory. Social Workers accessed without an independent clinical practice level license must obtain such license within 3 years of accession. Plans, coordinates, controls, directs, and evaluates occupational therapy activities. Determines requirements for occupational therapy services including staffing, budget, equipment, physical plant design, supplies, and continuing education. Executes responsibility for independent management of complex neuromuscular, musculoskeletal, and psychosocial disorders, including mild traumatic brain injury (cognitive rehabilitation) and combat stress reactions, within the scope of practice. Fulfills all responsibilities and expectations of medical staff appointment as a highly experienced advanced clinician. Utilizes advanced practice privileges, orders referrals/consultations, diagnostic tests and studies when indicated to expedite care. Provides clinical oversight and direction of staff occupational therapists and support staff. Prescribes, fits, and fabricates orthoses and facilitates procurement and instruction in effective use of adaptive equipment and other therapeutic devices including computerized assistive technology. Directs patients into specific creative opportunities, challenging tasks, work related activities, or competitive outlets. Evaluates effectiveness and efficiency of occupational therapy programs and continuing educational activities. Manages priorities, schedules and deadlines to ensure temporal, quantity and quality demands of the workload are met. Knowledge is mandatory of: occupational therapy standards of practice, applied therapeutic modalities, and program management. For entry into the specialty, a current, valid, active, and unrestricted state license and registration to practice occupational therapy is mandatory.
Rapid socialization prevents newcomers from bringing in new ideas that can enrich the existing knowledge base; there is a fine balance between socialization and organizational learning. Learning during socialization has positive effects on long-term career success (Chao et al. Socialization is an informal process whereby newcomers learn about their job, role, workgroup, and the organization by communicating with coworkers and supervisors, from observation and experimentation, and from manuals and other objective sources of information (Ostroff and Kozlowski, 1992; Morrison, 1993). Some researchers have suggested that this is an opportune time for an organization to exert leverage to influence this informal process (Ostroff and Kozlowski, 1992) because it has long-term implications for performance effectiveness (Chao et al. Interestingly, organizations do little, if anything, to shape this process deliberately; it is a major lost opportunity. Kram (1985) conceptualized the relationship as providing two types of developmental support: (1) career support. Evidence on the effectiveness of formal mentoring programs relative to naturally occurring informal mentoring is mixed (Finkelstein and Poteet, 2007), although many studies find that formal programs are not as effective as informal mentoring (Chao et al. Development over the long term is characterized as lifelong learning; combinations of informal and formal learning activities; activities that are job and career focused; and experiences that relate to off-work interests. To keep this discussion manageable, I will focus on learning that is directly relevant to the workplace. A wide range of activities are relevant, such as taking job-specific courses to aid current or future performance, seeking challenging assignments to stretch skills, rotating jobs or cross-training on different positions to broaden skills, taking continuing education courses to maintain professional accreditation, attending work conferences, and writing or presenting a professional paper, among many other examples (Kozlowski and Farr, 1988; Maurer et al. Job challenge is one important factor because it forces the individual to stretch skills and to seek expanded capabilities. Jobs with well-established routine procedures are less likely to prompt development activities (Kozlowski and Farr, 1988). Another key factor is a general individual tendency to have the motivation to learn (Birdi et al. Finally, management and peer support are important facilitators for participation in developmental activities (Birdi et al. For example, research has shown that an organizational climate supportive of development predicted higher participation rates in development activities and better supervisor ratings of job performance, with performance increasing over time (Kozlowski and Farr, 1988; Kozlowski and Hults, 1987). Training has a strong empirical foundation, a well-developed methodology and tool set, and robust theories to guide instructional design. Development includes a more diverse set of primarily informal activities, but the general conclusion is that developmental activities have important positive outcomes for employees and organizations. The key is for organizations to craft cultures that prompt and facilitate development by supporting managerial policies and leveraging appropriate informal processes. Aligning informal development with formal training processes can leverage and shape organizational learning (Kozlowski et al. In this regard, one can view informal developmental activities as part of an organizational learning process in which formal training and informal developmental activities are aligned across levels of the system and with organizational strategy. Performance Management and Incentives these high-performance work practices target the process of continual improvement of employee job performance and the linkage of incentives to motivate the achievement of work outcomes that contribute to organizational objectives. Incentives, of course, are one aspect of a broader organizational compensation policy that is also important for recruiting and retaining talent; that broader discussion is beyond the scope of my treatment here. Performance evaluation is generally an annual review of employee performance conducted by the immediate supervisor. These multiple purposes create a clash of competing motives for raters who have been known to distort evaluations to achieve specific outcomes for employees (Kozlowski et al. The ongoing evolution of work, which is shifting from a focus on individual jobs to team work systems (Devine et al. Researchers have studied small-group and team effectiveness for well over half a century, creating a substantial body of knowledge on team effectiveness independent of the work design literature. Early efforts at the turn of the 20th century applied an industrial engineering approach with the intent of simplifying, standardizing, and routinizing work processes to simplify selection and training, create predictable work outputs, and enable easy replacement of personnel.
Holman might well have overstressed the airplane by flying maneuvers for which it was not designed, Behncke argued, but to no avail. Hol man would shortly kill himself doing acrobatic maneuvers in Omaha, while Behncke would get one more crack at a military career. Once again he was off to Langley Field, this time posted as executive officer of the newly formed Second Bombardment Group. Gladys was pregnant with their first child, and Dave Behncke was determined to succeed this time, his third chance, in the Army. But then the money ran out, the Army had no more money for active duty, so he had to go back to Chicago and I went into the regular Army as a staff sergeant, enlisted flight instructor. The problem for aspiring career officers like Behncke and Bunge (both of whom were from Wisconsin and of German heritage) was twofold: first, the military was short of money; second, neither had the requisite educational background for a regular commission. He had worked hard, had overcome severe educational handicaps, had painfully clawed his way up from being a nobody to rather substantial achievements, both in civil and military aviation. On North west Airlines he had been fired unjustly, and the Army, despite his best efforts and excellent performance, had once more rebuffed him. That these painful experiences caused him to reject the stereotypical notion that success comes in due course if you work hard enough, there can also be no doubt. Behncke had had enough of the Horatio Alger success myth, the idea that any young man can go from rags to riches, from a log cabin to the White House. The decks were stacked against him, it seemed, with educated, patrician elitists getting all the plums in life, regardless of how they actually performed. This subsidiary of United Aircraft had no way of knowing it was hiring a man who had all the prerequisites for a successful labor leader-suspiciousness, lack of sentimen tality, and a good deal of personal drive. This still leaves unresolved the question why Dave Behncke would expose himself to yet another firing by leading the drive to unionization. Perhaps it was precisely because he had been fired before, and had survived, that he was willing to risk being fired again. Like many airmen, Behncke believed the propaganda of that time, which depicted pilots as extraordinary individuals. He also understood that his fellow pilots were, at that particular moment in history, ripe for the undertaking he had in mind. They seemed to understand that the privileged few, the ones from good homes with good educations who got the regular commissions and the executive jobs with airlines, were going to milk this commercial aviation bonanza for all it was worth, and ordinary pilots were not included in their plans. I had met him just once or twice, but he was sharp enough to size me up as a working stiff who understood we needed a union. From a time when a pilot could expect to know every pilot working for his own airline and a great many working for others as well, aviation became, almost overnight, a globegirdling business with an expansion in personnel to match. Pilots could no longer expect to know their contemporaries, even at the same domicile, unless they happened to attend school together. The number of pilots working for the airlinemilitary con tract operation doubled and quadrupled. The farflung overwater operations of airline pilots who had never before been out of sight of land was a harbin ger of things to come in the postwar world. Fueled by unlimited government spending, aircraft designers and manufac turers burst brilliantly into the struggle against Hitler and Tojo. The advances in aircraft, engines, electronic communication, and weather forecasting were phenomenal. Even turbinepowered aircraft, considered a technical stunt with only remote possibilities in the 1930s, had by the end of the war become an operational fact of life. For the labor movement as a whole, the question was one of maintaining its position, rather than of making new gains. The union leader who ordered his workers to strike for a pay raise at a time when young men were dying in foxholes and on a hundred battlefields around the world risked not only a crackdown by the combined power of government and industry, but repudiation by the public and his rank and file as well.
Female counterinsurgents, including interagency people, are required to do this effectively. But children are often sharp-eyed, lacking in empathy, and willing to commit atrocities their elders would shrink from. It attracts them to military vehicles, creates crowds the enemy can exploit, and can lead to children being run over. Develop measures of effectiveness early and refine them as the operation progresses. They should cover a range of social, informational, military, and economic issues. Use them to develop an in-depth operational picture and how it is changing, not in a mechanistic, traffic-light, fashion. Typical measures of effectiveness include the following: Percentage of engagements initiated by friendly forces versus those initiated by insurgents. These mean virtually nothing as a snapshot; trends over time are the true indicators of progress. Using body counts to measure effectiveness accurately requires the following information: How many insurgents there were to start with. However, leaders should be alert for the complacency that often accompanies routines. However, leaders must work to keep troops focused on the mission and attentive to the environment. Nationalist and ethnic historical myths and sectarian creeds are examples of such narratives. An even better approach is tapping into an existing narrative that excludes the insurgents. However, only leaders and troops at the lowest levels have the detailed knowledge needed to tailor it to local conditions and generate leverage from it. A narrative of national redemption can undermine former regime elements seeking to regain power. They get to know local opinion-makers, win their trust, and learn what motivates them. This does not mean they should be irregular in the sense of being brutal or outside proper control. Rather, they should move, equip, and organize like the insurgents but have access to U. Combined with a mobilized population and trusted networks, this allows local forces to isolate the enemy from the population. At the company level, this means raising, training, and employing local indigenous auxiliary forces (police and military). These tasks require high-level clearance, but if permission is given, companies should each establish a training cell. Platoons should aim to train one local squad and then use that squad as a nucleus for a partner platoon. It tends to emerge naturally with the emergence of local allies willing to take up arms to defend themselves. It includes attempts to redress basic social and political problems while being shot at. Civil-military operations are one means of restructuring the environment to displace the enemy from it. Effective civil-military operations require close cooperation with national, international, and local interagency partners. Interagency cooperation may involve a shared analysis of the problem, building a consensus that allows synchronization of military and interagency efforts. Protecting them is a matter not only of close-in defense, but also of creating a secure environment by co-opting the local aid beneficiaries and their leaders. This makes them cheap, sustainable, low-key, and (importantly) recoverable if they fail. New programs-also small, cheap, and tailored to local conditions-can be added as the situation allows.
When those binding proteins are found in high concentrations, total T4 and T3 levels are also high, but free T4 and T3 values remain normal. The free fractions of T4 and T3 are responsible for the feedback mechanism at the level of the hypothalamus and the thyrotrophs in the anterior pituitary. There is some cross-reactivity of all immunoassays (answer e), but that is not the reason for the possible inaccuracy of extrapolating from serum T3 levels to thyroid function. Elevated estrogen levels during the menstrual cycle result in which of the following The structure or structures labeled B in the photomicrograph from the reproductive system below is which of the following Rete testis Efferent ductules Seminiferous tubules Vas deferens Oviduct 362 Anatomy, Histology, and Cell Biology 238. The function of the organ shown in the photomicrograph below is which of the following Passage of urine and sperm in the male Passage of urine from the urethra to the vestibule in the female Passage of urine from the bladder to the urethrae in males and females Passage of sperm from the epididymis to the urethra Storage of sperm and absorption of fluid Reproductive Systems 363 239. Female urethra Male urethra Oviduct Ureter Seminal vesicle 364 Anatomy, Histology, and Cell Biology 240. Malignancies most frequently arise from which portion of the organ shown in the photomicrograph below Lactiferous duct Periurethral glands Outer peripheral glands Germ cells Mammary alveoli 241. Naturally occurring, nonpathologic cervical eversions ("erosions") are usually naturally corrected by reepithelialization. These eversions are most prevalent in which one of the following reproductive classifications of women Prepubertal female Postpubertal, premenopausal, nulliparous female Premenopausal, multiparous female Menopausal, nulliparous female Late postmenopausal female Reproductive Systems 365 242. The organ shown in this photomicrograph is responsible for production of which of the following Spermine and fibrolysin T3 and T4 Proteins that coagulate semen Acid phosphatase Milk 366 Anatomy, Histology, and Cell Biology 243. The site of spermiogenesis Production of fructose and prostaglandins Phagocytosis of sperm the site of implantation the site of milk production 244. Secretion from the prostatic epithelium the function of the prostatic glands Development of the penis from an indifferent phallus Spermatogenesis Fetal testis development from an indifferent gonad Reproductive Systems 367 245. Synthesis of milk by her mammary glands specifically requires which of the following Oxytocin from the neurohypophysis Prolactin from the corpus luteum the influence of vasopressin Placental lactogen Neurohumoral reflexes 246. The urologist may describe the reattachment of a severed vas deferens (vasovasostomy) as successful, more than 90% of the time. Spermatogonia are exposed to humoral factors Genetic recombination in haploid sperm creates novel antigens Cryptorchid testes are often incapable of producing fertile sperm Vasectomy prevents phagocytosis of sperm by macrophages Sperm coated with autoimmune antibodies are unable to fertilize an egg 368 Anatomy, Histology, and Cell Biology 247. She presents with irregular menstrual cycles and heavy, prolonged, irregular uterine bleeding and undergoes an endometrial biopsy. It precedes ovulation It depends on progesterone secretion by the corpus luteum It coincides with the development of ovarian follicles It coincides with a rapid drop in estrogen levels It produces ischemia and necrosis of the stratum functionale 248. A proton pump similar to that of parietal cells and osteoclasts Acid secretion derived from intracellular carbonic acid Secretion of lactic acid by the stratified squamous epithelium Bacterial metabolism of glycogen to form lactic acid Synthesis and accumulation of acid hydrolases in the epithelium Reproductive Systems 369 249. A 33-year-old woman with an average menstrual cycle of 28 days comes in for a routine Pap smear. It has been 35 days since the start of her last menstrual period, and a vaginal smear reveals clumps of basophilic cells. If the hormone necessary for maintenance of this structure in the photomicrograph below were absent 12 to 14 days after ovulation in a human female, which of the following would be the result Maintenance of the uterine epithelium for implantation beyond 14 days after ovulation d. The formation of a corpus albicans from the structure 370 Anatomy, Histology, and Cell Biology 251. The accompanying diagram shows a cross section of a developing human endometrium and myometrium.
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