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The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
Automated planning and scheduling, sometimes denoted as simply AI planning, [1] is a branch of artificial intelligence that concerns the realization of strategies or action sequences, typically for execution by intelligent agents, autonomous robots and unmanned vehicles.
Thomas L. Dean (born 1950) is an American computer scientist known for his work in robot planning, probabilistic graphical models, and computational neuroscience. He was one of the first to introduce ideas from operations research and control theory to artificial intelligence. [3]
The objective of the stochastic scheduling problems can be regular objectives such as minimizing the total flowtime, the makespan, or the total tardiness cost of missing the due dates; or can be irregular objectives such as minimizing both earliness and tardiness costs of completing the jobs, or the total cost of scheduling tasks under likely arrival of a disastrous event such as a severe typhoon.
Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone. [5]
In distributed computing, leader election is the process of designating a single process as the organizer of some task distributed among several computers (nodes). Before the task has begun, all network nodes are either unaware which node will serve as the "leader" (or coordinator) of the task, or unable to communicate with the current coordinator.
In Forsyth, the leadership substitute theory is defined as "a conceptual analysis of the factors that combine to reduce or eliminate the need for a leader." [1] A leader may find that behaviors focusing on nurturing interpersonal relationships, or coordinating tasks and initiating structure, are not required in every situation. A study by Kerr ...
The Three Levels of Leadership is a leadership model formulated in 2011 by James Scouller. [1] Designed as a practical tool for developing a person's leadership presence, knowhow and skill. It aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and ...