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This study investigated and analyzed leadership’s impact on the frontline, blue-collar workers in manufacturing industries in the Southeastern United States that were non-union companies. This study is a qualitative, multiple case study that investigated leadership practices at three different manufacturing facilities. The specific effects of leadership that this study focused on was how leaders affected employee outcomes such as turnover, satisfaction, and motivation. The results of this study identified a need for leadership training in blue-collar, manufacturing industries as well as the need to develop stronger leader-follower relations in order to improve employee turnover, satisfaction, and motivation within manufacturing industries.

The focus of this study was on visitor satisfac­tion in a natural area, as opposed to alternative use such as preservation of the area, with little or no visitor access. Visitor satisfaction can be approached through studies in environmental perception. Such studies integrate work in psychology, philosophy, and geography. This author sought to determine whether or not more precise information about the perceptual basis for visitor satisfaction in a natural area could be obtained through survey research. Bandelier National Monument served as a useful laboratory for carrying out this research. Data collection was by a survey technique. A detailed questionnaire was constructed using priori categories of questions dealing with large numbers of perceptual variables, as well as many questions inves­tigating personal predispositions which might influence perception. Certain questions were adapted from previous studies to serve as index variables. Efforts were made to randomize the categories of questions among different formats (forced choice, scaling, etc.) to eliminate possible artifacts in the questionnaire. Twenty-one test questionnaires were administered in March and April of 1975. Questions which created confusion in the respondents, or were seriously redundant, were eliminated or modified. A portion of the test questionnaire was factor analyzed using BMD (UCLA Bio­medical Computer Package) on the IBM-360. The analysis of the test questionnaire confirmed that the instrument would yield results appropriate to this project's goals. Three hundred seven Final questionnaires were administered at various locations in Bandelier National Monument during the period of April 1975 through February 1976. The data were analyzed using SPSS (Statistical Package for the Social Sciences) on an IBM-360. Factor analysis was performed to extract the most significant groups of variables (questions). Crosstabulations were then run on the variables within each of the eleven resultant factors to reveal the structure and relation­ships within each factor's respective variables. Names were given to nine factors that revealed pragmatic infor­mation about the perceptual human-environment linkages under investigation. The relationships among the vari­ables of Factor Eight and Factor Eleven were apparently spurious, so these two factors were not named or discussed. The named factors were as follows: Factor – Name One – Social Status Two – Structure Three – Tranquility Four – Adventure Five – Sensory Experience Six – Sensuality Seven – Matching Nine – Landscape and Loneliness Ten – Management The factor analytic model was used to describe in detail the various specific perceptual modes and human-environment linkages within Bandelier. Concrete and specific suggestions for future management of Bandelier were made for each named factor. The suggestions were oriented toward cost-effectiveness and efficacy in improving the perceptual ambience in Bandelier.

This thesis examines the origins and development of the Chiefs of Staff Sub-committee from its foundation in 1923 as a result of recommendations by the Salisbury Committee until the outbreak of World War II. Under the terms of their Warrant, the Chiefs of Staff were charged collectively to keep the defence situation under constant review and advise the Cabinet on strategic and military policy,. As 'Super Chiefs of a War Staff in Commission', they would act as the centre of strategic planning for the Committee of Imperial Defence,., Consulting 'together, they would co-ordinate plans and policy and evolve a common strategic doctrine The Chiefs of Staff Sub-committee did not realize these hopes or achieve the status of 'Super Chiefs of Staff in Commission'. The Ten Year Rule provided no political foundation for strategic policy and provoked such intense rivalry among the Chiefs of Staff, with each struggling to secure for his Service a larger share of the Treasury's diminished allowance, that long term strategic planning was never begun. Through their Annual Reviews, the Chiefs of Staff were instrumental in bringing about the abolition of the Ten Year Rule end the establishment of the Defence Requirements Committee to p=spare a programme to meet the Services' worst deficiencies. But the recommendations of the Chiefs of Staff were not based on any serious strategiC thought and feiled to make adequate provision for obvious crintingencies. As B result, mini3ters imposed radical changes on the programmes of the Defence Requirements Committee. As ministerial confidence in the abilities of the Chiefs of Staff end the quality of their professional advice declined, they exercised correspo~dingly less influence over defence: policy ond their strategic appreCiations, often prescient. were frequently· ignored,., The Abyssinian crisis demonstrated that the Chiefs of Staff and Joint Planners did not set the standard of a .combined General Staff~ From 1935 onwards, the unresolved controversy over the role of·air forces precluded a large measure of strategical and operational planning,.,The appointment of a Mini~ter for Co-ordination of Defence did little: to improve the organization of defe~ce or bring the .Chiefs of·Staff closer together o~ matters of principle~ That in war the Chiefs of staff would assume the role of 'Super Commanders in Commission' was expected; however, no Service Chief of the period had the training or experience demanded of the Supreme Commander, nor were these. qualities developed within the Chiefs of Staff Sub-committee.