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Printed circuit board designers face formidable challenges of increased functionality in smaller size boards, and reduced EMI in high‐speed circuits. Embedded passives technology can open up valuable space on the board surface while also improving the electrical performance and reliability of high density, high‐speed designs. Shipley has developed a thin‐film, high sheet resistivity (1,000 Ω/□) resistor material sold under the trade name InSite™ in response to this market need. This paper describes the manufacturing process for embedded resistors and discusses measured data on resistance values, uniformity, and thermal effects, and their impact on design rules for resistor size. Preliminary results of Shipley's thin‐film embedded capacitor technology with high capacitance densities (10 and 200 nF/cm²) are also presented.

Embedded passives technologies can provide benefits of size, performance, cost, and reliability to high density, high‐speed designs. A number of embedded passive technology solutions are available to the designer. Based on our experience with Rohm and Haas's thin‐film, high‐ohmic, InSite^TM embedded resistor materials (500 and 1000 Ω/sq), this paper provides some guidelines for selecting the appropriate embedded resistor technology and implementing it at a board fabricator. The design of embedded resistors, and the trade‐offs between resistor size, tolerance, and capability of board fabrication processes, are analyzed in detail. This paper also discusses selection of the appropriate embedded capacitor technology and introduces some initial results on Rohm and Haas's thin‐film, high‐D_k, InSite embedded capacitor material (200 nF/cm²).

During the last 20 years, there has been an explosion in the production and dissemination of a number of highly popular managerial concepts. These initiatives, such as TQM and BPR, highlight a number of themes. Refers to these new movements as “new managerialism”, supported by new institutional frameworks which all act as sources and bearers of management knowledge upon which, in part, professional managers draw for practical guidance. Uses Foucault’s archaeological and genealogical methods to argue that new managerialism is a discourse on a grand scale as well as emerging and dispersing locally, occurring in everyday talk and text, or “discourse”. According to Foucault, one of the effects of grand scale new managerialism is that it exerts a disciplinary gaze over managers who are immersed in its knowledges, and who seek to follow its guidelines to achieve “best practice”. As leaders, this best practice relies on the utilisation of “charisma”. Using interpretive repertoires, a method that is sympathetic to this approach, analyses the talk of two everyday managers who describe their roles as leaders, as well as a group of employees, or “followers”, and notes the importance of “charisma” in their accounts. Shows how the projection of a charismatic identity is central both accounts, and suggests that the individuals studied are subject to a charismatic gaze.