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Ultrasound is a well-established technology in medical science, though many of the conventional measurement systems (hydrophones and radiation force balances [RFBs]) often…
Ultrasound is a well-established technology in medical science, though many of the conventional measurement systems (hydrophones and radiation force balances [RFBs]) often lack accuracy and tend to be expensive. This is a significant problem where sensors must be considered to be “disposable” because they inevitably come into contact with biological fluids and expense increases dramatically in cases where a large number of sensors in array form are required. This is inevitably the case where ultrasound is to be used for the in vitro growth stimulation of a large plurality of biological samples in tissue engineering. Traditionally only a single excitation frequency is used (typically 1.5 MHz), but future research demands a larger choice of wavelengths for which a single broadband measurement transducer is desirable. Furthermore, because of implementation conditions there can also be large discrepancies between measurements. The purpose of this paper deals with a very cost-effective alternative to expensive RFBs and hydrophones.
Utilization of cost-effective piezoelectric elements as broadband sensors.
Very effective results with equivalent (if not better) accuracy than expensive alternatives.
This paper concentrates on how very cost-effective piezoelectric ultrasound transducers can be implemented as sensors for ultrasound power measurements with accuracy as good, if not better than those achievable using radiation force balances or hydrophones.
Flight control mechanism for an airplane, comprising a pivotally supported control surface with a hinged boost tab thereon, means for swinging the control surface for airplane manoeuvring purposes, comprising an element mounted to rotate about an axis in coaxial relation with the pivot axis of the control surface, and an elongated torsional spring in concentric relation with said pivot axis of the control surface, having one end thereof fixedly connected to the element and its other end fixedly connected to said control surface, and adapted when the element is rotated while the control surface is subjected to low air resistance to swing said control surface conjointly with the element and further adapted when the element is rotated while the control surface is subjected to high air resistance to permit said element to rotate relatively to the control surface, and means operative in response to rotation of the element relatively to the control surface to tilt the tab into a position wherein it serves to assist in swinging the control surface.
Collaboration is essential to realizing the potential of the new digital environment for learning, teaching, and research. Yet successful collaboration often entails…
Collaboration is essential to realizing the potential of the new digital environment for learning, teaching, and research. Yet successful collaboration often entails organizational changes, political realignments, and rethinking our most basic assumptions and habits. This chapter focuses on CLIR’s current work in fostering collaboration across institutions, disciplines, and professions. It considers these activities in the context of a broader group of emergent collaborative activities that, in aggregate, could support a new and vital digital environment for research, teaching, and the public good. It then discusses a new CLIR activity designed to address the prerequisites for collaboration, and for coherence at scale.
Despite its prevalence in organizations, passive leadership has received scant research attention compared to more active forms of leadership. The purpose of this paper is…
Despite its prevalence in organizations, passive leadership has received scant research attention compared to more active forms of leadership. The purpose of this paper is to demonstrate the significant impact that passive leadership can have on two core constructs in the organizational sciences – trust and perceptions of fairness.
Data were collected through self-report questionnaires (n=192), using a three-wave survey methodology in order to provide temporal separation between the predictor, mediator, and outcome variables.
Passive leadership was negatively associated with cognition-based trust. Further, passive leadership exerted a negative indirect effect on employee perceptions of justice, through cognition-based trust.
Although this research was explicitly interested in employee perceptions, the use of self-report measures may be considered a study limitation.
This study underscores that passive leadership may represent a serious impediment to effective supervisor-employee relations. Employees do not trust supervisors who display a passive leadership style and a lack of trust can lead employees to perceive the supervisor as unfair.
This study contributes new insights into the psychological effects of passive leadership behavior by demonstrating the potential role of passive leadership in shaping employee perceptions of trust and fairness.
A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy…
A family business founded by Chinese immigrants grew into a $133 million toy and costume maker by exploiting seasonal niche segments in the highly competitive, global toy industry. Sales of traditional toys stagnated when replaced by game consoles and electronic toys. Unable to compete in high tech toys, MegaToys moved instead toward seasonal products. In 2007, brothers Peter and Charlie Woo were about to pitch what they hoped would be $63 million in Easter basket sales to Wal-Mart. If Wal-Mart took the full order, it would come to represent over half of MegaToys' revenue.
The company was faced with the dilemma of how to grow, and at what pace. Charlie Woo knew that MegaToys could continue to grow as long as it was able to satisfy Wal-Mart's demands. Peter Woo wondered if this was the smartest way to grow the business. “Growth is a good thing as long as you don't sell your shirt to get it,” he noted. Should MegaToys continue to increase its sales to Wal-Mart, or would dependence on Wal-Mart eventually threaten the firm's success? Were there other, untapped opportunities for MegaToys that were well aligned with its strengths, resources, and capabilities?