EXPLOITATION OF LASER TECHNOLOGY was begun by Ferranti Ltd in the early 1960's by developing and producing gas laser devices for the commercial market. Military laser work evolved…
Abstract
EXPLOITATION OF LASER TECHNOLOGY was begun by Ferranti Ltd in the early 1960's by developing and producing gas laser devices for the commercial market. Military laser work evolved out of extensive and varied radar business and in 1967 there was designed, developed and produced a stabilising system for a proposed combination of laser rangefinder and television camera for evaluation by the Royal Radar Establishment. From all this, it soon became clear that the laser would take its place beside radar as a military airborne sensor. Two experimental equipments were built which successfully underwent flight trials in a Canberra aircraft belonging to the Royal Aircraft Establishment, Farnborough. One important feature of the early flight trials was that the laser sensor was integrated from the start with a Ferranti FE 541 Inertial Nav/Attack System (INAS) installed in the Canberra and which currently equips the Harrier. Since the laser is complementary to the type of weapon systems, this was an important achievement.
Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis…
Abstract
Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.
Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way…
Abstract
Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.
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Ree Jordan, Terrance W. Fitzsimmons and Victor J. Callan
Workplace mavericks are often labeled as non-conformists. They are perceived to be the employees who disregard organizational policies and procedures, and who invite huge risks in…
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Workplace mavericks are often labeled as non-conformists. They are perceived to be the employees who disregard organizational policies and procedures, and who invite huge risks in the pursuit of goals that sit outside what the organization dictates as the core business or practice. While this may be accurate to a degree, it is not the complete story. Guided by recent conceptualizations of non-conformity and positive deviance, this qualitative study interviewed 27 observers of mavericks (observer-types) in the workplace, and 28 interviews with mavericks (maverick-types). Results highlight that while maverick individuals do challenge organizational norms, they do so for the benefit of others, including the organization. Additionally, they are not wildcard non-conformists as they do in fact conform. However, they are conforming positively to higher level hyper-norms or organizational goals, and therefore operate in what could be termed as bounded non-conformity. Understanding the form that this bounded non-conformity takes is key for organizations to mitigate perceptions of the risk posed by maverick individuals, while maximizing the rewards that maverick employees can offer to organizations, especially for informing ideas and plans around more radical change and innovation. In this way, organizations can benefit from the numerous and unique contributions of mavericks in the workplace, such as innovative, unorthodox, and out-of-the-box thinking, while at the same time still ensuring the effective governance and risk management of the organization.
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This paper presents base‐line data about the incumbency or length of time spent in office by Australian vice‐chancellors who held appointments in the years 1963 to 1983. Principal…
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This paper presents base‐line data about the incumbency or length of time spent in office by Australian vice‐chancellors who held appointments in the years 1963 to 1983. Principal findings of the analysis are that the average length of incumbency has declined from 13.6 years for 1963 to 8.0 years for 1983 vice‐chancellors, that the period 1983 to 1987 will witness an unprecedentedly high rate of turnover among vice‐chancellors, and that an increasing proportion of vice‐chancellors no longer regard their incumbency as their final full‐time professional appointment. The conclusions are related to apparent stratification and ranking among Australian universities in an emerging system of higher education which is becoming more complex.
The March issue of the Journal of Chemical Technology contains the following article, with every word of which we cordially agree. It is gratifying to find that there is one—if…
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The March issue of the Journal of Chemical Technology contains the following article, with every word of which we cordially agree. It is gratifying to find that there is one—if only one—of our scientific Journals which has the courage and the patriotism to speak out and to do so in vigorous terms. The indictment of the flabby persons belonging to the Chemical Profession who by their ineptitude and inertia are condoning the bestial crimes of the modern Huns is well‐timed and thoroughly deserved.
The aim of this chapter is to investigate the potential of the disruption brought about by the COVID-19 pandemic to break the stagnation in the field of comparative and…
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The aim of this chapter is to investigate the potential of the disruption brought about by the COVID-19 pandemic to break the stagnation in the field of comparative and international education, detected on many fronts of the field by various scholars in the field. The chapter commences with a survey of the historical evolution of the field of comparative and international education, showing how the field has historically come to be defined by contextually induced discourse. At the same time, the historically trodden furrows have resulted in the field becoming trapped by historical forces, resulting in some stagnation in the field. It is argued that impediments to progress in the field of comparative and international education are the severance from practice, the “black box” syndrome of paying more attention to the societal context than to education, the tenacious attachment to the nation-state as the sole geographic level of analysis, the lack of an autochthonous theory, persistent Northern hegemony, and the regression of space and infrastructure at universities. Thereafter, the outbreak of the COVID-19 pandemic and the impact thereof on education are discussed. In conclusion, the potential of the disruption brought about by the pandemic for the revisitation of comparative and international education is assessed.
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Discusses challenges facing the US health‐care system now that prepaid or capitated health plans are gaining market share. Investigates how this affects providers, payers and…
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Discusses challenges facing the US health‐care system now that prepaid or capitated health plans are gaining market share. Investigates how this affects providers, payers and policy makers and the concerns for the maintenance of a quality system. Concludes that the current changes in the US health‐care system are driven by the changing role of the consumer, concerns for quality and efforts to contain costs. Maintains that further research is needed to provide better guidelines to help these challenges to be met.
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The appointment of Mr Robert Hobbs (24) as Software Sales and Marketing Executive has been announced by Concentration Heat & Momentum (CHAM) Ltd, of Wimbledon, London.