Academic literature on the topic 'Higher defence organization'

Occupational commitment is referred to as the psychological link between an individual and his occupation that is based on an affective reaction to that occupation. Thus a person with higher occupational commitment strongly identifies and has positive feelings towards his occupation. It has been observed that R&D professionals have a very distinctive nature in their career orientations, value systems, and reward preferences. In R&D organizations, due to complexity of tasks, the employee and the employer often do not understand the nature of the job performance and therefore commitment to occupation is seen as an important contributing factor. Hence, this study addresses the following research questions: How does occupational commitment differ with the different types of R&D organizations? How do personal demographic, job satisfaction, and personality variables influence occupational commitment of different types? This study empirically examines the relationship among the personal characteristics of R&D scientists across three types of R&D organizations: A government commercial organization A government defence organization A government academic organization. The objective is to find out the influence of age, occupational tenure, job satisfaction, and occupational commitment on the five factor model of personality. A questionnaire of job satisfaction followed by the neo five factor personality inventory and occupational commitment questionnaires were administered on a sample of 126 R&D professionals. The results of the analysis revealed that: Occupational commitment of scientists does differ in these different R&D organizations. Occupational tenure is much higher for the scientists of the government commercial R&D organization and the government academic R&D organization compared to the scientists of government defence R&D organization. Job-satisfaction is the highest amongst the scientists of the government defence R&D organization followed by the scientists of the government academic R&D organization. Personality scores of the scientists also differ across these three organizations. Occupational tenure and age are not related to personality. Affective commitment is shown to have a positive and significant relationship with conscientiousness for scientists of the government academic R&D organization. Affective commitment is explained by occupational tenure and extraversion while continuance commitment is explained by job satisfaction and agreeableness in the government commercial R&D organizations. Extraversion (factor of personality) emerged as the strongest predictor of affective commitment in the presence of conscientiousness, agreeableness, and neuroticism. For managers of R&D organizations, it is important to note that in the information-enabled world of today, occupational commitment rather than organizational commitment is likely to be the key variable in deciding whether to stay or leave.

The following article deals with the change of professional activity content of educational peripheral staff in conditions of higher education modernization and structural changes of historically developed traditions of activity management organization in the higher educational institution in the course of their merger (on the example of two Samara universities merger - higher educational institution that gives education in the sphere of classical natural sciences and humanities and higher educational institution that educates specialists for narrow high-technology, being strategically important for the national defence capability branch). The author describes the content and essence of educational peripheral staff social and technological activity and difficulties appearing at the rearrangement from one activity (communication) to another (work with software programs and services). The author also shows the role of adequate cooperation of educational peripheral staff of all organization departments for activity management effective organization of the university and presents the results of educational peripheral staff activity analysis. The obtained materials can serve as the basis for the interacademic further training courses organization for educational peripheral staff and further monitoring of their activity effectiveness for the educational institution management.

Povzetek V prispevku opredeljujemo ožji koncept načrtovanja obrambnih virov (poudarek je na finančnih virih), ki temelji na dejanjih in rezultatih ter presega odločitve le na podlagi intuicije za doseganje boljših rezultatov pri odločanju, razporejanju in načrtovanju vojaških sredstev ter zmogljivosti. Viri v sodobnih vojaških organizacijah so omejeni in prav njihova načrtna/namenska dodelitev in racionalna izraba oziroma poraba predstavlja velik izziv sodobnega načrtovanja. Za doseganje optimalnih rezultatov je zelo pomembno razumevanje in poznavanje obstoječih virov, njihovo razporejanje in upravljanje znotraj vojaške organizacije. Nepravilno razporejeni viri prinašajo dodatne negativne posledice, kot so višji stroški, tehnološki zaostanek in zmanjševanje možnosti reševanja življenj. Z analitičnim pristopom upravljanja se oblikuje temeljna podlaga za raziskovanje vzrokov, procesov in pojavov odstopanj od načrtovanja virov skozi kratkoročna, srednjeročna in dolgoročna obdobja obrambnega načrtovanja. Predstavljena je metodologija procesa obrambnega načrtovanja, ki je osredotočena predvsem na kvantitativne pristope kot komplementarni del kvalitativnemu segmentu raziskovanja. Ključne besede: Upravljanje virov, intuicija, analiza stroškov in koristi, ekonomska analiza, matematični analitični modeli, proces odločanja. Abstract In the article, we define a narrow concept of defence expenditure planning (with the emphasis on financial resources), which is based on the acts and results and exceeds intuition-based decisions and achieve better results in decision making, allocating and planning of military assets and capabilities. Resources in modern military organizations are limited and it is their planned or eligible allocation and rational use and consumption that represent a major challenge in modern planning. In order to achieve optimum results, understanding and awareness of the existing resources, their allocation and management within a military organization are crucial. Incorrectly allocated resources bring additional adverse consequences, such as higher costs, technological backlog and reduced possibility of saving lives. An analytical management approach creates the basis for exploring the causes, processes and phenomena of deviations from resource planning through short-term, medium-term and long-term defence planning periods. The article presents the methodology of the defence planning process, which is mainly focused on quantitative approaches as a complementary part of the qualitative research segment. Key words: Resource management, intuition, cost-benefit analysis, economic analysis, mathematical analytical models, decision-making process.

Spatial organization within animal populations is often thought to reflect the outcome of strategies implemented by each individual to enhance its reproductive success and survival (Clutton-Brock 1989). Thus, while females usually focus on the acquisition of food and breeding sites, male dispersion is more often determined by the distribution and availability of females (Clutton-Brock 1989). Due to these factors, intraspecific competition for space could lead to the adoption of a territorial strategy, whenever the benefits of territorial defence are higher than the costs (Brown & Orians 1970). Among small mammals, two main hypotheses have been proposed to explain the occurrence of territoriality in females. Ostfeld (1990) proposed that females should defend food resources, so the distribution and availability of food items should determine the cost–benefit relationship of adopting a territorial strategy. However, Wolff (1993) developed a hypothesis, based on small rodents, that females should defend nest sites in order to avoid infanticide, the so-called pup-defence hypothesis.

Reproductive division of labour is well-known in several animal groups but the ecological factors driving the evolution of such social organization are still being discussed. Recent studies have discovered social organization in four marine species of trematode parasites having two distinct castes specialized for reproduction and defence of the clonal intra-molluscan larval colony, respectively. Here, we provide novel evidence for social structure also in colonies of the trematode Himasthla elongata infecting the common periwinkle Littorina littorea. We found two types of rediae, the parthenogenetic larval offspring of the parasite: small non-reproductive rediae and considerably larger reproductive rediae. Both redial types possessed a digestive system, collar and posterior appendages and, hence, aside from dimensions, were morphologically similar. However, in vitro experiments showed that non-reproductive morphs attacked heterospecific competing parasites at a higher rate (2–3 fold) than reproductive morphs did. No within-colony antagonism was observed. In contrast to a previous study on a congeneric trematode species, our findings suggest a relatively weak caste formation in H. elongata, possibly resulting from a corresponding weaker level of interspecific competition.

Subject area The case concerns strategy. Study level/applicability This study is applicable to information system, development sector and application of technology in development sector. Case overview Krutika Terracotta Unit is a small unit located in Bhubaneswar, Odisha (India), owned by Mr Tarun Tapan Sahoo. The organization product portfolio varies from decorative statues, pots and vessel to customized products demanded by customers. Organization is also involved in training and renting the products for traditional fairs, marriages and religious ceremony in Bhubaneswar along with order sales. The case attempts to get a close picture of the industry. The exercise of developing the vision, mission, and goals for the organization was carried out and an attempt was made to align the information system with the business objectives even though the organization does not have a very structured organogram. Using BIS will surely reduce manual work and will give qualitative output. There will be lesser hassles in management. The defined and integrated approach will also help in taking strategic decisions well. The objective is to develop and apply well-structured BIS which can be integrated with the existing system so as to develop the terracotta organization in terms of reachability and profit-making with better decision-making capacity. Expected learning outcomes To learn about the business model of a handicraft marketing organization; to learn about the processes involved in traditional art form of Terracotta; to go through the exercise of creating vision, mission, goals of the organization through mutual discussion and expectation of owner; to determine how BIS helps in achieving higher productivity in Krutika Terracotta Unit; and to get an idea about how NPV calculation and social ROI should be measured for finding feasibility of technology investment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Defence statement has been uploaded. Consent form to publish has been uploaded.

The article adduces the ways to solve the main problems faced by faculty stuff and students regarding academic plagiarism in higher pharmaceutical education. The development of information technologies, globalization processes in education, facilitating access to a large massive of data, research and publications updated the need for formulation and observance of moral and ethical principles regarding the use of information in the academic sphere. The research is based on the study of materials obtained from open sources of information and authors’ own experience. Program for checking the text for uniqueness: StrikePlagiarism.com – anti-plagiarized Internet system that automatically checks the originality of text. The system has a simple and user-friendly interface. Documents can be downloaded into the system in many popular formats (DOC, ODT, TXT, PDF), there are no restrictions on the size of the document. The text is compared with Internet resources and database system. The concept of academic integrity in a civilized world is not mythical by any means, it is rather an effective instrument for ensuring and enhancing the quality of higher education. Myths are born only in heads of individual weak-minded people who are deliberately unwilling to notice the urgency of problem, and even have some benefits to it. That is why the Ukrainian high school shall cease to live with myths in time, and move on to effective actions, implementing fundamental ethical values ​​not by word but by deed. I. Horbachevsky Ternopil State Medical University of the Ministry of Health of Ukraine developed an Internal Code of Honour. The University seeks to create an environment conducive to learning, work, innovation, knowledge sharing, intellectual development of students and employees, support of a special academic culture of relationships. Each member of a university community, following the rules of this Code, directly contributes its invaluable contribution to the development of the entire university. The purpose of the Code is to create favourable conditions for the effective performance by members of university community of their duties, based on the principles of high social morality and culture; formation of a conscious moral and legal position of interactions of participants in the educational process; growth and strengthening of positive image of the University as a scientific and educational organization of innovative direction. The priority task of the University is to form a responsible person capable of creative thinking and self-solving of philosophical and professional tasks, to be ready for life and activities in the modern multicultural environment. In my opinion, starting from the next academic year, to the curriculum for the preparation of students of the specialty 226 “Pharmacy, Industrial Pharmacy” it is expedient to add the subject “Fundamentals of Academic Integrity”, with consideration of essence and principles of academic integrity, as well as general approaches to writing and defence of various types of scientific student works in compliance with the requirements concerning testing for plagiarism. This subject should become the basis of the block of subjects for carrying out scientific researches (taking into account educational and qualification level, professional orientation, academic mobility, etc.). At the same time, it is appropriate to develop the Code of Academic Integrity, based on its own traditions and many years of university experience, high standards in higher education. The key to implementing the Code will be the signing of declarations of academic integrity by lecturers and students. To prepare the students, integrating the laws and methods of many sciences, plays an important role in adding of Fundamentals of Academic Integrity, with consideration of essence and principles of academic integrity, as well as general approaches to writing and defence of various types of scientific student works in compliance with the requirements concerning testing for plagiarism. This subject should become the basis of the block of subjects for carrying out scientific researches (taking into account educational and qualification level, professional orientation, academic mobility, etc.). The observance of certain ethical principles and values ​​will contribute to ensuring the high quality of higher education, the training of highly qualified masters of pharmacy, which will be competitive in the labour market not only in Ukraine but also abroad.

Objective: To describe the differences in psychological morbidity between Australian general practitioners (GPs) who have experienced a medico-legal matter and those who have not. Methods: A total of 1499 GPs were initially invited to participate in the study. Two hundred and sixty requested not to participate, with 1239 subsequently being sent a survey. There were 566 respondents (45.7% response rate to survey). There were two sources of data. First, a cross-sectional survey sought demographic information, personality traits via the Eysenck Personality Questionnaire (EPQ), history of a medico-legal matter with any medical defence organization, and measures of psychological morbidity, including the General Health Questionnaire (GHQ), Sheehan Disability Scale (SDS), and Alcohol Use Disorders Identification Test. Second, information was extracted from the United Medical Protection database on medico-legal matters. Results: Fifty-nine per cent of respondents to the survey reported ever having a medico-legal matter, with 13% having a current medico-legal matter. Those with a current matter reported increased levels of disability (in work, social or family life) and higher prevalence of psychiatric morbidity (45% vs 27% GHQ ‘case identification’ rates), compared to those with no current matter. Those respondents with a history of past medico-legal matters reported increased levels of disability (SDS) and depression subscores (GHQ). Male respondents drank significantly more alcohol than female respondents, and male respondents with current or past medico-legal matters had significantly higher levels of alcohol use than male respondents with no experience of medico-legal matters. Conclusions: Doctors who have current and past medico-legal matters have a higher level of psychological morbidity. The study design was unable to distinguish cause or effect. A longitudinal study is planned to investigate this. The findings have significant implications for medical training, doctor support systems and medical insurance groups.

Endo-β-1,3-glucanases catalyze the hydrolysis of β-1,3-glycosidic linkages in glucans. They are also responsible for rather diverse physiological functions such as carbon utilization, cell-wall organization and pathogen defence. Glycoside hydrolase (GH) family 81 mainly consists of β-1,3-glucanases from fungi, higher plants and bacteria. A novel GH family 81 β-1,3-glucanase gene (RmLam81A) fromRhizomucor mieheiwas expressed inEscherichia coli. PurifiedRmLam81A was crystallized and the structure was determined in two crystal forms (form I-free and form II-Se) at 2.3 and 2.0 Å resolution, respectively. Here, the crystal structure of a member of GH family 81 is reported for the first time. The structure ofRmLam81A is greatly different from all endo-β-1,3-glucanase structures available in the Protein Data Bank. The overall structure of theRmLam81A monomer consists of an N-terminal β-sandwich domain, a C-terminal (α/α)6domain and an additional domain between them. Glu553 and Glu557 are proposed to serve as the proton donor and basic catalyst, respectively, in a single-displacement mechanism. In addition, Tyr386, Tyr482 and Ser554 possibly contribute to both the position or the ionization state of the basic catalyst Glu557. The first crystal structure of a GH family 81 member will be helpful in the study of the GH family 81 proteins and endo-β-1,3-glucanases.

碩士
育達商業科技大學
企業管理所
101
To cope with the globalization era varies from minute to minute and to adapt the rapidly changing external environment, such as the trend, the international situation, the customer needs, information network technology and competition. The traditional industries all seek for an effective opportunity to reverse the current situation. The Department of Defense is like the microcosm of the whole society and can’t be excluded in this trend. To enhance the internal operation efficiency and to raise the overall competitive advantage of the organization, innovation and variety are the pursuit of the sustainable business. The study method is a questionnaire, and the subjects are the staffs of the Department of Defense. The purpose of the study is to survey if the organizational commitments of the staffs are affected by the job stress introduced by the uncertainty from the organizational change. 400 questionnaires were distributed, and 357 are valid questionnaires. After statistical analysis, these conclusions are as bellow： (1) Uncertainty of organizational changes have negative impact to organizational commitment, this gained partial support. (2) Work stress has negative impact to organizational commitment, this gained partial support. (3) Work stress and organizational changes have mediation effect to organizational commitment, this gained partial support. According to the results the study proposes conclusions and suggestions, providing future authorities to promote organizational change management process reference. Keywords: Organizational Change, Organizational Change Uncertainty, Job Stress, Organizational Commitment

碩士
高苑科技大學
經營管理研究所
97
Abstract To build strong military forces is a long way to go, for it involves diverse factors. Manpower, weapons and training are the most important factors of all, and in fact, they are closely connected to the purpose, environment, strategies, organization, technology and culture of developing military force. Hence, apart from international vision, long-term planning, resource allocation, military development should take into account the comprehensiveness, effectiveness and practical issues of military strategies. Moreover, all of these are based upon organizational commitment. The Ministry of National Defense in Taiwan has recently reformed the organization of the forces by a series of ‘downsizing projects’, in order to improve the military performance and to increase the ratio of manpower with specialty. With a view to establish the military forces upon professional soldiers with special skills and knowledge and to meet the demand of military modernization, reform the recruitment of manpower and raise their organizational commitment are the primary concern for the National Defense Ministry. This concern reflects some scholars’ opinion, suggesting that military power is not determined by military equipment but by organizational commitment. Based on literature review and interviewing experts in this field, this research has found four factors, including, leadership model, incentive system, job satisfaction and organizational culture, are influential to organizational commitment. This research uses analytic hierarchy process (AHP) to prioritize these factors, hoping to help the ministry to improve the military performance in this country. From the interviews with experts, it is incentive system that they consider as the crucial among the four factors. On the whole, salary and bonus system, promotion, personal development opportunity, job satisfaction, team management, team remuneration all lead to high organizational commitment.

Fundamentals of engineering geodesy are stated, its value in a national economy and defense of the country is shown. Unlike earlier published textbooks in the present edition except traditional data on engineering geodesy information on the digital cards used in GIS geographic information systems, and also to the digital TsMM and mathematical MMM models of the district which are a basis of the modern automated design of SAPR on the engineering and geodetic methods and processes which incorporated the last achievements of computer technologies is given: electronic and computer takheometriya, satellite navigation, remote sensing, laser scanning, digital fotogrammetriya. In the textbook modern experience of works at researches and construction of highways and airfields, bridge crossings and transport tunnels of the leading design and survey organizations and firms of Russia is generalized. For students of automobile and road and construction specialties of higher education institutions. It can be used by the students of the corresponding specialties of technical schools, colleges, certified specialists working in the corresponding areas of transport construction.

In the textbook on the basis of theoretical and practical experience in the construction, modernization, training and use of the Armed Forces, other troops, military formations and authorities of the Russian Federation deals with the issues and problems of moral-psychological support of their activities, outlines the goals, objectives, principles, methods, forms and content of moral and psychological support as separate species support the activities of the troops, its components, and especially its organization in a variety of conditions and tactical applications troops. Reflects the existing fundamental provisions of statutory documents of the Armed Forces, other troops, military formations and organs of the Russian Federation, the results of the analysis of the practical organization of moral-psychological support activity of troops accumulated in the Russian Federation and in foreign countries, as well as the experience of previously prepared textbooks on the subject. The content of the textbook meets the requirements of Federal state educational standard of higher education of the last generation. For teachers, cadets and students of military educational institutions of the defense Ministry, interior Ministry, emergencies Ministry, the FSB, FSWG (of Resguardo) of Russia, as well as teachers and students of the educational military centers and military departments at civilian universities, adjuncts and doctoral students from other military schools, unit commanders, staff officers and work with staff (educational structures) units and parts, independently studying the issues of moral-psychological support activity of the Armed Forces, other troops, military formations and authorities of the Russian Federation.

The peculiarities of the modern spatial development necessitated the development of organizational, managerial and legal measures to reduce the risks of neighbourhood objects that have a negative impact on humans and the environment, as well as to strengthen the protection of especially dangerous or sensitive objects. Introduction to the Land code of the Russian Federation the concept of "zones with special conditions of use of territories" is one of the promising solutions to the above tasks and is aimed at ensuring sanitary and epidemiological welfare of the population, industrial safety, safety in operating all types of transport, defence and state security, environmental protection etc. The Handbook describes the concept and the legal nature of the zones with special conditions of use of territories as a new category, which should become a full part of fur- the mechanism of the land law regulation. Describes the evolution of national legislation on conservation and protection zones, the analysis of the regulation of similar zones in foreign legislation. Special attention is paid to General issues of the legal regime of these zones, the specifics of their establishment and accounting. Researched legal requirements for the adherence of all types of zones with special conditions of use. For practitioners and specialists in the field of state and municipal administration, scientific workers and lecturers of higher and secondary professional educational institutions, students, graduates, and also for a wide range of readers.

AbstractWe all know that evaluation is a sophisticated science. However, when we talk about celebrating 70 years of the International Association of Universities (IAU), the word “sophisticated” gets an even deeper meaning. How do we evaluate the activity of a global organization, founded in 1950 by UNESCO, whose mission it is to be the voice of universities worldwide and the main defender of the two fundamental academic values: (i) academic freedom and (ii) university autonomy? Naturally, an anniversary is always an occasion to look back, just as it is natural to look ahead.

AbstractValues of higher education, as supported by the IAU, are grounded in the belief-systems and behaviour of the individual researchers/teachers and the academic community more generally. Although these values are influenced from the outside by educational policies and economic considerations, and although they also encompass societal views on science (e.g. trust in science), it is academia itself that has to uphold, and sometimes defend, the inner principles of higher education.

AbstractThis year’s volume of the Netherlands Annual Review of Military Studies (NL ARMS) offers an interdisciplinary view on the domain of Compliance and Integrity in International Military Trade (CIIMT), integrating defence economics, international law, arms export control frameworks and policies, information management, organizational sciences and ethics. Although in academia, and from an interdisciplinary perspective, CIIMT constitutes a novel research domain, across private and public defence-related sectors, the subject evokes high levels of attention and interest, instigating a need for critical thinking, reflection and creativity to address ensuing multi-faceted issues and problems. From 2017, the Faculty of Military Sciences (FMS) at the Netherlands Defence Academy (NLDA) has offered an in-house MSc programme on CIIMT, which, by integrating practice-based and scientific-based knowledge, aims to contribute to this need. The NL ARMS 2021 comprises, amongst others, contributions from students and lecturers partaking in this programme.

Recent studies have shown that, despite being equipped with highly secure technical controls, a broad range of cyber security attacks were carried out successfully on many organizations to reveal confidential information. This shows that the technical advancements of cyber defence controls do not always guarantee organizational security. According to a recent survey carried out by IBM, 55% of these cyber-attacks involved insider threat. Controlling an insider who already has access to the company's highly protected data is a very challenging task. Insider attacks have great potential to severely damage the organization's finances as well as their social credibility. Hence, there is a need for reliable security frameworks that ensure confidentiality, integrity, authenticity, and availability of organizational information assets by including the comprehensive study of employee behaviour. This chapter provides a detailed study of insider behaviours that may hinder organization security. The chapter also analyzes the existing physical, technical, and administrative controls, their objectives, their limitations, insider behaviour analysis, and future challenges in handling insider threats.

Recent studies have shown that, despite being equipped with highly secure technical controls, a broad range of cyber security attacks were carried out successfully on many organizations to reveal confidential information. This shows that the technical advancements of cyber defence controls do not always guarantee organizational security. According to a recent survey carried out by IBM, 55% of these cyber-attacks involved insider threat. Controlling an insider who already has access to the company's highly protected data is a very challenging task. Insider attacks have great potential to severely damage the organization's finances as well as their social credibility. Hence, there is a need for reliable security frameworks that ensure confidentiality, integrity, authenticity, and availability of organizational information assets by including the comprehensive study of employee behaviour. This chapter provides a detailed study of insider behaviours that may hinder organization security. The chapter also analyzes the existing physical, technical, and administrative controls, their objectives, their limitations, insider behaviour analysis, and future challenges in handling insider threats.

In the times of major technological changes with ever-shorter production cycles, subject to strong global competition, it is vital for organizations to optimize resources and benefit from their investments in order to achieve the expected successes. One of the main difficulties that organizations face is the high number of projects in their portfolio. Selecting and prioritizing projects is essential to ensure the maximum return on investment and the sustainability of the organization. The selection and prioritization of projects depends to a great extent on the profile of the managers, organizational culture and frameworks best suited to the organization's environment. This study intends to confront the pilot model of selection and prioritization developed by the Portuguese Navy and establish a bridge with the academic literature. The project was carried out with the purpose of improving the process of allocating the necessary resources for the accomplishment of the missions of the Navy in the context of the Portuguese National Defence.

The US Government is moving apace to develop doctrines and capabilities that will allow the Department of Defense (DoD) to exploit Cyberspace for military advantage, and the role of computer networked operations (CNO) has taken on greater importance with the rise of network-centric warfare. Unfortunately, extant CNO organizations are slow to anticipate and react, and as such do not operate well within their highly dynamic environments. Contingency Theory research provides considerable knowledge to guide designing organizational structures that fit well with various mission-environmental contexts, and as such it offers excellent potential to inform leaders and policy makers regarding how to bring their CNO organizations and approaches into better fit, and hence to improve performance. In this chapter, we identify a candidate set of organizational structures that offer potential to fit DoD better as it strives, and struggles, to address the technological advances and risks associated with CNO. Using the Organizational Consultant (OrgCon) expert system to model and diagnose key problems and misfits associated with extant CNO organizations in the DoD, we propose a superior organizational structure for CNO that can also be applied to organizations in the international environment. Results elucidate important insights into CNO organization and management, suitable for immediate policy and operational implementation, and expand the growing empirical basis to guide continued research.

Hosts can avoid infections by behavioural changes and by body walls. After infection, hosts can change their behaviours to reduce the effects of parasitism. Immune defences have different arms (humoral or cellular), and organization (innate, adaptive). Innate immunity consists of a collection of different systems that are evolutionarily very old. Adaptive immunity, based on expansion of specific lymphocytes, evolved in the higher vertebrates. Immune defences are regulated tightly and based on receptors that can recognize parasites (or their activity). This triggers a complex signalling cascade that results in the production of further signalling compounds and effectors. Important protein families, e.g. the immunoglobulins, form the molecular backbone. A key to efficient defences is the diversification of receptors, such as the highly evolved somatic diversification processes of advanced adaptive immunity. The microbiota adds to defences in many ways. Immune memory and priming occur throughout the tree of life.

Capability maturity models (CMM), an out growth of the decades old quality movement, and originally developed by Carnegie Mellon University's Software Engineering Institute for the US Defense Department in the 1980s as a way to improve software engineering, has become the inspiration for similar models addressing every aspect of public management by governments around the world. CMM posits several evolutionary stages that organizations must pass through to achieve increasingly higher levels of capability in achieving quality. Stages are determined by research evidence, expert opinion, best practices and evaluations. While CMM has produced some impressive gains, it has drawn criticism for lacking a theoretical underpinning, exorbitant costs, being somewhat subjective and lack of success in many organizations. The field has no universal agreed upon standards, so it may be necessary to create an organization to study and vet various CMM applications. The field as it matures presents an excellent opportunity to study public management in the context of organizations employing CMM.

Problem of globalization of the educational process and integration into the international educational space is one of the most urgent problems for the Kazakh universities. In this regard, generalization of experience in training of PhD students is of particular interest, since training of PhD students is different in different countries. The example of the organization of educational process and scientific research in the PhD studies of chemical specialties at Faculty of Chemistry and Chemical Technology Al-Farabi Kazakh National University shows the peculiarities of the organization and defense of dissertations in Kazakhstan universities. It is shown that the training of specialists - doctoral students at Kazakhstan universities is carried out on the basis of theoretical and practical tests. At the same time currently the state of theoretical training and practical research is 1:1,5 however there is a tendency of decrease of the theoretical training. Conditions for preparation and defense of PhD-dissertations are described. The main requirements for the defense are marked: fulfillment of theoretical training and practical research in amount of 75 credits, the publication of results in journals with non-zero impact factor and approbation of the results in international scientific conferences.

Security self-organization is a natural right of an individual and a social group. Still, this right is, in conditions of a high degree of institutionalization of security systems, (partially) regulated by the states – both in declarative and legal manners. In Slovenia, this right has been explicitly provided in the resolutions of the national security strategy (1993, 2001, 2010, 2019), as well as in some key legislation from the field of the internal security system, the defence system, and the system of protection against natural and other disasters. Given that there has been no excessive interest in security self-organization in the last three decades in practice, it seems that also the state did not put many interests in the development of this area, neither in terms of support nor in terms of restrictions. However, the sudden appearance of the paramilitary guards (slov. varde) has initiated a vigorous debate in the professional and lay public, showing that a fair share of civil society and security professionals are unwilling to tolerate security self-organization that tries – self-proclaimed and self-assessed – to fill the security deficit of state organizations.

Defect causal analysis has shown itself to be a cheap and high return means of product-focused software process improvement. However, despite its advantages and wide industry adoption little academic research is being done in this area. Thus, professionals face several questions when implementing it in software organizations. Aiming to provide unbiased and evidence-based answers to those questions, a systematic review has been conducted. Based on the results of the systematic review, better guidance for implementing defect causal analysis efficiently in software organizations can be elaborated.

The stated objective of the Strategic Defense Initiative (SDI) introduces needs for space-based electric power ranging up to hundreds of megawatts (MWe). The SDI Organization is calling for the development of new and innovative concepts to meet these needs. Options for multi-megawatt and multi-hundred megawatt space power generating systems are presented in this paper. These options are based upon the gas turbine, one of the most mature and time-proven technologies available. Size- and mass-reduction studies utilizing innovative designs and new materials are conducted for the gas turbine. Two significantly different power levels with two thermal sources, nuclear and chemical combustion, are addressed.

A discussion is presented on the organization and operation of the Partnership for America's Cup Technology (PACT). Founded in February 1990 when individual American syndicates were unable to fund productive research and design programs, PACT's mission was to help the U.S. America's Cup Defense overcome the technical lead held by several foreign challengers in the new International America's Cup Class (IACC). PACT was to conduct cooperative technology development projects relevant to IACC yacht design to support all U.S. syndicates competing to defend the America's Cup. PACT had four major programs: gathering site specific environmental data; testing parametric series of hulls or appendages with associated improvements in testing methods; developing Computational Fluid Dynamics tools benchmarked by suitable experiments; developing and maintaining VPP centered design evaluation software. Since PACT was not involved in design itself, American syndicates maintained their own proprietary high level design programs. In areas where syndicates did not have comparable research programs, PACTs work was integrated into the syndicate design process and often played a role in their final designs. When PACT programs overlapped existing syndicate research, PACT provided a valuable second opinion. Planning and conducting PACT research was a team effort involving syndicate representatives and independent researchers. Regularly scheduled meetings and formal reports were used to distribute information to the American Syndicates.

Raytheon Six Sigma (R6Sigma) is a six-step quality management approach and culture change effort that has proven to be highly effective. It incorporates lessons learned from the earlier efforts by Motorola, Texas Instruments, Allied Signal, General Electric, and many others. Within each of these major companies, the Six Sigma approach is a reflection of the company’s unique culture and specific industry needs. However, one criticism common to most of these programs is that the change analysis and leadership tools are engaged too late in the overall process. Building upon the lessons learned by other organizations, the paper recounts the early engagement of the Six Sigma tools, coupled with direct customer involvement, on a large-scale program by the Raytheon Company: The Airborne Stand-off Radar (ASTOR) system, which is under development for the UK Ministry of Defense (MOD). Because the ASTOR program is still years from completion, this paper cannot provide detail in terms of final lessons learned or quantified results derived from the front-end application of R6Sigma on this program. The purpose of this paper is to capture the thought processes behind (and initial stages observed during) early customer involvement and the application of R6Sigma process improvement approaches at the beginning of the program.

Abstract This paper compares the three major semi-invasive optical approaches, Photon Emission (PE), Thermal Laser Stimulation (TLS) and Electro-Optical Frequency Mapping (EOFM) for contactless static random access memory (SRAM) content read-out on a commercial microcontroller. Advantages and disadvantages of these techniques are evaluated by applying those techniques on a 1 KB SRAM in an MSP430 microcontroller. It is demonstrated that successful read out depends strongly on the core voltage parameters for each technique. For PE, better SNR and shorter integration time are to be achieved by using the highest nominal core voltage. In TLS measurements, the core voltage needs to be externally applied via a current amplifier with a bias voltage slightly above nominal. EOFM can use nominal core voltages again; however, a modulation needs to be applied. The amplitude of the modulated supply voltage signal has a strong effect on the quality of the signal. Semi-invasive read out of the memory content is necessary in order to remotely understand the organization of memory, which finds applications in hardware and software security evaluation, reverse engineering, defect localization, failure analysis, chip testing and debugging.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.