Bibliografías temáticas / Permina (Organization). Unit I

Literatura académica sobre el tema "Permina (Organization). Unit I"

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Publicado: 26 de julio de 2024

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Artículos de revistas sobre el tema "Permina (Organization). Unit I"

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Soares, António Ferreira, José Carlos Kullberg, Júlio Fonseca Marques, Rogério Bordalo da Rocha y Pedro Miguel Callapez. "Tectono-sedimentary model for the evolution of the Silves Group (Triassic, Lusitanian basin, Portugal)". Bulletin de la Société Géologique de France 183, n.º 3 (1 de mayo de 2012): 203–16. http://dx.doi.org/10.2113/gssgfbull.183.3.203.

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Abstract At the beginning of the Alpine cycle, the breakup of Pangea lead to the early stages of the North Atlantic opening. In the western Iberian sector of the European margin, the Lusitanian basin starts to evolve bordered eastwards by inherited reliefs from the late episodes of the Variscan orogeny. The base unit, the Silves Group, considered not earlier than the Carnian, is mainly siliciclastic and predominantly formed by arcosarenites to feldspar litarenites, coarse to very coarse-grained (wackes) and pebbly, where the sediment architecture denotes organizations in continental (Conraria, Penela and Castelo Viegas Formations) environments. A first marine episode (Isocyprina Beds of Pereiros Fm.) marks a significant change within the sedimentary record; the uppermost part corresponds to intertidal transitional environments (sabkha). New and detailed field work of sedimentological and structural nature that has been carried out in recent exposures from the type-region of Coimbra-Penela enabled us to make significant observations and to improve data collection. This allowed a full reinterpretation of the paleotectonic and paleogeographical conditions under which the Silves Group and, consequently, the eastern border of the Lusitanian basin, evolved. This study carried out in the type-region also allowed a better understanding of its sequential organization. All units are unconformity bounded by strong influxes of coarse siliciclastics from the Iberian meseta. One of those unconformities (D2b) is an angular unconformity with cartographic expression. Tectonic reconstructions were possible to make after a detailed structural analysis of normal synsedimentary faults. Regional comparisons with Eastern Iberian basins that evolved since Permian times are also discussed. We conclude that the lower red siliciclastic units are older than has been considered until now. Those units were formed in a previous tensional stress pattern of tardi-Variscan affinities, related to megashear dextral kinematics of Permian-Triassic age. We propose that units below D2b unconformity can record a Proto-Lusitanian basin; the Lusitanian basin is younger and evolved mainly after the Triassic-Jurassic limit (Castelo Viegas Fm.) within an E-W extensional context related to Atlantic type basins.
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Miano, Leomar. "Development and Design of Help Alleviating Poverty among Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ) through Amplifying Skills (HAPLAS) Extension Project". Journal of Education, Management and Development Studies 2, n.º 2 (28 de junio de 2022): 11–19. http://dx.doi.org/10.52631/jemds.v2i2.112.

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The LGBTQ in the Philippines is one of the marginalized sectors in our society that is also highly affected by the pandemic that causes economic deprivation and is often forgotten in gender analyses and gender policy discussions. This study aimed to assess the skills training needs of LGBTQ in Infanta, Quezon; to determine the profile of the projects in terms of extension thrust, numbers of beneficiaries, budget allocation, resources, activities, and implementation; to develop and design an extension program. The Help Alleviating Poverty among LGBTQ through Amplifying Skills (HAPLAS) is an extension project that was developed and designed to address the pressing issues among LGBTQ. The needs assessment was conducted among the members of Samahang Ikatlong Lahi ng Infanta (SILI) with a total of twenty-four (24) participants who were purposively selected. This study is a quantitative descriptive employing frequency and percentage in the analysis of data. As identified in the needs assessments, the skills and training development programs to be implemented in the projects are hair cutting, hair perming, hair coloring, and hair and makeup, all are cosmetic-related activities. Moreover, financial literacy seminar is also to be integrated into the project because managing finances is one of the topmost issues and problems LGBTQ members have mentioned. For technical assistance, the project's proponents established a partnership with Junior Pitimini, an LGBTQ organization with members prominent in Quezon Province. Moreover, a partnership was also established in the Local Government Unit (LGU) of Infanta for the venue and supplemental budget. This descriptive study revealed that the project has sufficient volunteers/workforce and facilities to implement the project. It is highly recommended that the project may replicate in other municipalities that may identify needs for the training of LGBTQ. Additional budget could also be increased to cover other significant results from the needs assessment. However, evaluation should be properly implemented to determine the sustainability of the project.
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Weiner, Annette. "Commission on Unit Organization". Anthropology News 32, n.º 7 (octubre de 1991): 1–7. http://dx.doi.org/10.1111/an.1991.32.7.1.1.

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Tase, Nochovono. "Organization of neonatal unit: Nurses role". Journal of Neonatology 22, n.º 2 (junio de 2008): 99–103. http://dx.doi.org/10.1177/0973217920080206.

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Ridge, R. M. A. P. "Motor unit organization in developing muscle". Comparative Biochemistry and Physiology Part A: Physiology 93, n.º 1 (enero de 1989): 115–23. http://dx.doi.org/10.1016/0300-9629(89)90198-9.

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Chavali, Siddharth, Obaid A. Sidiqqi y Girija P. Rath. "Organization of a Neurointensive Care Unit". Journal of Neuroanaesthesiology and Critical Care 06, n.º 03 (septiembre de 2019): 182–86. http://dx.doi.org/10.1055/s-0039-3399475.

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AbstractAlthough in its infancy as a specialty, neurocritical care is rapidly developing its own niche, with a wide profile of patients—both neurosurgical and those with neurological pathologies. Rapid advances in monitoring technology as well as surgical techniques have led to an increasing number of patients, often presenting with myriad concurrent illnesses, who could be best served if managed by specialist neurointensivists. Neurocritical care units are being developed as free-standing intensive care units in several tertiary care hospitals, and literature regarding their establishment and organization is scant, leading to questions regarding how best to utilize resources to gain maximum benefit. This review aims to outline the challenges that are likely to be faced during establishment of such a unit, and to identify certain issues that are specific to this specialty.
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Hass, Brian D. "Critical Care Unit Organization and Patient Outcomes". Critical Care Nursing Quarterly 28, n.º 4 (octubre de 2005): 336–40. http://dx.doi.org/10.1097/00002727-200510000-00006.

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Dixon, Jesse R., David U. Gorkin y Bing Ren. "Chromatin Domains: The Unit of Chromosome Organization". Molecular Cell 62, n.º 5 (junio de 2016): 668–80. http://dx.doi.org/10.1016/j.molcel.2016.05.018.

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Van den Ouweland, Ans M. W., Jan J. M. Van Groningen, Jack A. Schalken, Han W. Van Neck, Henri P. J. Bloemers y Wim J. M. Van de Ven. "Genetic organization of the c-sistranscription unit". Nucleic Acids Research 15, n.º 3 (1987): 959–70. http://dx.doi.org/10.1093/nar/15.3.959.

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Burbridge, Mark A. "Neurointensive Care Unit: Clinical Practice and Organization". Anesthesia & Analgesia 131, n.º 5 (20 de octubre de 2020): e225-e226. http://dx.doi.org/10.1213/ane.0000000000005184.

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Tesis sobre el tema "Permina (Organization). Unit I"

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Babington, Lynn Marie. "Assessing context of care at the unit level of the organization /". Thesis, Connect to this title online; UW restricted, 1995. http://hdl.handle.net/1773/7336.

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Guffey, William Robert. "The role of organization communication in the implementation of a business unit strategy". Diss., Virginia Tech, 1992. http://hdl.handle.net/10919/39884.

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Research on the implementation of strategy in the strategic management field has had much less emphasis than strategy formulation and content. Several implementation models have been published which suggest important factors in the implementation of strategy. Empirical tests of these models, however, have received little consideration. In order to insure that employees who are responsible, for implementing the strategy know what to do and how to do it, communication of the strategy is necessary. Investigation of such communication with various media and the impact of such communication on knowledge of the strategy was examined in a field study. Questionnaires were administered to 1220 employees in fourteen plants of a major garment manufacturer. The survey questions addressed knowledge of strategy, media used to learn of the strategy, organization commitment, and demographic information. The employees' performance was measured using plant production records over a standard production period. The study hypotheses addressed the effect of using different levels of media richness to learn of the Strategic Business Unit (S.B.U.) level strategy and the relationship of knowledge of the strategy, organization commitment, and employee productivity. In addition, the study investigated demographic impact on communication and the most effective level of management perceived by employees in terms of communication. Research questions explored differences in plants with participative and traditional line management approaches to manufacturing processes in terms of organization commitment and performance. The study results provide a better understanding of communication media effects from the recipient's perspective and useful information on the impact of strategic knowledge on organization commitment. A lack of support for relationships between organization commitment, strategic knowledge, and productivity indicates additional research is required to further explore strategy implementation factors and performance. The study findings are useful as a basis for continuing research of the process between strategy formulation and firm performance.
Ph. D.
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DICERTO, ALBINO. "Organization of the franchising networks: implications of use of single and multi unit franchisees". Doctoral thesis, Università degli Studi di Roma "Tor Vergata", 2009. http://hdl.handle.net/2108/875.

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La tesi affronta il tema del franchising da un punto di vista organizzativo. In particolare, attraverso un'indagine compiuta sulle catene franchising italiane nel periodo settembre-novembre 2008, la tesi si propone come obiettivo l'individuazione delle possibili implicazioni manageriali derivanti dalle diverse forme strutturali che il franchising può assumere con particolare riferimento all'uso di single-unit franchisees e multi-unit franchisees.
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Foreman, Shuyuann Wang. "Maturation of state organization in preterm infants during hospitalization in the neonatal intensive care unit /". Thesis, Connect to this title online; UW restricted, 2007. http://hdl.handle.net/1773/7342.

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DeMoss, Gary L. Laymon Ronald L. Berg Richard Lynn. "The utilization, membership, satisfaction and level of participation of school district administrative teams in unit school districts in Illinois". Normal, Ill. Illinois State University, 1992. http://wwwlib.umi.com/cr/ilstu/fullcit?p9227164.

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Thesis (Ph. D.)--Illinois State University, 1992.
Title from title page screen, viewed January 11, 2006. Dissertation Committee: Ronald L. Laymon, Richard L. Berg (co-chairs), Paul J. Baker, Ronald S. Halinski, Ronald J. Yates. Includes bibliographical references (leaves 158-167) and abstract. Also available in print.
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Bigley, Joel. "Leveraging growth synergies in a multi-unit business through the application of a multidimensional organizational design augmented by lateral integrative mechanisms| A phenomenological case study". Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3728469.

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The realization of growth synergies across products and services in a global multi-unit firm is a topic of discovery that has substantial implications for the profitability of multi-national corporations. A driver for the realization of this incompletely tapped potential is the influence of organizational design. The scholar comprehensively examines a singular case study in which a multidimensional organizational design is used to exploit growth synergies in a global multi-unit firm. For many firms, collaboration is connected to synergy realization, which is critical to growth in saturated and emerging markets. Cross-business unit strategy research has been largely focused on diversification rather than on synergies. Additionally, the literature addresses synergy realization in very turbulent or static markets; however, in this case, the scholar illustrates how a multi-unit firm in a moderately dynamic market attempted to exploit growth synergy opportunities through (a) focused action, (b) the application of an organizational design that exploits decentralized collaboration, (c) lateral support mechanisms that preserve business unit (BU) self-interest, (d) a designed relationship with the corporate center, and (e) a singular context with clients. The intent of these actions is to enhance profitability theory by analyzing rapid evolutionary change in an integrated global value chain. This study attempts to show whether or not a multi-unit firm made of business units that are related diversifiers can be combined, or recombined, to exploit complementary resources. Furthermore, this study advances emerging research on the exploitation of multidimensional organizational design, its dynamic capabilities, co-evolutionary organization-wide change leadership, and cross-unit innovation.

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Voloshenko, Vadym. "Commander's (executive officer's) guide for detecting and deterring procurement frauds in military unit (organization) of Armed Forces of Ukraine". Monterey, Calif. : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/MBAPR/2009/Jun/09Jun%5FVoloshenko%5FMBA.pdf.

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"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, June 2009."
Advisor(s): Rendon, Juanita M. ; Suchan, Jim. "June 2009." "MBA professional report"--Cover. Description based on title screen as viewed on July 14, 2009. Author(s) subject terms: Internal Control, Fraud Management, Ukraine. Includes bibliographical references (p. 115-118). Also available in print.
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McCormick, James Thomas Laymon Ronald L. Nelson Thomas W. "Cook's strategic planning process and the planning practices within selected member school districts of the Large Unit District Association in Illinois". Normal, Ill. Illinois State University, 1990. http://wwwlib.umi.com/cr/ilstu/fullcit?p9101119.

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Thesis (Ed. D.)--Illinois State University, 1990.
Title from title page screen, viewed November 9, 2005. Dissertation Committee: Ronald L. Laymon, Thomas W. Nelson (co-chairs), Robert L. Arnold, Ronald S. Halinski, Patricia A. O'Connell. Includes bibliographical references (leaves 106-110) and abstract. Also available in print.
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Sithole, Kenneth. "A strategy-as-practice perspective : a case study of a business unit within a multinational engineering organisation". Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/18127.

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Thesis (MBA)--Stellenbosch University, 2011.
ENGLISH ABSTRACT: This research report aims to contribute to the contemporary research discourse within the Strategy-as-Practice (S-as-P) field by studying day-to-day strategising practices that take place within a modern organisation. From an S-as-P point of view, strategy is described as a situated, socially accomplished activity, while strategising comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity (Jarzabkowski, Balogun & Seidl, 2007: 8). Here, strategy is redefined as an action organisations perform rather than a concept organisations ‘have’. This introduces a shift in the strategy process, from a prescriptive approach to a practice approach. In this report, the researcher was able to determine how strategising took place in a Business Unit (BU) at a third-tier level within a multinational engineering organisation. This involved an analysis of how the processes of strategy sense-making and sense-giving took place amongst strategic actors. Furthermore, how this was mediated by strategising methods, strategic tools and artefacts was observed. The research recognised that strategy is socially situated and therefore a social practice. To deal with this dimension, activity theory, discussed by Jarzabkowski (2005), was used as an operational measure to identify micro-social system configurations required to implement strategy. Based on an in-depth single case study of the BU, the researcher’s findings discovered unique roles that multiple actors assume in the strategy implementation process, and how they interacted in the pursuit of goal-oriented strategic initiatives. In that process, different strategising techniques were identified, namely Procedural, Interactive, Pre-active or Integrative. It was also shown how managers used these multiple strategising methods at their disposal to facilitate and mediate strategic initiatives. In an attempt to contextualise these micro-strategising practices, the case study also demonstrated how strategy was translated from broad organisational concepts to BU operational manifestations using internal formal procedures that involved a Strategy Map and Balanced Scorecard. This revealed the cascading effect of top-down strategy translation and the gap-closing effect of down-and-up feedback loops in the system. This also exposed how strategy was ‘operationalised’ by decomposing and breaking it down into sub-strategies for implementation, which then created a hierarchy of strategies that were specific to each level of the organisation.
AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag beoog om by te dra tot die kontemporêre navorsingsgesprek binne die Strategie-as-Praktyk (S-as-P) veld deur dag-tot-dag strategie praktyke wat binne ‘n modern organisasie plaasvind te bestudeer. Vanuit ‘n S-as-P oogpunt, word strategie beskryf as ‘n geposisioneerde, sosiaal-uitgevoerde aktiwiteit, terwyl strategie-beplanning bestaan uit die aksies, interaksies en onderhandelings van onderskeie betrokkenes en die geposisioneerde praktyke waaruit geput word in die uitvoering van daardie aktiwiteit. Strategie word hier herdefinieer as ‘n aksie wat organisasies uitvoer eerder as ‘n konsep wat hulle het. Dit bring ‘n verskuiwing in die strategie proses mee, van ‘n voorskriftelike benadering na ‘n praktiese benadering. Die navorser het in hierdie verslag daarin geslaag om te bepaal hoe strategiese beplanning in ‘n derde vlak Besigheidseenheid (BE) binne ‘n multinasionale ingenieursorganisasie plaasvind. Hiervoor is ‘n analise gedoen van hoe die prosesse van strategiese sin-maak en sin-gee onder strategiese betrokkenes plaasvind. Daarbenewens is waargeneem hoe mediasie deur strategie-beplanningsmetodes, strategiese gereedskap en voorwerpe plaasgevind het. Om met hierdie dimensie om te gaan, is aktiwiteitsteorie, soos bespreek deur Jarzabkowski (2005), gebruik as ‘n operasionele maatstaf om mikro-sosiale sisteem konfigurasies wat vereis word vir implementasie van die strategie te identifiseer. Die navorser se bevindings, gebaseer op ‘n enkele diepgaande gevallestudie van die BE, het unieke rolle geïdentifiseer wat verskeie rolspelers tydens die strategie implementeringsproses aanneem en ook die interaksie wat plaasgevind het in die nastreef van doelgeöriënteerde strategiese inisiatiewe. In die proses is verskillende strategie-tegnieke geïdentifiseer, naamlik Prosedure, Interaktief, Pre-aktief of Integrerend. Daar is ook getoon hoe bestuurders hierdie verskillende beskikbare strategie-metodes aangewend het om strategiese inisiatiewe te fasiliteer en bemiddel. In ‘n poging om hierdie mikro-strategiese praktyke te kontekstualiseer, het die gevallestudie ook aangedui hoe strategie vanaf breë organisatoriese konsepte deur die gebruik van interne formele prosedures, wat ‘n Strategie Kaart en Gebalanseerde Telkaart ingesluit het, omgesit is na operasionele aanwysings vir die BE. Hierdeur is die waterval effek van top- afwaartse omsetting en die gaping-vullende effek van af-en-op terugvoerlusse in die sisteem blootgelê. Dit het ook aangetoon hoe strategie ‘ge-operasionaliseer’ is deur dit te ontkoppel en af te breek tot sub-strategieë vir implementasie, waardeur ‘n hiërargie van strategieë, spesifiek vir elke vlak van die organisasie, geskep is.
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Jošt, Vojtěch. "Skautský cestovní ruch". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-10424.

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My thesis is concerned about organization called "Junak" -- Czech republic union of scouts as the one of the largest organizations in Czech rep. The important part of its program is organizing meetings and creating events which fulfill a definition of an organized tourism. So we can speak about tourism caused by Junak organization, the so called scout tourism. Furthermore my thesis is focused on concrete indicators evaluating content and the structure of the scout tourism.
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Libros sobre el tema "Permina (Organization). Unit I"

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Stosberg, Martin A. Gatekeeping in the intensive care unit. Chicago, Ill: Health Administration Press, 1997.

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LaFleur-Brooks, Myrna. Health unit coordinating. 3a ed. Philadelphia: W.B. Saunders Co., 1993.

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LaFleur-Brooks, Myrna. Health unit coordinating. 2a ed. Philadelphia: W.B. Saunders, 1986.

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Farkas, Andreja. The local community: Grade 1 social studies unit : an integrated unit for grade 1. [Ontario: s.n.], 2001.

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Gillingham, Elaine Tight. Lafleur Brooks' health unit coordinating. 7a ed. St. Louis, Mo: Elsevier, 2014.

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Board, Conference, ed. Organizing for global competitiveness: The business unit design : a research report. New York, NY: Conference Board, 1995.

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Kramer, Leonie Judith Gibson. Educating Australians: A report of the IPA Education Policy Unit. [Melbourne, Vic.]: Institute of Public Affairs, 1992.

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East African Support Unit for NGOs., ed. East African Support Unit for NGOs: Competing to build development organizations : looking back on 1999 and way forward. Arusha, Tanzania: EASUN, 1999.

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Connington, Mary Ellen. Unit-based nursing quality assurance: A patient-centered approach. Rockville, Md: Aspen Publishers, 1990.

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Boixadós, Ramón. El ECU y el Sistema Monetario Europeo. Barcelona: Ediciones Gestion 2000, 1991.

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Capítulos de libros sobre el tema "Permina (Organization). Unit I"

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Wang, Shuangbao Paul. "Central Processing Unit". En Computer Architecture and Organization, 129–61. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-5662-0_6.

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Dixon, John A. "Laser Surgical Unit Organization". En Medical Laser Endoscopy, 37–43. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-0507-8_4.

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Clini, Enrico M., Gloria Montanari, Laura Ciobanu y Michele Vitacca. "Organization of a Weaning Unit". En Noninvasive Mechanical Ventilation and Difficult Weaning in Critical Care, 373–82. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-04259-6_46.

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van de Wiel, A. "Unit 2 Prevention and organization". En Engels, 29–42. Houten: Bohn Stafleu van Loghum, 2007. http://dx.doi.org/10.1007/978-90-313-8082-4_2.

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Touray, Musa y Aisha Touray. "The Surgical Unit: Organization and Management". En Sustainable Development Goals Series, 253–64. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-71032-3_20.

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Gupta, Abhishek, Dwijendra Nath Dwivedi y Jigar Shah. "Data Organization for an FCC Unit". En Future of Business and Finance, 41–56. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-99-2571-1_4.

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Dale, Christopher y J. Randall Curtis. "Quality Improvement in the Intensive Care Unit". En The Organization of Critical Care, 87–107. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-0811-0_7.

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Spittle, Jason. "IVF Unit Location, Design, and Construction". En Organization and Management of IVF Units, 3–25. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29373-8_1.

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Tyler, John P. P. "Data Management in the ART Unit". En Organization and Management of IVF Units, 193–215. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29373-8_10.

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Tran, Nicole y Jason N. Katz. "Integrating Subspecialty Expertise in the Intensive Care Unit". En The Organization of Critical Care, 71–83. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4939-0811-0_6.

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Actas de conferencias sobre el tema "Permina (Organization). Unit I"

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Nerurkar, Nandan K., Sounok Sen, Emily E. Wible, Jeffrey B. Stambough, Dawn M. Elliott y Robert L. Mauck. "Mesenchymal Stem Cell Seeded Nanofibrous Laminates Mimic the Multi-Scale Form and Function of the Annulus Fibrosus". En ASME 2009 Summer Bioengineering Conference. American Society of Mechanical Engineers, 2009. http://dx.doi.org/10.1115/sbc2009-206812.

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The annulus fibrosus (AF) of the intervertebral disc is a multi-lamellar fibrocartilage that, together with the nucleus pulposus, confers mechanical support and flexibility to the spine. Function of the AF is predicated on a high degree of structural organization over multiple length scales: aligned collagen fibers reside within each lamella, and the direction of alignment alternates between adjacent lamellae from +30° to −30° with respect to the transverse axis of the spine. Electrospinning permits fabrication of scaffolds consisting of aligned arrays of nanofibers, and has proven effective for directing the alignment of both cells and extracellular matrix (ECM) deposition [1–3]. We recently employed electrospinning to engineer the primary functional unit of the AF, a single lamella [4]. However, it remains a challenge to engineer a multi-lamellar tissue that replicates the cross-ply fiber architecture of the native AF. Moreover, relatively few studies have considered functional properties of engineered AF, and, when measured, tensile properties of these constructs have been inferior to native AF [4]. In this study, mesenchymal stem cells (MSCs) were seeded onto aligned nanofibrous scaffolds organized into bi-lamellar constructs with opposing or parallel fiber orientations, and their functional maturation was evaluated with time. Additionally, we determined a novel role for inter-lamellar ECM in reinforcing the tensile response of bilayers, and confirmed this mechanism by testing acellular bilayers with controllable interface properties.
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2

Al Kindi, Nasser, Yousuf Al Zaabi, Wayne Bryant, Ahmed Al Salmi, Carl Kays y Amir Al Habib. "Enabling A Nation - How PDO Powers Government Continuous Improvement & Creating Leaders for the Future of Oman". En ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210797-ms.

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Abstract Objective / Scope The main objective of the paper to showcase PDO successful journey in transferring Continuous Improvement (CI) knowledge to targeted entities within the government of the Sultanate of Oman by building CI capabilities to deliver significant improvement activity. Effectively after signing the MOU with Oman Vision 2040 Unit in 2019 for 5 years, a full CI transformation program kicked off to change the culture of the public sector from the inherited bureaucracy of which has the top leader is the showman, to a new way of working where the top leaders considered as the enabler of the progress (the main sponsor), wearing the learner hat, to understand the challenges from the front line of the business, be able to coach them to achieve their goals with minimal influence to their day to day work and huge encouragement to break down walls having them reach towards their desired destination. This supports the government's target to position Oman as an attractive environment for ease of doing business & the deployment plan focuses on building local CI capability within each entity, replicating improvements across the other entities, sustainability, and Leadership coaching. Methods, Procedure, Process Petroleum Development Oman (PDO) has more than 10 years' experience in the journey of Continuous Improvement. The experience is healthy with inflections and corrections over the course of progress until it covered all the organization vertically and horizontally. In 2020 it covered all functions and reached two level of categories spanning all staff: CI Professionals and CI Generalist. This concept and culture change can't be simulated into the government as is. It had to go through some modification for easy adoption and faster implementation. Building individual skills takes its own course of time, so the CI Professionals of PDO were posted into the core government system, the Oman Vision 2040 Implementation and Follow-up Unit. This allows immediate impact into the system and swift digital transformation to the centralized dashboard reviewed by leadership to sustain improvements. While the transformation takes place, PDO takes internally, 15 highly competent individuals from different government entities, as a secondment for 3 years development program to become accredited CI coaches and ultimately take their learning back to their organizations. Additionally, PDO provided the nation with a free online access to one of the problem-solving methodologies "Lean Awareness". This online session is developed to support a nationwide buy-in as part of the change management efforts to increase the awareness of continuous improvement. Results, Observation, Conclusions The high-level value delivered by the CI Deployment in the Government can be sampled from any of the CI projects delivered, E.g., the 90% improvement to the 'starting a new business process'. The overall scale, scope, and speed of improvement projects across the government entities is unprecedented. However, value is much more than the process improvements, such as: PDO Omani expertise being utilized to accelerate CI Capability across the Government. Improving starting business process by 90% from 10 months to 1.25 months. To "Lean" over 100 government services in 12 different entities by end of 2021. PDO improved cross-organization process with Government Entities E.g. Environment Authority permits, Manpower etc. Accelerating the progress of National Digital Transformation Program led by Ministry of Transport, Telecommunication & Information Technology. Build in house and sustainable capability for the government sector. Overall, the value to PDO, the Government and Oman is priceless for the longterm sustainability of the country. Novel, Additive information This initiative has had a hugely positive impact on PDO & Oman in the last 3 years and will continue to do so, moving towards end of 2022 and beyond the project team is working closely with Oman e-government team to assist the government to shift from egovernment to Digital government to Smart government - a real game changing innovative shift for Oman. This project is a true example of how Omani expertise developed and nurtured within PDO is being used to power Oman towards vision 2040 and is a fantastic example of our organization creating in-country value.
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Anmin Wang y Yongping Xie. "The mode of the integrated network organization design based on optimal organization unit". En 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6011055.

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Strickland, Nicola H., David J. Allison, R. Anthony Reynolds, John Crowell, Mark D. Schuurmans y Scott A. Keller. "Organization of intensive therapy unit images on PACS monitors". En Medical Imaging 1995, editado por R. Gilbert Jost y Samuel J. Dwyer III. SPIE, 1995. http://dx.doi.org/10.1117/12.208786.

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Krukowski, Lukasz y Jaroslaw Sugier. "Organization of AES Cryptographic Unit for Low Cost FPGA Implementation". En 2008 Third International Conference on Dependability of Computer Systems DepCoS-RELCOMEX. IEEE, 2008. http://dx.doi.org/10.1109/depcos-relcomex.2008.36.

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Liang, Ye y Lin-lin Ci. "Organization Technology in Mobile Peer-to-peer Network Based on Mobile Unit". En Eighth ACIS International Conference on Software Engineering, Artificial Intelligence, Networking, and Parallel/Distributed Computing (SNPD 2007). IEEE, 2007. http://dx.doi.org/10.1109/snpd.2007.31.

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Levchenko, N. N., A. S. Okunev y D. E. Yakhontov. "Organization of pipeline operations in mapping unit of the dataflow parallel computing system". En Test Symposium (EWDTS). IEEE, 2011. http://dx.doi.org/10.1109/ewdts.2011.6116570.

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Song, Zhihang y Qian Zhang. "Advanced Data Center Cold Aisle Airflow Organization Optimization Using an Adjustable Fan Unit". En ASME 2020 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/imece2020-23229.

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Abstract The real-time smart data center cooling has become a key to maintenance and operation of energy-efficient data centers, primarily including the server inlet airflow/thermal domains. Here, the cold-aisle airflow phenomena in a widely-used cold/hot aisle data center configuration was under parametric investigation, This concern is mainly because of the airflow separation and recirculation from the stream emerging from the server outlet and returning to the computer room air-conditioning unit. In order to achieve a better understanding and to correspondingly eliminate the negative effects of the hot air over-tack recirculation towards a satisfied effectiveness, an addition of a rack-level adjustable fan unit (AFU), which is placed inside the cold aisle, was considered at an early stage and the model prototype was numerically analyzed with respects to differently predefined parameters. The cooling performance consequence, consisting of the server-neighbored inflow rates and maximum server inlet temperatures explored by computational fluid dynamics (CFD) observation panel and sensors, demonstrates that the over-rack air recirculation and its resulting hot spot, in comparison with the case in absence of the AFU, can be suppressed. The results additionally concludes the extents to which the optimized airflow organization and temperature drop of the rack-level region (e.g., from the bottom towards the top of the rack unit) can be achieved with/without the AFU addition.
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Walter, Hermann. "ISO Organization and international Optical Standards". En Optical Fabrication and Testing. Washington, D.C.: Optica Publishing Group, 1988. http://dx.doi.org/10.1364/oft.1988.fa1.

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ISO, the International Organization for Standardization, was established in 1946. Today ISO has 90 members; those are the national standards institutions of the respective countries. The scope of ISO work comprises standardization in all technical fields with the exception of electric and electronic engineering, which is handled by the International Electrotechnical Commission (IEC). ISO's administrative center is the ISO Central Secretariat located in Geneva/Switzerland. The technical work of ISO is allocated to Technical Committees (TC's), each being assigned a particular technical field. Depending on the complexity of the technical field, a TC can divide its tasks and allocate the parts to Sub-Committees (SC's). A SC, in turn, can subdivide its tasks and allocate them to Working Groups (WG's), the WG being the smallest and most specialized unit in the ISO structure. Each of the TC's and SC's has a secretariat which is provided by one of the member organizations of ISO. At present, the technical structure of ISO consists of 164 Technical Committees, 644 Sub-Committees and 1551 Working Groups. The TC of prime interest for the optical community is probably TC 172 "Optics and Optical Instruments", comprising 9 SC's and 17 WG's. The work of TC 172 will be discussed in more detail.
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Gurau, Calin. "Associational Strategies for European SMEs’ Internationalization: Introducing the Meta-Organization as a Multi-Level Unit of Analysis". En 3rd International Conference on Advanced Research in Business, Management and Economics. globalks, 2020. http://dx.doi.org/10.33422/3rd.icabme.2020.10.20.

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Informes sobre el tema "Permina (Organization). Unit I"

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Mayer, John. Social Unit Organization in Three Wild Pig Populations. Office of Scientific and Technical Information (OSTI), febrero de 2021. http://dx.doi.org/10.2172/1766463.

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Hamill, Daniel y Gabrielle David. Hydrologic analysis of field delineated ordinary high water marks for rivers and streams. Engineer Research and Development Center (U.S.), agosto de 2021. http://dx.doi.org/10.21079/11681/41681.

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Streamflow influences the distribution and organization of high water marks along rivers and streams in a landscape. The federal definition of ordinary high water mark (OHWM) is defined by physical and vegetative field indicators that are used to identify inundation extents of ordinary high water levels without any reference to the relationship between streamflow and regulatory definition. Streamflow is the amount, or volume, of water that moves through a stream per unit time. This study explores regional characteristics and relationships between field-delineated OHWMs and frequency-magnitude streamflow metrics derived from a flood frequency analysis. The elevation of OHWM is related to representative constant-level discharge return periods with national average return periods of 6.9 years using partial duration series and 2.8 years using annual maximum flood frequency approaches. The range in OHWM return periods is 0.5 to 9.08, and 1.05 to 11.01 years for peaks-over-threshold and annual maximum flood frequency methods, respectively. The range of OHWM return periods is consistent with the range found in national studies of return periods related to bankfull streamflow. Hydraulic models produced a statistically significant relationship between OHWM and bank-full, which reinforces the close relationship between the scientific concept and OHWM in most stream systems.
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Strengthening the evaluation and research unit of the Zimbabwe Family Planning Council (1995–1998). Population Council, 1999. http://dx.doi.org/10.31899/rh1999.1020.

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The Evaluation and Research Unit (ERU) plays a crucial role in supporting the research activities of the Zimbabwe National Family Planning Council (ZNFPC). Research activities are conducted in addition to analysis of service statistics and compilation of quarterly and annual reports. With a staff capacity of five and inadequate research skills existing in other units, the ERU finds it difficult to manage and monitor the diverse activities of the organization. To address these problems, a buy-in was signed between the Zimbabwe Government and USAID in May 1995. The objectives were to assist the ZNFPC in conducting operations research studies and strengthening the ERU’s research capacity. The ERU’s traditional role of implementing research had to be revised to research management. The ZNFPC requested that the Population Council’s Africa OR/TA II Project provide technical assistance to implement this new role. The ZNFPC convened a meeting of cooperating agencies, donors, government, and municipal departments to explore ways of improving the coordination and implementation of population activities in Zimbabwe. As noted in this document, recommendations from the meeting were developed and the Africa OR/TA Project used these as guidelines for designing future programs for strengthening the ERU’s research capacity.
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