scholarly journals A NEW TECHNIQUE FOR THE CREATION OF AN ATRIAL SEPTAL DEFECT WITH CLINICAL APPLICATION

1963 ◽  
Vol 46 (4) ◽  
pp. 510-521 ◽  
Author(s):  
Samuel R. Schuster ◽  
Earl Kiernan ◽  
Jens Rosencranz ◽  
Achmed Bozer
2017 ◽  
Vol 11 (4) ◽  
pp. NP18-NP21
Author(s):  
Masataka Kitano ◽  
Masanori Tsukada ◽  
Mistuhiro Fujino

Both balloon atrial septostomy and static balloon dilation are often ineffective in creating a large atrial septal defect in patients with a thickened atrial septum. In such situations, blade atrial septostomy and atrial septal stenting are alternative treatments. We have devised and performed a new technique, called wire atrial septostomy, which uses a thin soft wire to create a large defect. The details of the procedure are presented.


1979 ◽  
Vol 161 (4) ◽  
pp. 515-518
Author(s):  
G. Natarajan ◽  
R. A. Carey ◽  
R. L. Coulson ◽  
A. A. Bove ◽  
J. F. Spann

1968 ◽  
Vol 56 (2) ◽  
pp. 221-228 ◽  
Author(s):  
F. Alvarez-Diaz ◽  
J.M. Brito ◽  
C. Lozano ◽  
L. Nuñez

Thorax ◽  
1979 ◽  
Vol 34 (4) ◽  
pp. 531-535
Author(s):  
P Lauridsen ◽  
A Uhrenholdt ◽  
I H Rygg

1964 ◽  
Vol 179 (1) ◽  
pp. 395-413
Author(s):  
A. Mc. C. Norris

Job evaluation is a technique which seeks to provide a logical basis for the setting of comparative pay rates. The methods used originated in America over 35 years ago and most job evaluation plans are adaptations of the three original ones described in this paper. A new technique has been evolved in Britain recently which is very akin to job evaluation but far more sophisticated in its approach. As far as is known, this technique has only been tried in a limited way at one firm so that only a brief mention is made of it, despite its obvious interest. Like a lot of other modern management techniques, job evaluation can do more harm than good unless human nature is taken into account. A man still wants to be regarded as a unique individual and so resents any attempt to fit him into a cold scientific pattern. Success in job evaluation, therefore, depends largely on the personalities of those responsible and on the creation of mutual trust between management and men.


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