Push Button as a mediating technology of organization

2019 ◽  
pp. 355-367
Author(s):  
L. Roman Duffner
Keyword(s):  
Organizational Practices ◽  
Push Button ◽  
Organizational Boundary

This chapter analyses push buttons as media of organization. These ubiquitous and often-trivialized technical objects are crucial for the organization of space and practice, providing means of control and participation beyond the local situation or the organizational boundary. A closer look at push buttons’ mediating activity reveals not only their agential force, but also points to opposing or contradicting properties and conditions that are unified in object-related practices, like the simultaneity of de-skilling and empowering or the situational complexity of simplified functions. These ambiguities show the variety of conditions that can become meaningful in the understanding of media and/in organizational practices.

A Newly Designed 650kv Electron Microscope

1968 ◽  
Vol 26 ◽  
pp. 304-305
Author(s):  
K. Shiraishi ◽  
T. Katsuta ◽  
S. Ozasa ◽  
H. Todokoro
Keyword(s):  
Electron Microscope ◽  
High Voltage ◽  
Bright Field Image ◽  
Bright Field ◽  
Push Button ◽  
Condenser Lens ◽  
High Voltage Generator ◽  
Frequency Power ◽  
Better Than ◽  
Illuminating System

We have recently completed a newly designed 650KV electron microscope. An external view of this advanced instrument is shown in Figure 1. A symmetrical Cockcroft-Walton circuit has been adopted as the high voltage generator. The cathode is heated by high frequency power; a battery is not employed. The high voltage stability is better than 1 x 10-5/min.The sectional diagram of the column shown in Figure 2 is 420mm in diameter and 2750mm in height. The illuminating system consists of a double condenser lens and a magnetic alignment device. Dual deflector assemblies for dark and bright field images, selectable by push button, are built beneath the condenser lens. Two selectable stigmator power supplies are also provided for dark and bright field image operation.

Small-Angle Electron Scattering (SAES) of Polymers

1985 ◽  
Vol 43 ◽  
pp. 78-79
Author(s):  
Ralph Oralor ◽  
Pamela Lloyd ◽  
Satish Kumar ◽  
W. W. Adams
Keyword(s):  
Electron Scattering ◽  
Small Angle ◽  
Angular Resolution ◽  
Structural Features ◽  
Objective Lens ◽  
High Angular Resolution ◽  
Push Button ◽  
First Case ◽  
Diffraction Mode ◽  
Very High

Small angle electron scattering (SAES) has been used to study structural features of up to several thousand angstroms in polymers, as well as in metals. SAES may be done either in (a) long camera mode by switching off the objective lens current or in (b) selected area diffraction mode. In the first case very high camera lengths (up to 7Ø meters on JEOL 1Ø ØCX) and high angular resolution can be obtained, while in the second case smaller camera lengths (approximately up to 3.6 meters on JEOL 1Ø ØCX) and lower angular resolution is obtainable. We conducted our SAES studies on JEOL 1ØØCX which can be switched to either mode with a push button as a standard feature.

Organizational practices for learning with work accidents

2008 ◽  
Author(s):  
S. C. A. Da Silva ◽  
M. J. Dos Santos Oliveira ◽  
H. M. B. Carvalho ◽  
M. C. R. Jacinto ◽  
T. C. Fialho ◽  
...  
Keyword(s):  
Organizational Practices ◽  
Work Accidents

Multiple Perspectives of Social Support and Organizational Practices for At-Risk Youth

2007 ◽  
Author(s):  
Ronald Crouch ◽  
Luciano Berardi ◽  
Terrinieka Williams ◽  
Sangeeta Parikshak ◽  
Susan McMahon ◽  
...  
Keyword(s):  
Social Support ◽  
At Risk ◽  
At Risk Youth ◽  
Organizational Practices ◽  
Multiple Perspectives

Relative Effect of Organizational Practices for Reducing Racial and Ethnic Harassment and Discrimination

2007 ◽  
Author(s):  
Alayne J. Ormerod ◽  
Christopher D. Nye ◽  
Sadie E. Larsen ◽  
Julia E. Siebert
Keyword(s):  
Relative Effect ◽  
Organizational Practices ◽  
Ethnic Harassment

PROTOTIPE MESIN PENYEDUH MINUMAN KOPI OTOMATIS MENGGUNAKAN ARDUINO UNO

2018 ◽  
Vol 23 (2) ◽  
pp. 116-123
Author(s):  
Manarul Hidayat
Keyword(s):  
Push Button ◽  
Arduino Uno

Minuman kopi diminati oleh hampir semua golongan masyarakat saat ini sebagai gaya hidup seperti tempat berkumpul, tempat mengerjakan tugas atau sebagai tempat rapat rekan bisnis di kedai kopi. Di zaman modern ini, seiring dengan tingginya kesibukan masyarakat dalam dunia kerja banyak orang yang dituntut untuk melakukan tugas atau pekerjaan dengan cepat dan tepat waktu, sehingga mereka akan sangat sibuk dan kebanyakan dari mereka memanfaatkan waktu istirahat yang sebentar untuk menikmati secangkir kopi. Prototipe yang dirancang pada penelitian ini merupakan sebuah alat yang bekerja berdasarkan push button. Kondisi push button memiliki beberapa tahapan. Tahapan tersebut meliputi ketika tombol ditekan maka servo akan bergerak untuk menuangkan gula dan kopi. Tahapan berikutnya air panas akan mengalir melalui pompa air dari pemanas air ke dalam gelas dengan menggunakan selang. Prototipe ini dapat berjalan dengan baik dengan 3 buah tegangan input 5V dan arus 2A untuk Arduino, 12V dan arus 2A, 220VAC untuk pemanas air.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

Entrenchment in status positions and the adoption of new norm-deviant organizational practices: Evidence from the Japanese banking industry, 1983–2005

2020 ◽  
pp. 017084062091095
Author(s):  
Jesper Edman ◽  
Alex Makarevich
Keyword(s):  
Banking Industry ◽  
Original Data ◽  
Organizational Practices ◽  
Organizational Status ◽  
Factors Affecting ◽  
Practice Adoption ◽  
Status Mobility ◽  
The Relationship ◽  
Organizational Age ◽  
Middle Status

We examine the effect of status entrenchment on the adoption of new norm-deviant organizational practices. Identifying organizational age and status mobility as factors affecting entrenchment, we extend the middle-status conformity theory by explicating how entrenchment moderates the relationship between status and adoption. Using original data from the Japanese loan syndication market, we show that young and new-in-status banks have a lower propensity to follow status-based adoption behavior than actors entrenched in the same status positions. We discuss implication of these results for the understanding of new practice adoption and organizational status effects.

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