Late onset congenital adrenal hyperplasia in pregnancy

Congenital adrenal Hyperplasia (CAH) is a rare disorder to manage in pregnancy as CAH is known to cause infertility. Late onset CAH is more so with 21-hydroxylase deficiency being the most common enzyme deficiency for the same. The mainstay of management in pregnancy is multidisciplinary team management with a consultant Obstetrician and Medical Endocrinologist, steroid treatment and avoiding virilisation of the female patient in early pregnancy is important continuation of dexamethasone is controversial with conflicting evidence and also precipitating or worsening hyperemesis in pregnancy.

HUMAN FACTOR ANALYSIS OF CONTAINER VESSEL’S GROUNDING ACCIDENTS

Investigation on maritime accidents is a very important tool in identifying human factor-related problems. This study examines the causes of accidents, in particular the reasons for the grounding of container ships. These are analysed and evaluation according to the contribution rate using the Monte Carlo simulation. The OpenFTA program is used to run the simulation. The study data are obtained from 46 accident reports from 1993 to 2011. The data were prepared by the International Maritime Organization (IMO) Global Integrated Shipping Information System (GISIS). The GISIS is one of the organizations that investigate reported accidents in an international framework and in national shipping companies. The Monte Carlo simulation determined a total of 23.96% human error mental problems, 26.04% physical problems, 38.58% voyage management errors, and 11.42% team management error causes. Consequently, 50% of the human error is attributable to human performance disorders, while 50% team failure has been found.

A study of the labor process from a technology transformation perspective: the case of internet virtual teams

This article presents an empirical study of the labor process of internet virtual teams. It argues that organizations with a “horizontally virtual and vertically real” structure face a dilemma in the virtual team labor process. While a culture of engineers, which embodies equality, liberty, and cooperation, is the cultural basis of the virtual team, management is bureaucratic, emphasizing individual interests and hierarchical features. The coexistence of the two leads to cooperation and division of labor in virtual teams. Essentially, this is a compromising institutional arrangement adopted by corporations to triangulate technology culture and managerial control to obtain surplus value. Based on the preceding discussion, this paper ends by proposing a new theoretical framework for studying the labor process under the technological conditions of the internet.

Design Your Experiment (DYE) – Project based learning in Fluid Mechanics Laboratory

There is a need to implement an active and student-centered learning experience in the universities, which could help students expand their vision and better understand its application and concepts outside the classroom learning. This article discusses an approach of Design your experiment (DYE) project in the Fluid Mechanics laboratory to make the course more interesting for the students. We discuss various components involved in the DYE project and its learning outcomes. The student survey shows that the DYE helps the students to enhance their fundamentals, improve their communication, leadership and team management skills.

Working on Crime: Individual and Team Management of Knowledge for Decision Making in the Initial Investigative Process

<p>Every police agency needs to know how a productive environment for investigators working on crime, based on an effective investigative knowledge-management system, may best be provided. In order to contribute understanding for that purpose, this research examines three strands of the theme of working on crime that are entailed in the initial stages of an enquiry: the nature of the investigative process; investigative teamwork, and the individual and team management of knowledge. It is contended that the initial investigative process requires speedy and effective use of knowledge from four main sources: from objects and scenes, from people, from investigators' own experience, and from knowledge-management systems. The management of this knowledge for decision making in the initial stages of a police investigation of a crime is essentially a process of intuitive pattern-making ahead of verification. It is both internalised and manifest, and sited within the prevailing culture, undertaken by an individual investigator upon the explicit, implicit and unknown facts available to him or her, thus creating a continuing, unselfconscious, productive interplay between the skills of one and the complexity of the other. This process takes place within a subtle and multi-layered environment, the 'investigative entity'. In order to advance understanding of the process in its environment, it was necessary first to conceptualise a new model of this 'investigative entity'. The model illuminates the complexity of the investigative task, shows the centrality of individual investigators, and their skills, to the process of investigation, and emphasises the interrogative interface of the practitioner and the decision making process with the architecture of knowledge. Classical theories and practices of decision making are discussed, amplified with material on the intuition and analytic processes which underlie the model, the particular need for knowledge in investigative decision making, and the role of investigative knowledge-management systems as tools for intuition. The role played by official knowledge-management systems in the investigative entity is delineated, but emphasis centres on the power and utility of the individual investigator's tacit knowledge and skills. However, investigative work requires that investigators must often work in teams, where for success, a supportive culture for individuals' intuitive decision making needs to be provided. The thesis examines ways in which investigative teams may be viewed, and establishes a list of criteria for identifying the nature of investigative teams. The New Zealand Police provides the locus for examining the potency and relevance of the investigative entity model, both for individual investigators and for teams, and the actual use of police knowledge-management systems by investigators. Through interviews, observation and discussion a picture takes shape of investigators managing knowledge, both as vigorously competent individuals, and in concert with others. This empirical vignette sheds light on how investigative decision making in the initial stages of an incident takes place in practice. To conclude, guidelines for providing the optimal conditions and knowledge-management systems for investigators are suggested, with the responsibility for doing so laid upon the agency and the government.</p>

Working on Crime: Individual and Team Management of Knowledge for Decision Making in the Initial Investigative Process

<p>Every police agency needs to know how a productive environment for investigators working on crime, based on an effective investigative knowledge-management system, may best be provided. In order to contribute understanding for that purpose, this research examines three strands of the theme of working on crime that are entailed in the initial stages of an enquiry: the nature of the investigative process; investigative teamwork, and the individual and team management of knowledge. It is contended that the initial investigative process requires speedy and effective use of knowledge from four main sources: from objects and scenes, from people, from investigators' own experience, and from knowledge-management systems. The management of this knowledge for decision making in the initial stages of a police investigation of a crime is essentially a process of intuitive pattern-making ahead of verification. It is both internalised and manifest, and sited within the prevailing culture, undertaken by an individual investigator upon the explicit, implicit and unknown facts available to him or her, thus creating a continuing, unselfconscious, productive interplay between the skills of one and the complexity of the other. This process takes place within a subtle and multi-layered environment, the 'investigative entity'. In order to advance understanding of the process in its environment, it was necessary first to conceptualise a new model of this 'investigative entity'. The model illuminates the complexity of the investigative task, shows the centrality of individual investigators, and their skills, to the process of investigation, and emphasises the interrogative interface of the practitioner and the decision making process with the architecture of knowledge. Classical theories and practices of decision making are discussed, amplified with material on the intuition and analytic processes which underlie the model, the particular need for knowledge in investigative decision making, and the role of investigative knowledge-management systems as tools for intuition. The role played by official knowledge-management systems in the investigative entity is delineated, but emphasis centres on the power and utility of the individual investigator's tacit knowledge and skills. However, investigative work requires that investigators must often work in teams, where for success, a supportive culture for individuals' intuitive decision making needs to be provided. The thesis examines ways in which investigative teams may be viewed, and establishes a list of criteria for identifying the nature of investigative teams. The New Zealand Police provides the locus for examining the potency and relevance of the investigative entity model, both for individual investigators and for teams, and the actual use of police knowledge-management systems by investigators. Through interviews, observation and discussion a picture takes shape of investigators managing knowledge, both as vigorously competent individuals, and in concert with others. This empirical vignette sheds light on how investigative decision making in the initial stages of an incident takes place in practice. To conclude, guidelines for providing the optimal conditions and knowledge-management systems for investigators are suggested, with the responsibility for doing so laid upon the agency and the government.</p>