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2022 ◽  
pp. 197-233

This chapter shows how software development professionals use the provided flow charts and pseudo-code to create the Dialog Development Manager. Analysts then use the Dialog Development Manager to create the problem-specific knowledge needed by a natural language processor to support the conversation between Socrates DigitalTM and end users. The Dialog Development Manager guides the analysts through design and development of the Understand, Explore, Materialize, and Realize phases to create the conversational interface for Socrates DigitalTM.


Development ◽  
2021 ◽  
Vol 148 (20) ◽  

Abstract The histone acetyltransferase HBO1 (KAT1) is required for histone H3 lysine 14 acetylation, which is crucial for embryonic development. A new paper in Development reveals that, in the vascular system, HBO1 is required in endothelial cells for sprouting angiogenesis regulation. To hear more about the story, we caught up with first author Zoe Grant and senior authors Professor Anne Voss, Associate Professor Tim Thomas and Leigh Coultas, Business Development Manager, from the Walter and Eliza Hall Institute of Medical Research (WEHI), Australia.


At-Taqaddum ◽  
2021 ◽  
Vol 13 (1) ◽  
pp. 73-84
Author(s):  
Aidha Trisanty

The Indonesian National Work Competency Standards (SKKNI) are efforts to produce graduates ready for work according to industry needs. This includes the SKKNI for the sub-field of Funding and Services, covering four levels of qualifications for a prospective banker that include Teller, Customer Service, Funding Sales Representative, and Funding Product Development Manager. This study aims to determine the implementation of the SKKNI for Sub Financing and Services for Diploma III graduates at the current SMK level. This research is a qualitative descriptive study using observation and interview methods for data collection. The population in this study were all commercial banks and Islamic banks in Yogyakarta. From the questionnaires distributed to users, fourteen banks consisted of 9 (nine) conventional banks, and 5 (five) Islamic banks filled out the questionnaire. Constraints in the application of the SKKNI are caused by the qualifications of the positions regulated in the SKKNI. The gap between the provisions in the SKKNI and the regulations in force in banking is an obstacle for vocational schools in preparing graduates who meet industry demands.


2021 ◽  
Vol 35 (01-02) ◽  
pp. 28-29
Author(s):  
Rolf Müller-Wondorf

Der norwegische Roboterhersteller AutoStore bietet mithilfe einer neuen Software eine besonders schnelle und einfache Möglichkeit, die Effizienz bestehender Anlagen zu erhöhen. Peter Bimmermann, Business Development Manager D/A/CH & CEE und Geschäftsführer der AutoStore System GmbH, erörtert im Gespräch mit Rolf Müller-Wondorf die Vorteile für Betreiber und damit mögliche Anlagendimensionen.


OPE Journal ◽  
2021 ◽  
Vol 11 (34) ◽  
pp. 8-10
Author(s):  
Lotte Willems

Lotte Willems, business development manager, TNO at Holst Centre, highlights the latest in car interiors: transparent displays, safe and programmable interfaces and sensing chairs


2020 ◽  
Vol 72 (12) ◽  
pp. 21-23
Author(s):  
Trent Jacobs

Sand is mined. It is washed. It is dried. Then it gets wet again. Such is the unassuming life cycle of most every grain of sand ever pumped down a horizontal well along with millions of gallons of water and into the freshly opened fractures of a tight-rock formation in the US. But what if the sand never had to be dried? To start with, the unconventional sector could save tens or hundreds of millions of dollars a year, simply by cutting out the capital-intensive drying process. That might mean mines of the future could be made small enough to follow operators as they sail slowly across their vast acreages. Wet sand also lends itself to safer and more regulatory-friendly worksites, an important consideration given that more-stringent air-quality standards are coming into effect in the US next year. A wet-sand revolution may also represent a major boon for the industrywide effort to reduce CO2 emissions - making each horizontal well completed with wet sand a bit greener than one that used dry sand. This is all according to a newly shared case study (SPE 199975) from sand supplier PropX and US shale producer Ovintiv. Since the highlighted field test was completed last year, PropX has pumped more than 1 billion pounds of wet sand down wells in Texas and Oklahoma. “What we propose in this paper is the next logical step in the supply-chain reduction,” of the unconventional sand sector, said Brian Dorfman. “That is, the removal or the significant scaling down of the drying facility.” Dorfman is a business development manager at PropX and one of the authors of the whimsically titled paper, “Can Wet Sand Be Used for More Than Building Sand Castles on the Beach?” On a multiwell pad in Oklahoma, Ovintiv found that wet sand - defined as having a moisture content of 1-10% - could be used to stimulate more than a hundred fracture stages in under 2 weeks. Addressing any concerns over efficiency, the operation saw an average of nearly 4 million pounds of wet sand pumped downhole each day - well within shale-sector norms. Sand is washed to remove contaminants. It is then run through industrial-sized kilns because dry sand flows from a hopper and into a train car or a truck far easier than wet sand which clumps together, as any child at the beach knows well.


Author(s):  
Paul Gilfillan

Having been an associate member of the Workers’ Educational Association (WEA) from attending WEA courses when conducting research into the politicisation of Scottish national identity (Gilfillan, 2014), the WEA seemed an ideal public to partner with in light of Burawoy’s (2005) call for sociologists to engage with the likes of church groups, the labour movement and the working class. When going to meet with the WEA education development manager for Fife (‘Maesie’) at her Lumphinnans office in March 2017, it seemed appropriate to park in Gagarin Way opposite the WEA office as this street name indicated the previous industrial era when this former ‘pit village’ had earned the local nickname ‘Little Moscow’ thanks to a Communist tradition strong enough to have streets named after heroes of the Soviet Union. However, in light of 1980s deindustrialisation and the flight of private capital from the central Fife corridor from Buckhaven and Methil in the east to Ballingry and Lochore in the west, Burawoy’s question ‘are there any publics out there?’ (in ...


2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Murti Sumarni

The aim of this research was focused to determine the impact of Talent Management to Employee Retention in the case of Millenials Workforce. Previous research found that Human Resource Development Manager were dealing with Y Generation who had a unique work ethic, so it needed a different retention of employee. The reliability and validity test was conducted to 30 respondents and the result showed that all questions item were proven valid and reliable to be used in further research analysis. Populations in this research were the millennial employees. Questionnaire was used to collect the data in the amount of 60 respondents. This research used SPSS to analyze and the result of the linier regression analysis indicated that the Talent Management had a significant effect to Millenials Workforce Employee Retention.Keyword: Talent Management, Millenials Workforce, Employee Retention


2020 ◽  
pp. 097215092092919
Author(s):  
Sunil Omanwar ◽  
Devjani Chatterjee

Sam Jones joined as the learning and development manager at Fortis Healthcare Limited in August, 2014. He finds himself in a bind when he observes that the people systems were lagging and unable to cope with the rapid organizational growth; affecting the delivery of service. Substantial setback was the ambiguity of training modules creating a hurdle for service excellence. Processes were vague and complex with duplication in training modules. Forty-two training modules were there across all units but being used with different names in different units, some of which had overlapping content under different module names leading to underutilization of time, money and human resources and lacking optimization. This particular case addresses the need of managing organizational change to restructure service excellence training. The case exposes the readers to the dilemma about how to implement the change process, how to convince the employees about the change that is required and in which direction to start with?


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