...In the given scenario it is evident that Employee 1 works for a manager who utilizes Reward Power. This employee works more than 40 hours per week because the manager reminds the team of the yearly bonus which is contingent on working more than the required 40 hours. Employee 1 comes into the office on the weekends and stays late to ensure that work is completed accurately. Employee 1 has plans for the reward and has emotionally tied himself to working towards the reward. The other powers that this manager demonstrates are Coercive Power and Legitimate Power. The way he reminds them of the annual performance review is coercive and threatening. Lastly because he is the manager he does have Legitimate Power and the team must respect and listen to his instruction. Employee 2 has Expert Power in the organization. Because he is the only CPA in the organization he has been given special permission to have a compressed work week and only has to work 4 days per week. This employee realizes that he has Expert Power and has taken advantage of this power especially since the entire company is dependent on only him to prepare the company’s financial statements. Employee 3 demonstrates Personal Power. Although he does not hold any official titles and has been at the company for a short period. This employee is well liked and respected among his peers. People are drawn to his personality and charisma. Because he is enthusiastic and positive he pitched a new idea that the team is eager...
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...Welding & Cutting Solutions 2016 Equipment Catalog TABLE OF CONTENTS Icons and Warranty Information . . . . . . . . . . . . . . . . . . . 2 Stick Welders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10 TIG Welders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-20 MIG: Wire Feeder/Welders . . . . . . . . . . . . . . . . . . . . . . 21-30 MIG & FCAW: Industrial Welders . . . . . . . . . . . . . . . . . 31-34 Multi-Process Welders . . . . . . . . . . . . . . . . . . . . . . . . . 35-46 Advanced Process Welders . . . . . . . . . . . . . . . . . . . . . 47-58 Multi-Operator Welding Systems . . . . . . . . . . . . . . . 59-64 Engine Drives: Commercial . . . . . . . . . . . . . . . . . . . . . . 65-74 Engine Drives: Industrial . . . . . . . . . . . . . . . . . . . . . . . . 75-90 Semiautomatic Wire Feeders . . . . . . . . . . . . . . . . . . 91-110 Submerged Arc & Automatic Equipment . . . . . . . . 111-126 Welding Gear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127-152 Guns & Torches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153-170 Plasma Cutting . ...
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...POWER BASE TERM PAPER Yusuf, Abdulkadir-633417 | BUS4070 | 24/07/2017 Contents Introduction....................................................................................................................................2 Legitimate Power............................................................................................................................5 REWARD POWER........................................................................................................................7 Coercive power..............................................................................................................................9 Expert power.................................................................................................................................11...
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...Optimal Power Allocation and Scheduling for Two-Cell Capacity Maximization ∗ Dept. Anders Gjendemsjø∗, David Gesbert†, Geir E. Øien∗ , and Saad G. Kiani† of Electronics and Telecom., Norwegian Univ. of Science and Technology, 7491 Trondheim, Norway, Email: {gjendems, oien}@iet.ntnu.no † Mobile Communications Department, Institute Eur´ com, e 06560 Sophia-Antipolis, France, Email: {gesbert, kiani}@eurecom.fr maximize the network capacity for the case of individual link power constraints [8] and a sum power constraint [9]. In [10] it is assumed that each base station, when it transmits, transmits with maximum power Pmax . Which base stations that should be active at each time slot is decided according to a rate maximization objective. However, no proof of optimality is given for the on/off power allocation. In [11] transmit power allocation for a downlink two-user interference channel is studied under a sum transmit power constraint and the assumption of symmetric interference. The derived power allocation depends on the level of interference; when the inference is above a certain threshold the total power is allocated to the best user. For interference less than the threshold, the available power is divided among the two users according to a water-filling principle. However, due to the sum power constraint and symmetry of interference assumption these results are not readily applicable for two-cell power allocation, where it is more reasonable to assume individual power constraints...
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...Technische Universität München Lehrstuhl für Kommunikationsnetze Prof. Dr.-Ing. Jörg Eberspächer Master’s Thesis Parameter Optimization for 3G Cellular Networks Author: Matriculation Number: Address: Email Address: Supervisors: Begin: End: TOH, Kok Liang 2706603 Felsennelkenanger 7, App S402 80937 München Deutschland tk_liang@hotmail.com Mr. Roger Abou Jaoude (LKN) Dr.-Ing. Christian Hartmann (LKN) 01. April 2006 01. October 2006 ii Abstract Parameter optimization, such as antenna tilting and CPICH power, can be used to adapt the traffic capacity of 3G systems to traffic demands which are varying in the space and time dimensions. The goal of this thesis is to investigate how parameter optimization can be implemented, both in the 3G cellular system’s initial planning stage to optimize the network for CAPEX saving as well as after the deployment of the network, to increase the capacity of the system. For this purpose, appropriate models, including the space and time domain dynamics of the traffic modeling the moving hotspot characteristics, have been integrated into a system simulation tool. Meta-heuristics techniques such as Tabu Search and Simulated Annealing have been implemented to solve this NP-hard problem. Results show that the existence of optimal configurations can have an achievable capacity gain of more than 30%. iii Acknowledgements This Master Thesis would not have been possible without the support of many people. I would like to express...
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...of the 5 bases of power from the given scenario supported by examples. It should be noted that the 5 bases are split into to 2 primary power base types. Legitimacy, Reward and Coercive all belong in the Formal power type. The second power type is Personal power. The Expert and Referent bases fall into this category. Each power base is described below. 1. Reward is where a person expects a positive response to an action performed. The response can be praise, time off, monetary, or anything else the person values as a reward. In our scenario the manager is offering the prospect of a yearly bonus through a superior rating for those who work more than 40 hours per week. Employee 1 values that reward and puts forth the effort in hopes that his or her performance will meet the goal of a superior rating. 2. The second base of power to discuss is Legitimacy. Employee 1's manager has reminded the subordinates of the yearly bonus and Employee 1 acknowledges that if he or she wants to get the bonus and go on a vacation, he or she must follow the recommendation by the manager to work additional hours in the hope that he or she will obtain a superior rating from the manager. Additionally, Employee 3 received legitimacy from being selected to lead the sales team on his or her project to increase sales. 3. The third base of power is Coercive. Employee 2 has power over the manager because he or she is the only certified public accountant (CPA) at the company. Using coercive power, Employee...
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...Bases of Power Within a Company: Apple Incorporated Gena Baker-Smith Phoenix University Abstract This paper will outline and describe the bases of power within an organization. I will point out which powers are formal and ones that are personal. The five types of power are coercive, legitimate, referent, reward, and expert. These “Bases of Power” have been used since they were established in 1959 by two sociologists. There will also be a summary as to how these different types of powers are communicated within a company/organization. In Apple Incorporation, I am sure all five of the types of powers are present within the company. I hope to present you the reader of this paper how they are communicated throughout the company. When one thinks of power they think about having the ability to change things or the way people think or act. Some of these changes can be positive and some can be negative depending on the person and the situation at hand (Merchant 2010). In 1959, American sociologists John French and Bertram Raven established “The Bases of Power” that exist within companies (Merchant 2010). The five types of powers are legitimate, coercive, referent, reward, and expert; some of these are formal and others are personal (Merchant, 2010). According to referenceforbusiness.com, the bases of power are methods that managers and leaders of an organization utilize to influence their employees. Also stated on referenceforbusiness.com authority must be a factor...
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...In Organizations, power is seen as tool that authority possesses to wield out instructions to their staff, ensure internal disputes are settled, fire staff if they are intolerable for various reasons and so forth. Therefore, one could deduce that those who possess leadership skills require a high level of responsibility amongst other attributes to be bestowed with power (varying amounts depending on what management level). Certainly, as mentioned in the first Spiderman movie (2002), ‘With Great Power comes Great Responsibility’ (Bolle & Vogel, 2011) This is certainly true in every organization that is successful. Leaders who responsibly use their power for the greater good of the organization tend to find success easier than those who don’t. For example, the most famous leaders of today, Steve Jobs (Apple), Bill Gates (Windows) and Sir Richard Branson (Virgin) are all visionaries and managed to responsibly use their power to make their companies amongst the most successful and revolutionary in the world. This essay aims to provide a detailed understanding into the various bases of power as mentioned by French & Raven (1958): -Reward, Coercive, Legitimate (Positional Powers)-, -Informational, Referent and Expert (Personal Powers) - (Lo & Ramayah, 2011). It also aims to provide an analysis of the use of power by managers within an organizational setting. Finally, this essay will describe managers’ utilization of the various bases and use different examples. This...
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...Number Systems: An Introduction to Binary, Hexadecimal, and More by Jason Killian13 Feb 2012 Ever see crazy binary numbers and wonder what they meant? Ever see numbers with letters mixed in and wonder what is going on? You'll find out all of this and more in this article. Hexadecimal doesn't have to be scary. (Thanks to the ReBoot Wiki for the thumbnail image.) Introduction: What is a Number System? You probably already know what a number system is - ever hear of binary numbers or hexadecimal numbers? Simply put, a number system is a way to represent numbers. We are used to using the base-10 number system, which is also called decimal. Other common number systems include base-16 (hexadecimal), base-8 (octal), and base-2 (binary). In this article, I'll explain what these different systems are, how to work with them, and why knowing about them will help you. Activity Before we get started, let's try a little activity for fun. There are many different ways to represent a color, but one of the most common is the RGB color model. Using this model, every color is made up of a combination of different amounts of red, green, and blue. You may be wondering how colors relate to number systems. In short, on a computer, any color is stored as a large number: a combination of red, green, and blue. (We'll go into more detail on this later.) Because it's just a number, it can be represented in multiple ways using different number systems. Your job is to guess how much red, green...
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...Variable Load on Power Stations Introduction Introduction T he function of a power station is to deliver power to a large number of consum ers. However, the power demands of different consumers vary in accordance with their activities. The result of this variation in demand is that load on a power station is never constant, rather it varies from time to time. Most of the complexities of modern power plant operation arise from the inherent variability of the load demanded by the users. Unfortunately, electrical power cannot be stored and, therefore, the power station must produce power as and when demanded to meet the requirements of the consumers. On one hand, the power engineer would like that the alternators in the power station should run at their rated capacity for maximum efficiency and on the other hand, the demands of the consumers have wide variations. This makes the design of a power station highly complex. In this chapter, we shall focus our attention on the problems of variable load on power stations. 3.1 Structure of Electric Power System 3.2 Variable Load on Power Station 3.3 Load Curves 3.4 Important Terms and Factors 3.5 Units Generated per Annum 3.6 Load Duration Curve 3.7 Types of Loads 3.8 Typical Demand and Diversity Factors 3.9 Load Curves and Selection of Generating Units 3.10 Important Points in the Selection of Units 3.11 Base Load and Peak Load on Power Station 3.12 Method of Meeting the Load Structure 3.1 Structure of Electric Power System 3.13...
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...Five Bases of Power Student Name LET1 (Task 3) WGU August 25, 2013 Course Mentor Name Abstract Power can be defined in many ways from various people. Some people may think power means success, some people may think power means corruption, and unfortunately some people may think power means nothing. Basically power pertains to the possession of influence and authority over others. The five bases of power are coercive, referent, legitimate, expert, and reward power (Abudi, 2011). To understand these five bases of power better in an organization a description with examples for each will be discussed. Five Bases of Power In 1960 John French and Bertram Raven conducted a study in leadership roles on bases of power Coercive, referent, legitimate, expert, and reward power were identified as the five bases of power. Through one or more of these bases, power can be manifested. Most interactions in an organization are established with trust and are constructed through some form of power. Depending on how power is used can result in negative or positive outcomes in an organization. The proper use of power among managers and employees can result in excellent social and interpersonal relationships (Abudi, 2011). In the given scenario, Corporation A is a business that creates marketing programs for the real estate industry. The employees with different job roles that work at Corporation...
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...LET1: Leadership Concepts and Applications SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.5: Leadership - The graduate can analyze leadership theories, methods, and tools in given situations and select the appropriate behavior of the leader. Objective 317.1.5-10: Identify the five bases or sources of power within a given organization. Objective 317.1.5-11: Define the relationship between power and dependency in an organizational setting. [pic] Introduction: Corporation A was founded in 1989 and focuses on creating marketing programs for the real estate industry. The corporate mission of Corporation A is to help clients improve their real estate sales. The Corporation A team is comprised of professionals with varied backgrounds and experience levels. The company prides itself on fostering a team environment throughout the organization. Given: Employee 1 has worked in the marketing department at Corporation A for 12 years. In the marketing department, employees who earn a superior rating on their yearly performance evaluation receive a large bonus at the end of the year. Employee 1 often comes into the office on weekends or stays late to ensure the work is complete and accurate. The marketing manager encourages employees to work beyond the requisite 40 hours a week by reminding them of the yearly bonus for receiving a superior rating on their next evaluation. Employee 1 is planning to use the bonus for a well-deserved vacation that would be...
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...individuals from different backgrounds and values which allows for different characters to emerge. This also allows for different bases of power to be exhibited. According to French and Raven’s five bases of power, leadership and power are closely linked but this power comes in different forms. These bases of power show the relationship between those who lead and the power they have on the ones dependent on the power they hold. These 5 bases of power established by French and Ravens are the bases of leadership used by most individuals. These bases are: Legitimate, Reward, Expert, Referent, Coercive. · The Legitimate base of power in leadership refers to the notion that one’s power is a result of their right to demand and expect a given result from those they lead. This power is often the result of a monarchy or a held position on a job, which can either survive a change of position or die with it. The difference between this base of power and the others is that, in most cases people are influenced by the title and not by the actual leader. Respect of the title ensures this leadership type not the actual leading skills of an individual. For instance, the Queen’s leadership weighs heavily on her title, if she was stripped of said title her demands and the expectations she sets for others may no longer encourage a reaction. In a business this power is represented by the use of formal authority and organizational resources, policies or rules to control. This type of behavior...
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...The Effect of French and Raven Power on knowledge Acquisition, Knowledge Creation and knowledge Sharing: An Empirical Investigation in Lebanese Organizations Dr. Silva Karkoulian, Lebanese American University, Beirut, Lebanon Miss Yasmina Osman, Lebanese American University, Beirut, Lebanon ABSTRACT It has been documented that not much is known about the kinds of French and Raven powers that foster the acquisition, creation and sharing of organizational knowledge. This study extends the French and Raven power literature to the Lebanese Organizations and provides an empirical evidence of knowledge acquisition, knowledge creation and knowledge sharing. Results from the regression analysis of this study show that expert power is positively and significantly associated with knowledge acquisition, knowledge creation and knowledge sharing. INTRODUCTION In the second half of the twentieth century, knowledge management proved to be a new managerial reform suited to the rapidly changing environment. Managers were encouraged to consider and treat their employee’s knowledge as a crucial source for the success of their organizations (Huseman and Goodman, 1999; Stewart, 1997; Sveiby, 1997). Many scholars have focused their attention on knowledge management. Grant (1996) argues that a source of organization’s competitive advantage is when organizations apply a great deal of effort to develop new knowledge and technology. This new knowledge and technology...
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...split the log into two separate logs through subtraction: y = ln(x + 2) - ln(x - 1) Now take the derivative of each term: dy/dx = [1/(x + 2) * 1] - [1/(x - 1) * 1] dy/dx = 1 / (x + 2) - 1 / (x - 1) Optionally, you can make the denominators common and combine them into a single fraction: dy/dx = -3 / (x - 1)(x + 2) ln [base m] x = ln(x) / ln(m) This is how you convert log of any base to log of base e. log[base5] (x + 2) = ln(x+2) /ln(5) log[base7] { ln(x+2) /ln(5) } = ln (ln(x+2) /ln(5)) / ln(7) log[base3] { ln (ln(x+2) /ln(5)) / ln(7) } = ln ( ln (ln(x+2) /ln(5)) / ln(7) ) / ln(3) f(x) = [1/ln(3)] ln ( ln (ln(x+2) /ln(5)) / ln(7) ) let k = [1/ln(3)] Let ln (x+2) /ln(5) = u f(x) = k ln ( ln (u) /ln(7) ) f'(x) = k [1 / ( ln (u) /ln(7) ) ] d/dx[ ( ln (u) /ln(7) ) ---(1) d/dx [ ln (u) / ln(7) ] = 1/ln(7) (1/u) du/dx ---(2) du/dx = 1/ln(5)(x+2) (2) becomes 1/ln(7) (1/u) 1/ln(5)(x+2) = [1/ln(7)] [ln(5) /ln(x+2) ][ 1/ln(5)(x+2)] = 1/ ln(7) ln(x+2) (x+2) (1) becomes k [1 / ( ln (u) /ln(7) ) [1/ ln(7) ln(x+2) (x+2)] = k [ln(7) /ln(u) ][1/ln(7) ln(x+2)(x+2)] = k / ln(u) ln(x+2) (x+2) = k / ln ( ln (x+2) /ln(5)) ln(x+2) (x+2) = 1 / ln(3)...
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