...collaborative yet independent: Information practices in the physical sciences december 2011 Acknowledgements This report was the result of a collaborative effort between the Research Information Network, the Institute of Physics, Institute of Physics Publishing and the Royal Astronomical Society. They would like to thank the study authors at the 1) Oxford Internet Institute, University of Oxford, 2) Department of Information Systems, London School of Economics, 3) UCL Centre for Digital Humanities and the Department of Information Studies, University College, London, 4) e-Humanities Group, Royal Netherlands Academy of Arts & Sciences (KNAW) and Maastricht University, and 5) Oxford e-Research Centre (OeRC), University of Oxford. The main authors for this report are: Eric T. Meyer, Monica Bulger, Avgousta Kyriakidou-Zacharoudiou, Lucy Power, Peter Williams, Will Venters, Melissa Terras, Sally Wyatt. For the full acknowledgements, please see the project website: www.rin.ac.uk/phys-sci-case contents executive summary Overview method cases Tools and practices of information Information sources 68 69 77 78 4 4 4 4 research software dissemination complexity conclusion and recommendations Information retrieval Information and data management data analysis citation practices dissemination practices collaboration Transformations in practice New questions New technologies recommendations 79 84 84 85 85 86 86 87 88 90 91 92 Glossary Information in the physical sciences ...
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...Home | Contacts | Feedback About DEI * Background * Staff Organisation * Permament Secrerary's Office * Legal Department * Ethics Education * Finance and Administration IAF Resource Center Legal Department The Legal Department is the policy arm of the Directorate for Ethics and Integrity. Its main objective is to strengthen the Legal and Policy framework to fight corruption and rebuild ethics and integrity in Uganda. With regard to the coordination role, the Legal department is responsible for tracking the enforcement of anti- corruption policy and laws. This exercise is expected to ensure compliance and to enable the identification of challenges that law enforcement agencies face during enforcement and, also a mechanism to identify lacuna in the existing law and, new and emerging issues in the fight against corruption that would require new legislation. Functions of the Department * To Provide legal counsel to the directorate on matters related to the fight against corruption and ensuring ethical governance * To review existing anti- corruption legislation and policy, with a view to proposing ammendments * To identify new and emerging issues in the fight against corruption and develop new legislation or measures to address the same * To ensure compliance with anti- corruption laws and policy by monitoring their implementation * Ensuring that Uganda's legal and policy frame work is in harmony...
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...good medical laboratory scientist? Good medical laboratory scientists should be optimistic and patient as it is often necessary for them to repeat test several times or to repeat quality control. This is often required to confirm results. Scientists must have a strong attention to detail. Their ability to observe small changes in calibration for QC results or minor changes in the chemicals/materials or media they are working with is important. They also need to be able to remember and record those changes. Scientists need to be analytical so that they can analyse collected data and solve challenging problems that arise in day-to-day routine work in a laboratory. They should be able to visualize a problem from different angles so that it can be resolved in the best possible manner (Medical Scientists: Career, Salary and Education Information). Honesty and integrity is a critical trait that all scientists must have as it is important that a scientist reports only genuine reports and not falsify results or alter any part of the results to suit the expected outcome. A good medical scientist is full creativity, tenacity and determination...
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...organizations, make decisions, and formulate action plans to solve organizational problems. managers perceive business challenges in the environment; they set the organizational strategy for responding to coordinate the work and achieve success. throughout, they must exercise responsible leadership. the business information systems described in this book reflect the hopes, dreams, and realities of real-world managers. Organizational dimension of information systems Business organizations are hierarchies consisting of three principal levels: senior management, middle management, and operational management. The highest level is senior management who manages the administration, finance and accounting in company. They have a specific executive power such as authority of the board of directors and shareholders. There are most often higher levels of responsibility, such as a board of directors and those who own the company, but they focus on managing the senior management instead of the day-to-day activities of the business. In Project Management, senior management is responsible for authorizing the funding of projects. The second highest level is middle management; it includes scientists and knowledge workers. Middle management is a stratum of management in an organization whose main job responsibility is to oversee activities of subordinates while reporting to upper management. The lowest level is operational management; it includes data workers and production or service workers. Operations...
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... Area for development | How this will be achieved?Specific | How will I know I have improved?Measurable | Who can help? | By when?Time | 1. To be more visible and accessible to wider laboratory staff in Chemical Pathology 2. To be more assertive and outspoken. Try not to think too much inwardly before voicing my opinion 3. Do not get frustrated by staff who fail to adhere to standards and consistencies. Have more regard for feelings and well being of staff, and recognise they may have different priorities. 4. To compliment staff more for their good performance. Identify motivators and proactive team members more accurately to help achieve targets and objectives. 5. Shorter and more concise emails and letters to avoid information overload. 6. Less attention to factual data and think ‘outside the box’ so that long term visions of services are not overlooked. 7. Learn to challenge directives on occasions in support of what is best for the department and staff. | * Management by Wondering Around (MBWA) in both sites’ laboratories * Have regular tea-breaks and lunch with staff in staff tea room. * Attend Laboratory Staff Meeting and Educational Training 6 monthly * LMS personal coaching * Experience active discussion in PMB (Pathology Management Board) meetings * LMS personal coaching * Proactive in receiving feedback from peers and staff * Continual experience in staff appraisal * LMS seminar: Coaching for Managers * Continual experience...
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...Spotlight on Big Data Spotlight Artwork Tamar Cohen, Andrew J Buboltz 2011, silk screen on a page from a high school yearbook, 8.5" x 12" Data Scientist: The Sexiest Job of the 21st Century Meet the people who can coax treasure out of messy, unstructured data. by Thomas H. Davenport and D.J. Patil 70 Harvard Business Review October 2012 hen Jonathan Goldman arrived for work in June 2006 at LinkedIn, the business networking site, the place still felt like a start-up. The company had just under 8 million accounts, and the number was growing quickly as existing members invited their friends and colleagues to join. But users weren’t seeking out connections with the people who were already on the site at the rate executives had expected. Something was apparently missing in the social experience. As one LinkedIn manager put it, “It was like arriving at a conference reception and realizing you don’t know anyone. So you just stand in the corner sipping your drink—and you probably leave early.” SPOTLIGHT ON BIG DATA Goldman, a PhD in physics from Stanford, was intrigued by the linking he did see going on and by the richness of the user profiles. It all made for messy data and unwieldy analysis, but as he began exploring people’s connections, he started to see possibilities. He began forming theories, testing hunches, and finding patterns that allowed him to predict whose networks a given profile would land in. He could imagine that new...
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...DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government January 13–14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE Obstacles and Opportunities for Collaboration Among Academia, Industry and Government Report of an Invitational Conference Organized by The Association of American Medical Colleges Food and Drug Administration Center for Drug Development Science, at the University of California, San Francisco January 13-14, 2005 Washington, DC David Korn, M.D. Donald R. Stanski, M.D. Editors DRUG DEVELOPMENT SCIENCE ACKNOWLEDGEMENTS This is the report of a conference convened by the Association of American Medical Colleges and the Food and Drug Administration in response to the FDA white paper entitled “Innovation or Stagnation: Challenge and Opportunity on the Critical Path to New Product Development”. The conference was partially supported by the FDA. The AAMC acknowledges with gratitude the additional support provided by Abbott Laboratories, Cephalon, Inc., Eli Lilly and Company, GlaxoSmith Kline, Merck & Co. Inc., and Pfizer, Inc. The conference planning committee consisted of Drs. David Korn, Joel Kupersmith, Carl Peck, Donald Stanski, and Janet Woodcock. Figures 1 and 2 are taken from the FDA white paper. The back cover composite is derived from charts presented at the conference by Dr. Peter Corr, Pfizer, Inc. The report was designed by Douglas Ortiz, AAMC...
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...Communications in a Workplace The work carried out by scientists and technicians relies heavily on the structure of the team they work in, and the way each team member acts. In most work places there is a hierarchy. This means the most senior person will have various levels of personnel reporting to them. How this is organised depends on: • How large the team is • The particular routines that are carried out in the workplace • Whether the team is spread over a large area or different sites • If the team is split into smaller groups carrying out a particular job or at particular times of the day or night. No matter how people are organised, the way they communicate within their team or outside of it is crucial to the safe and smooth running of the organisation. Hierarchy System Within almost every organization there is a hierarchy among the employees based on position, title, role, and function. In some sense, hierarchical distinctions create a class system in the workplace. Senior Technician(s) Senior Technician(s) Laboratory assistant Laboratory assistant Team Leader(s) Team Leader(s) Manager Manager Reporting of Results Results generated in a workplace will be specific to that workplace. They may be results of research...
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...venture capital funding. Within the past 24 hours, Tompkins had participated in three meetings about issues that might have a dramatic impact on the future success of the business. The first meeting had taken place the day before with Paige Miller, a 1995 Harvard Business School (HBS) graduate who had been doing some consulting for NanoGene, and whom Tompkins was trying to recruit to join the management team. The second had taken place that morning between Tompkins and his four co-founders. He had just finished the third with Susan Stone, a venture capitalist (VC) who Tompkins hoped would become a lead investor for NanoGene’s Series A funding. Tompkins’s co-founders included Don Rupert, the head of AMSL, as well as three fellow scientists from the lab: Mark Masterson, Ravi Rhoota, and Gary Garfield. The five had met that morning to discuss negotiating a compensation package that would entice Miller to join NanoGene as its VP of Operations. Miller had considerable experience in the life sciences industry as VP of Operations at a successful biotech company. (See Exhibit 1 for resume.) Tompkins and his team were eager to have her on board. However, as Tompkins and Miller began to negotiate her compensation package, they soon realized that they were very far...
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...attract venture capital funding. Within the past 24 hours, Tompkins had participated in three meetings about issues that might have a dramatic impact on the future success of the business. The first meeting had taken place the day before with Paige Miller, a 1995 Harvard Business School (HBS) graduate who had been doing some consulting for NanoGene, and whom Tompkins was trying to recruit to join the management team. The second had taken place that morning between Tompkins and his four co-founders. He had just finished the third with Susan Stone, a venture capitalist (VC) who Tompkins hoped would become a lead investor for NanoGene’s Series A funding. Tompkins’s co-founders included Don Rupert, the head of AMSL, as well as three fellow scientists from the lab: Mark Masterson, Ravi Rhoota, and Gary Garfield. The five had met that morning to discuss negotiating a compensation package that would entice Miller to join NanoGene as its VP of Operations. Miller had considerable experience in the life sciences industry as VP of Operations at a successful biotech company. (See Exhibit 1 for resume.) Tompkins and his team were eager to have her on board. However, as Tompkins and Miller began to negotiate her compensation package, they soon realized that they were very far apart in terms of...
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...Biomedical scientist: Job description More in this section Job description Salary and conditions Entry requirements Training Career development Employers and vacancy … Related jobs Print all pages in this section Case studies Biomedical scientist: Ann Thomas Biomedical scientist: Kathryn Owen Biomedical scientist: Roslyn Cooke Biomedical scientists work in healthcare and carry out a range of laboratory tests and techniques on tissue samples and fluids to help clinicians diagnose diseases. They also evaluate the effectiveness of treatments. Their work is extremely important for many hospital departments and the functions they carry out are wide ranging. For example, they may work on medical conditions, such as cancer, diabetes, AIDS, malaria, food poisoning or anaemia, or carry out tests for emergency blood transfusions or to see if someone has had a heart attack. Biomedical scientists can work in three areas: infection sciences; blood sciences; and cellular sciences. Infection sciences include: •medical microbiology - identification of micro-organisms causing disease and their antibiotic treatment; •virology - identification of viruses, associated diseases and monitoring the effectiveness of vaccines. Blood sciences include: •clinical chemistry - analysis of body fluids and toxicology studies; •transfusion science - determination of donor/recipient blood compatibility, ensuring blood banks are sufficient; •haematology - form...
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...Director/Chairman European Working Group on Non-Lethal Weapons Alan Ashworth, Ph.D Senior Science Advisor, Bioeffects Division U.S. Air Force Research Laboratory Lieutenant Colonel Christian De Cock Chief of Operational Law/President Commission on the Evaluation of New Weapons Belgian Armed Forces Special Agent Robert Redd ATF Special Response Team Bureau of Alcohol, Tobacco, Firearms and Explosives Lieutenant Commander Kenneth Nagie Office of Specialized Capabilities United States Coast Guard Raymond Grundy Branch Head, Escalation-of-Force USMC Deputy Commandant for Combat Development and Integration Gain insight into the latest non and less-lethal initiatives in sessions that will: • Examine ways to respond to hostile situations with escalationof-force options that minimize casualties and collateral damage • Identify opportunities for industry to provide the best nonlethal weapon systems with a range of capabilities across the full spectrum of threats and crises • Show how non-lethal technologies can be applied to counter insurgency scenarios • Discuss less-lethal needs and requirements of various government and military agencies • Delve into interagency cooperation between the DoD, DHS, DoJ, and other relevant offices and military services Benefit from the highly-anticipated Human Effects Focus Day including: NLW Bioeffects Research and Management Architecture Alan Ashworth, Ph.D Senior Science Advisor, Bioeffects Division USAF Research Laboratory...
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...Annual Report 2011 Industrial Technology Institute Your Partner in Technological and Industrial Growth Contents ITI Quality Policy 1 Act & Legislation 2 Mandate 2 Vision 2 Mission 2 Board of Management and Committees 3 Organization Structure 4 Senior Management 5 Chairman’s Message 6 Executive Report 8 Performance Highlights 15 Quality Infrastructure 19 Accelerating Industrial Technology Development 22 Benchmarking for Competitiveness 28 Monitoring and Mitigating Pollution 33 Technology for Human welfare and Socio-economic Upliftment 37 Training Programs & Workshops 38 Capacity Building 40 New Initiatives 43 Corporate Awareness 46 Information for Industry 48 Awards and Recognition 52 Corporate Social Responsibility 54 Social, Welfare and Religious Activities 55 Publications, Presentations and Patents 57 Human Resources 62 Executive Staff 65 Financial Report 2011 Auditor's Report AG's Report Reply ITI Quality Policy “The management of the Industrial Technology Institute is unreservedly committed to maintain the ISO 17025 Quality Management System for the Testing and Calibration services and ISO 9000 Quality Management System for the entire Institute, in keeping with the National Quality Policy, thus providing customers with services of the highest professional standards. All ITI staff has been made fully...
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...view of science," but as Hoopes rebuted, "But that's because he didn't ask her". This essay will discuss the example of women in science and how they have been kept from their full scientific potential. To start, with much effort, including analyzing a three mile long paper, Bell Burnell discovered information about pulsars, remnants of supernovas. However, she was not included in the acknowledgment of the discoveries, her male supervisor was awarded instead. "The picture people had at the time of the way that science was done was that there was a senior man—and it was always a man—who had under him a...
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...STEPHEN KRAWCZYK Contact Information 3055 Whisperwood Dr. Apt. 381 Ann Arbor, MI 48105 (415)794-5754 OBJECTIVE To use my education and experience to learn and contribute to a research position in the general area of machine learning, computer vision, and pattern recognition. Email: steve.krawczyk@gmail.com Website: www.stevekrawczyk.com EDUCATION Ph.D., Computer Science Michigan State University, East Lansing MI GPA 4.0 ADVISOR - Dr. Anil K. Jain THESIS - Video-based Face Recognition using 3D Models (Incomplete) Master of Science, Computer Science Michigan State University, East Lansing MI GPA 4.0 ADVISOR - Dr. Anil K. Jain THESIS - User Authentication using Online Signature and Speech Bachelor of Science, Computer Science Michigan State University, East Lansing MI COGNATE - Classic Literature and Arts August 2006 - December 2007 January 2003 - June 2005 GPA 3.56 August 1999 - December 2003 PROFESSIONAL EXPERIENCE SoarTech Senior AI Engineer Ann Arbor, MI September 2012 - Present • Design and implement algorithms related to expert systems, cognitive architectures, machine learning and machine vision. • Build algorithms designed to maximize situational awareness for controlling and monitoring multiple autonomous vehicles. • Integrate a verb learning and vision system with a ground robot; allow the robot to learn spacial relationships among specific targets and interact with the environment. Quantcast Senior Modeling Scientist San Francisco, CA May 2011 - September...
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