The remote control ofmobile robot on theInternet

During last decades, the Internet teleobotics has been growing at an enormous ratedue to the rapid improvement of Internet technology. This paper presents theinternet-based remote control of mobile robot. To face unpredictable Internet delaysand possible connection rupture, a direct continuous control based teleoperationarchitecture with “Speed Limit Module” (SLM) and “Delay Approximator” (DA) isproposed. This direct continuous control architecture guarantees the path error of therobot motion is restricted within the path error tolerance of the application.Experiment results show the feasibility and effectiveness of this direct Internet controlarchitecture in the real Internet environment.

Manager's task to support integrated autonomy at the workplace : Results from an intervention

A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009–June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.