113 resultados para Operating Theatre


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A washer-free Nb nanoSQUID has been developed for measuring magnetization changes from nanoscale objects. The SQUID loop is etched into a 250 nm wide Au/Nb bilayer track and the diameter of the SQUID hole is ~ 70 nm. In the presence of a magnetic field perpendicular to the plane of the SQUID, vortex penetration into the 250 nm wide track can be observed via the critical current–applied field characteristic and the value at which vortex first penetrates is consistent with the theoretical prediction. Upon removing the applied field, the penetrated vortices escape the track and the critical current at zero field is restored.

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In this paper, the effectiveness of three different operating strategies applied to the Fuzzy ARTMAP (FAM) neural network in pattern classification tasks is analyzed and compared. Three types of FAM, namely average FAM, voting FAM, and ordered FAM, are formed for experimentation. In average FAM, a pool of the FAM networks is trained using random sequences of input patterns, and the performance metrics from multiple networks are averaged. In voting FAM, predictions from a number of FAM networks are combined using the majority-voting scheme to reach a final output. In ordered FAM, a pre-processing procedure known as the ordering algorithm is employed to identify a fixed sequence of input patterns for training the FAM network. Three medical data sets are employed to evaluate the performances of these three types of FAM. The results are analyzed and compared with those from other learning systems. Bootstrapping has also been used to analyze and quantify the results statistically. [ABSTRACT FROM AUTHOR].

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We investigate the relationship between managerial share ownership (MSO) and earnings as a measure of operating performance in Australia. To mitigate potential earnings management, we also use discretionary accrual adjusted earnings as an alternative measure of performance. We document a negative relation between MSO and performance followed by a positive relation. We suggest that these unique results are an artefact of certain Australian institutional features and imply that the ownership–performance relation is context-specific, with the wider corporate governance systems influencing the theorised incentive effects. We also posit that executive directors and independent directors have different ownership–performance incentives. Our results are consistent with this proposition and suggest that independent directors may be immune to the theorised incentive alignment or entrenchment effects associated with share ownership.

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Background
There are well-described benefits to separating emergency and elective surgery. Geelong Hospital lacked the resources to implement a separate acute surgical unit, but instituted daily dedicated emergency general surgery operating sessions, managed by an on-site consultant. This study aims to assess the impact of this on service delivery and surgeons' job satisfaction.
Methods
From 1 February 2011, daily half-day operating lists were allocated for general surgical emergencies. Patients treated on these lists were studied prospectively until 31 December 2011. Theatre waiting times and hospital stay were compared with the previous year. A quality-of-life questionnaire was administered to participating surgeons before the project commenced and after 6 months.
Results
A total of 966 patients underwent surgery during an emergency general surgery admission in the control period, and 984 underwent surgery during the study period. The median time from arrival in the emergency department (ED) to surgery was reduced from 19 (18–21) h in the control group to 18 (17–19) h in the study group (P = 0.033). The time from booking surgery to operation was reduced from 4.8 (4.3–5.4) h to 3.9 (3.5–4.3) h (P < 0.0001). For patients undergoing emergency laparotomy, the time from booking to surgery was reduced from 3.1 (2.2–4.1) to 2.4 (1.8–2.9) h, and hospital stay was reduced from 13 (11–15) to 10 (9–12) days (P = 0.0089). The surgeons' responses to the questionnaires showed improvement in job satisfaction (P < 0.0001).
Conclusion
This intervention has improved service delivery for emergency surgery patients, and improved the participating surgeons' job satisfaction.

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Australia’s theatre for young audiences (TYA) has concentrated on young people’s interest in techno-savvy narrative complexities since the early 1990s, and has done so with positive outcomes. Building from a reflective inquiry, which is based on a TYA practitioner’s viewpoint, I explore two Australian contemporary theatre productions for mixed audiences: My Darling Patricia’s Africa (2011) and Fleur Elise Noble’s 2 Dimensional Life of Her (2011), which utilize old and new technologies for differing purposes. I present the following article in two parts: The first section briefly contextualizes TYA plays in Australia using digital technologies, along with a review of the literature that introduces an ongoing dialogue about digital media in theatre. The second part showcases the creative development process and the synopsis of Africa and 2 Dimensional Life of Her before I discuss the use of old technology in Africa in the form of a techno-tele-character, and the impact of new technologies in 2 Dimensional Life of Her as a transmediated theatrical occurrence. Recommendations are made for ways that TYA practitioners might consider mixing old and new technologies with the live to compete in the cultural marketplace.

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This paper argues that it is essential for live theatre that incorporates stereoscopic imagery to reconceptualise the performance space to facilitate a successful audience experience. While 3D technology greatly increases artistic possibilities, the risks of perceptual confusion exist in live theatre just as in stereoscopic cinema, indeed more so given the coexistence of live performers. This paper argues that Gestalt perceptual organization theory can be valuable in informing how best to employ stereoscopic imagery within a live theater environment, with reference to the artistic works of one of the authors.

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Strategic international human resource management (SIHRM) is crucial for the effective leveraging of human resources in organizations to achieve the desired business strategies. There is a rich collection of studies on western multinational corporations (MNCs) in China, but few studies that explore the SIHRM of Chinese MNCs operating overseas. This study utilizes cross-level, in-depth interviews to analyse SIHRM of three large Chinese multinationals. The paper contributes to literature by addressing two contextual SIHRM issues, namely the characteristics of the SIHRM for Chinese multinationals and how their SIHRM orientation facilitates their international investment and operation. The findings indicate that organizational transformation is the starting point for latecomers matching their international HRM strategies. Their SIHRM approaches, such as forming learning organizations, reliance on host-country nationals, reconciling both home and host-country effects and promoting ‘best practices’, facilitate their international operations.

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Recent years have witnessed a phenomenal growth in outward foreign direct investment (FDI) by Chinese multinationals. In contrast to their developed country counterparts, Chinese multinationals lack experience in foreign expansion and international operation. Although there has been increasing academic attention placed on Chinese outward FDI, little research on expatriate skills training of Chinese multinational enterprises (MNEs) has been conducted. Since the mainstream research focuses on expatriate pre-departure training rather than on learning during assignment, this study aims to bridge this gap by exploring how Chinese MNEs cope with expatriate training and skill enhancement when operating in an advanced economy such as Australia. The study utilises cross-level, in-depth interviews to analyse expatriate training in seven Chinese multinationals. Drawing on social learning theory, some patterns of Chinese expatriate skills training strategies are revealed, such as internationalisation as learning, the use of subsidiaries as a training tool, and learning as belonging.

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 Review of 'No One Likes Me', created and performed by Darren Vizer.