Liquid fluoride thorium reactor A molten salt reactor  is a type of nuclear reactor where the primary coolantor even the fuel itself is a molten salt mixture. There have been many designs put forward for this type of reactor and a few prototypes built. The early concepts and many current ones rely on nuclear fuelperhaps uranium tetrafluoride UF4 or thorium tetrafluoride ThF4dissolved in molten fluoride salt.
Preparations[ edit ] The initial task during the implementation of a team is the definition of the general purpose of the team together with the determination of the level of virtuality that might be appropriate to achieve these goals. These decisions are usually determined by strategic factors such as mergers, increase of the market span, cost reductions, flexibility and reactivity to the market, etc.
Management-related activities that should take place during preparation phase includes mission statement, personnel selection, task design, rewards system design, choose appropriate technology and organizational integration.
Getting acquainted, goal clarification and development of intra-team rules should also be accomplished during this phase. Experimental studies demonstrate that getting acquainted before the start of computer-mediated work facilitates cooperation and trust.
The following discussion is again restricted to issues on which empirical results are already available. These issues are leadership, communication within virtual teams, team members' motivation, and knowledge management.
Particularly, all kinds of direct control are difficult when team managers are not at the same location as the team members. As a consequence, delegative management principles are considered that shift parts of classic managerial functions to the team members. However, team members only accept and fulfill such managerial functions when they are motivated and identify with the team and its goals, which is again more difficult to achieve in virtual teams.
Next, empirical results on three leadership approaches are summarized that differ in the degree of autonomy of the team members: Electronic monitoring as an attempt to realize directive leadership over distance, management by objectives MBO as an example for delegative leadership principles, and self-managing teams as an example for rather autonomous teamwork.
By definition, communication in virtual teams is predominantly based on electronic media such as e-mail, telephone, video-conference, etc. The main concern here is that electronic media reduce the richness of information exchange compared to face-to-face communication.
Effective dispersed groups show spikes in presence during communication over time, while ineffective groups do not have as dramatic spikes. Since most of the variables are originated within the person, they can vary considerably among the members of a team, requiring appropriate aggregation procedures for multilevel analyses e.
However, particularly when virtual project teams have only a short life-time and reform again quickly, careful and constructive disbanding is mandatory in order to maintain high motivation and satisfaction among the employees.
Members of transient project teams anticipate the end of the teamwork in the foreseeable future, which in turn overshadows the interaction and shared outcomes.
The final stage of group development should be a gradual emotional disengagement that includes both sadness about separation and at least in successful groups joy and pride in the achievements of the team. The other side of this same coin is that virtual teams create a more equal workplace, discouraging age, race, and disability discrimination by forcing individuals to interact with others whose differences challenge their assumptions.
Physically disadvantaged employees are also able to participate more in teams where communication is virtual, where they may not have previously been able due to physical limitations of an office or other workspace.
Cultural barriers are not removed from the team, they are instead shielded from view in situations where they are irrelevant. In fact, simply understanding the diversity within a team and working on ways around that can strengthen the relationship between team members of different cultures.
They also reduce disruption in the normal workday by not requiring an individual to physically leave their workspace. A company is able to recruit from a larger pool of employees if using virtual teams, as people are increasingly unwilling to relocate for new jobs.A comprehensive, coeducational Catholic High school Diocese of Wollongong - Albion Park Act Justly, love tenderly and walk humbly with your God Micah most relevant literature in the field of active learning.
II. D EFINITIONS A Review of the Research [QA1] J. Engr. Education, 93(3), (). take care to specify. precisely. what is being examined. For example, there are many different approaches that go under the name of. A review and analysis of modular construction practices Mayra L.
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3 Author Biographical Notes Virginia Braun is a senior lecturer in the Department of Psychology at The University of Auckland, where she teaches, supervises and conducts qualitative research. Her research interests are primarily focused around women‟s health, gendered bodies, and sex and sexuality, and the.
ADVANTAGES AND DISADVANTAGES OF VERTICAL INTEGRATION first constructed based on the literature review. The model is later tested with the empirical data and refined into an has been written during the ECPIP Finland research project in the Enterprise Simulation.