ShantanuT01/DACTYL-Pretraining huggingface dataset:
Abstract The field of construction management is open to innovations and effective rational solutions, and one of the possible ways of increasing performance is introducing automated systems into the production process. This study aims at describing the advantages that such mechanisms bear in the context of labor organization, as well as the barriers and challenges that the leaders of individual structural units may encounter. As a substantiation base, an extended literature review will be conducted as a research method. Relevant academic resources will be utilized to ensure the credibility of the research and all reasoning given. The findings will help to confirm specific theories and assumptions regarding the effectiveness of the implementation of robotics in construction management. Based on the results of the review, relevant recommendations will be given. In order to focus on specific areas of work, the political, economic, social, environmental, and legal implications of innovations will be considered. In accordance with the results of the work carried out, it can be noted that representatives of the construction management sector can gain significant benefits through the introduction of robotic systems into the production process. Despite some barriers and challenges, the cooperative activity of people and automatic mechanisms makes it possible to improve the quality of all operational procedures and minimize routine and tedious tasks. Following the analysis, the proposed recommendations should be considered in order not to violate the existing standards of work in the construction management sector. The results of the study may be utilized as a guideline for introducing relevant equipment in the workflow and searching for justifications for the effectiveness of such activity. The robotization of technological operations is an essential direction of the automation of construction processes. Prior to introducing appropriate mechanisms, the thorough analysis of forthcoming work is to be carried out, which is an integral part of managing the autonomous components of work. During the analysis, technical, organizational, and social factors should be analyzed, as well as the economic feasibility of a planned project. When conducting the evaluation, the level of mechanization and automation of construction processes is assessed, and their operational analysis is performed. The results of this assessment allow identifying the degree of the complexity of robotized processes and the just
In her article, The Illness of the Mourning & the Fantasy of the Exquisite Corpse Maria Torok observes the problems of introjection and incorporation. These notions mean the psychiatric processes when the subject repeats the behaviors, motifs, beliefs, attributes, and other fragments of the surrounding world. Torok explains these processes as the necessity for the enrichment of the ego using the traits of the pleasure object. She points out in her article that “‘impossible or refused to mourn…faced with the impotence of the process of introjection (gradual, slow, laborious, mediated, effective), incorporation is the only choice: Fantasmic, unmediated, instantaneous, magical, sometimes hallucinatory” (121). She describes mourning as the representation of sepulchral desire and loss, caused by “the feeling of an irreparable sin: the sin of having been caught at the moment of libidinal overflow at the least appropriate moment, the moment for grief and abandonment to despair” (Torok 123). It is the process of physical nourishment, assimilation, growth, encompassing our capacity through fantasy, play, imagination, work, and language. At the same time, introjection represents our ability to survive shocks or loss; it is the physical process that allows human beings to save the balance in life despite instability, war, devastation, and upheaval. She presents the theory of the phantom and the crypt in her essay. The crypt and the phantom pursue the subject. The phenomenon of the phantom is caused by the mysterious inclusion of the Other not from the return of repressed, under which influence the illness of mourning have not been able to develop and have irretrievable effects. The result of such mourning becomes illness, supported by the fantasy of secret identification or incorporation with the love he has lost. Maria Torok points out libidinal forces in mourning processes; the dead mother is powerfully cathected by desire. Taking into account the process of introjections, for example, the infant’s introjections of the breast and the response of the mother to the infant’s cry is presented as a gradual replacement of the breast within the infant. When the infant
Introduction: Electronic Medical Records Overview of Electronic Medical Records Electronic Medical Records (EMRs) can be described as a digitized version of a patient’s medical history, prescribed type of care to be implemented as well as other health related information that a doctor or medical practitioner might need to efficiently and effectively diagnose and treat a patient’s current symptoms (What a Difference an EMR Makes, 2002). EMRs have been described as “the wave of the future” for the various advocates of their use due to the supposed advantages that come with their implementation in hospitals and medical institutions alike (What a Difference an EMR Makes, 2002). Such advantages come in the form of a considerable reduction in human error, greater safety for medical records due to the possibility of a natural disaster or human negligence as well as supposedly providing hospitals with significant cost savings in the long term. EMRs also come with considerable drawbacks such as the significant cost that comes with their implementation, the lack of EMR standardization across hospitals in the U.S. as well as privacy concerns involving the access of private medical histories to unscrupulous individuals. The Role of Electronic Medical Records In theory, the supposed role of electronic medical records at the present is that they should act as a replacement for the current manual filing and recording system utilized by hospitals and medical institutions. They would enable doctors and medical practitioners alike to immediately pull up a patient’s medical history and treatment procedures in a way that results in a more rapid and efficient method of medical treatment. EMRs would act as the modern day version of the traditional patient history file yet is easier to update, store and locate. In practice, EMRs have been noted by doctors and hospitals alike as being costly, burdensome to update and are a basically a bad investment. Evidence of this can be seen in a recent survey released by Julia Adler-Milstein, Carol Green and David W. Bates in the academic journal “Health Affairs” which showed that medical institutions and doctors should expect to lose $44,000 on their initial investment into EMRs despite the presence of government subsidies to encourage their use. The problem originates from the disparity between the image the government has of EMRs and the actual product that doctors and hospitals have to deal with. The current image of the government involving EMRs is a quick and intuitive system that allows doctors and nurses alike to easily input and retrieve information through iPhone or iPad like devices in a manner that quick, clean and seamless (Solimeo et al., 2013). There would be no extensive digging through file cabinets, no need to go from one end of the hospital to another and patients would not ha
Piracy emerged at the same time as seafaring and trade. Maritime robbery existed near significant trade routes in both Antiquity and the Middle Ages. The aim was not just to profit at someone else’s expense but also to get rid of trade rivals. Piracy was an effective tool of foreign policy and generally an integral part of the medieval economic system (Arvanitakis & Fredriksson, 2017). Somali pirates are groups of maritime robbers operating in the Horn of Africa. It is perhaps the most famous part of Somalia’s modern history, dating back to the Cold War. For the most part, pirates operate in groups, making it easier to conduct organized attacks on ships. From 2005 to 2012, pirates seized dozens of ships and made millions of dollars in ransom payments while the UN and NATO tried in vain to stop the threat (Clarke, 2019). The organizations were hampered by costs and bureaucratic formalities that, according to some reports, were not met by a squad of professional mercenaries. This analysis will provide a discussion of the very peak of pirate activity in 2008 and its current occurrences. In early 2008, there was little or no coverage of Somali pirates in the media. One of the earliest mentions was the hijacking of the French cruise ship Le Ponant in April, which was freed with the help of French naval forces and special forces (Lindley, 2016). The event was perceived as something exceptional and had great resonance. Reports of hijackings later increased, and the UN even passed a resolution allowing foreign ships to pursue pirates in Somali territorial waters. However, the resolution was not enough. It created the illusion of action, while there appeared to be nothing to deter the pirates in practice. It appears that the international community has wavered too long and has underestimated the scale and dynamics of piracy off the coast of Somalia (Lindley, 2020). While there were 29 pirate attacks in mid-summer 2008, by the beginning of November, the number had risen to 81. On November 12, pirates seized a Turkish tanker carrying 4.5 tons of chemicals off the coast of Yemen. The attack was repelled, and two of the pirates were killed. On November 11, the chemical tanker Stolt Strength, with 21 Filipinos on board, was hijacked (McCabe, 2017). An attempt was made to seize an Indian vessel. Attacks and hijackings were no less frequent in October. On October 30, a Turkish ship carrying iron ore was hijacked. On the 29th, pirates attempted to board a Panamanian oil tanker. However, they were deterred by a Spanish naval patrol plane that happened to be on the scene. Pirates attacked at least seven vessels on 29-30 October, and only six were repelled. On October 20, an Indian vessel and 20 crew members were seized (McCabe, 2017). On October 10, a Greek tanker was seized. According to available information, about 200 seamen from
Unique characteristics of the virtual organisation For managers, virtual organisations are unique because various organisations may be involved. Here an employee might not really be a member of the managing organisation but may have a project that he or she needs to fulfil in partnership with the commissioning firm. For example, if an organisation wanted to develop its product concept, then it will need to collaborate with a consultancy firm as well as a marketing one. All these companies will have employees that will need to be coordinated and managed if they employ the virtual concept. In other words, a virtual manager needs to realise that he or she will be managing people that do not fall within his affiliated company (Hills, 1996). The most outstanding trait of virtual organisations is that they surpass geographical barriers. In other words, employees might be in very distant locations and may not even get a chance to meet one another. Differences in time zones might arise because employees might be wide awake in a certain geographical area but may be asleep in another. Here, there could be challenges with time synchronisation. Essentially challenges in communication are likely to arise if no prior arrangements are made since members may not always gather in one physical location as the case is with traditional organisations (Oravec, 1999). Virtual organisations are fundamentally controlled and operated using technology. Therefore, virtual management must also encompass the use of technology. In the past, this was rarely considered an important part of management and was in fact a reserve for the operational aspects of the company. However, the sparse distribution of the concerned players in a virtual organisation makes this kind of structure quite dependent on technology. In other words, members or stakeholders of an organisation can be interrelated through virtual networks or any similar kind of technology that facilitates connections (Ozcubkcu & Gascoyne, 1997). The dynamics of team work also alter tremendously in virtual organisations. In conventional firms, teams were loyal to one firm but this may differ because in virtual organisations, participants may belong to a series of other teams thus making their sense of loyalty divided. Furthermore, these members may not always report to one single manager; instead, they may be expected to report to various kinds of managers thus leading a complex relationship between the manager and the employees. Opportunities and challenges these traits pose for managers Previously, face to face communication was largely seen as the only mechanism for conducting meetings. However, in virtual organisations, meetings are held through computer support. They are done through video conferencing, audio conferencing or many other approaches. Some of the unique opportunities of this method include cost savings since members do not have to convene at one location and ability to restrict the users engaging in the meeting. Cost savings will be particularly high if the concerned members are found in very distant locations. Once meetings need to be carried ou
Introduction The largely concurrent and persisting (i.e., 8 th through 10 th centuries) incursions of Norsemen (Vikings), Magyars, and North African Arabs on the frontiers of Europe both destabilized the prevailing social order and set in train a reorganization of the existing western European political entities along more militarized lines. However, each of these incursions took a somewhat different historical trajectory. Impact of the invasions All three of the invasive tides resulted in the establishment of long-lasting political entities, albeit in different formats. In this, the three above-mentioned incursions differed from that of, say, Attila, the 5 th century Hunnish commander whose forces destroyed so much of Germany, Gaul, and northern Italy. In Attila’s case, the Hunnish cause was a function of his generalship. After his assassination (453AD), the Hun army—dividing along clan lines—lost its cohesive strength and no longer posed the same challenge to residual western political and religious interests. Such was not to be the case with the three groups under consideration in this report. Norsemen: There is a body of evidence, admittedly exiguous, that the Scandinavian population increased significantly during the medieval warm period (during which food production—and hence population growth rates—expanded significantly). This provided the ‘push’ factor, in conjunction with the Continental relative wealth ‘pull’ factor, which drove the Viking invasions of France and the British Isles. The first such efforts were little different from piratical raiding. However, in 865, Danish raiders established themselves as political rulers in East Anglia, reducing the local inhabitants to second-class status, or worse. The Danish purpose was to shift from haphazard ‘booty’ collection to more regularized (albeit brutally enforced) tax collection, commonly called ‘Danegeld.’ Similar permanent Viking polities were established in Ireland (e.g., Dublin), with the original inhabitants either forced to vacate or reduced to a subordinated status. In both instances, however, residual political leaders were able to reassert political control. In practical terms, the descendants of the original invaders adopted the social coloration (and values) of the earlier inhabitants. In the case of France, matters took a somewhat different turn. Invading Norsemen established a polity (Normandy) on the northern French coast that maintained an official (albeit sometimes tense) relationship with the French monarchy. The response to initial incursions was the emergence of a new class of warriors, mounted knights, a fighting class at considerable remove from the traditional Roman infantry formation, and, at the same time, functioning as a political class exercising local sovereignty. Magyars: The Magyars, Finno-Ugric nomads, began their incursions into Carpathian Basin in the first years of the 10 th century. In ensuring decades they
As evident by its name, executive compensation is a type of payment that chief executive officers (CEOs) receive for their work. Nowadays, its composition includes salary, annual bonus, restricted stock and option grants, payouts from long-term incentive plans (LTIP), and various perquisites (Edmans et al., 2017). Different views exist on whether CEOs deserve such benefits and much higher compensation than regular workers (Edmans & Gabaix, 2016). The “shareholder view” argues that they do due having a greater impact on firm value, while another perspective considers regulations and taxes as the determining factors for CEO payment (Edmans et al., 2017, p. 385). The latter point connects executive compensation and the issue of the new tax law, which affects several aspects of the former. The legislation is under consideration is the Tax Cuts and Jobs Act (TCJA), and it introduces three significant changes pertaining to executive compensation. One of them concerns Section 162(m), and while the other two, excise tax and equity grants, are no less impactful, it deserves attention due to its scope and difficulty in response (Schneider, 2018). First of all, it alters the definition of a “covered employee,” to which a $1 million deduction limitation applies, extending it to corporate financial officers (CFOs) (Schneider, 2018). Overall, the CEO, the CFO, and the other three high-paid officers are subject to the regulation, and a person is considered a covered employee if they assume one of those positions in the taxable period (Schneider, 2018). Furthermore, once an individual holds office from December 31, 2016, the limitation remains in place for the future, even upon their resignation or death (Schneider, 2018). It could be connected to the mentioned perquisites, which offer benefits for retirement and departure from the company (Edmans et al., 2017). Thus, the TCJA considers previously untouched parts of executive compensation. In addition to those rigorous changes in Section 162(m), two more are worth highlighting. One removes such exceptions for the deduction limit as performance-based compensation and commissions, meaning that they will count for the total amount (Schneider, 2018). The initiative may cause companies to stop designing and administrating those, although some will be able to decide whether they want to preserve the former as an exception (Schneider, 2018). Prior to the new tax, many structures were established to maintain the exceptional nature of performance-based compensation, but they may no longer be necessary (Schneider, 2018). Another change extends the Section’s range, which now covers domestic and foreign publicly traded corporations and some private ones (Schneider, 2018). It could discourage the latter from preserving integrity in their fiscal reports, considering the situation’s novelty. However, the updated tax rates may ensure that compensation losses are negligible, although they will be in effect only until 2026 (Schneider, 2018). Altogether, the discussed changes extend the taxation’s reach and eliminate some exceptions, which will make companies revise their policies
As skills for any other practice or business, leadership skills can also be taught. An individual can achieve perfection in leadership and turn the theory into practice, as well as the same is possible for doctors, lawyers, musicians, or writers. Due to the teamwork, standards of ethical leadership, and the fact that every member of a team has necessary leadership qualities, many challenges can be overcome and many opportunities can be taken. In this paper, it is shown how all mentioned above can help to overcome one of the biggest challenges of the present-day global leadership, as well as how the efficiency of learning of leadership skills has already been proven in practice. Defining the Cultural Challenge One of the most difficult and significant challenges for global leaders is cultural, and that is why I have chosen this one to address. While operating in the global environment, leaders have to work with several cultural groups at the same time, and that is closely connected with many problems. As prime examples of those, Northous (2012) defines ethnocentrism and prejudice. The cultural challenge inevitably interferes with the regular work and communication within the group and hinders success and goal achievement. How the Cultural Challenge Can be Overcome? Even when leaders are able to step back from their own culture and are free from any prejudice, most frequently, they still have to deal with those feelings in their followers. That is why every leader should teach the followers and make them develop strong leadership skills to be above ethnocentrism and prejudice. Therefore, teaching is imperative. But what exactly should followers learn? First of all, it is ethical leadership. In her book, Thornton (2013) defines seven lenses, which leaders should be guided by in their day-to-day practice. Those are profit, law, character, people, communities, the planet, and the greater good (Thornton 2013). The third one encourages leaders to take into account the needs and interests of others even they do not agree with those. This standard of ethical leadership teaches people to be humane, understanding, and tolerant, and that is exactly what is necessary to overcome the cultural challenge. To train those qualities in their followers and teach them to understand each other regardless of the diversity of nationalities, leaders can arrange the team building, interventions, and workshops, distribute the lists of do’s and don’ts, etc. Finally, all of those changes should be implemented to the team, not individuals. Therefore, leaders should create the mental model of the change, defining the primary aim of the team, short-term goals, the type of environment and rational (Northous 2012, p. 209). Can Leadership Be Taught? The effectiveness of all ideas and strategies described above is determined by the fact whether leadership can be taught or not. It may seem surprising, but the answer is affirmative, and the articles, which I have chosen for this case study, prove it. One of them described how the