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- All Subjects: engineering
- Creators: Badger, William
on-accountable to an accountable position, from a relationship based
on-measuring to a measuring entity, and to a contractor who manages and minimizes the risk that they do not control. Years of price based practices have caused poor quality and low performance in the construction industry. This research identifies what is a best value contractor or vendor, what factors make up a best value vendor, and the methodology to transform a vendor to a best value vendor. It will use deductive logic, a case study to confirm the logic and the proposed methodology.
Tunable Near-Field Radiative Heat Transfer Exceeding Blackbody Limit with Vanadium Dioxide Thin Film
This paper investigates near-field thermal radiation as the primary source of heat transfer between two parallel surfaces. This radiation takes place extremely close to the heated surfaces in study so the experimental set-up to be used will be done at the nanometer scale. The primary theory being investigated is that near-field radiation generates greater heat flux that conventional radiation governed by Planck’s law with maximum for blackbodies. Working with a phase shift material such as VO2 enables a switch-like effect to occur where the total amount of heat flux fluctuates as VO2 transitions from a metal to an insulator. In this paper, the theoretical heat flux and near-field radiation effect are modeled for a set-up of VO2 and SiO2 layers separated by different vacuum gaps. In addition, a physical experimental set-up is validated for future near-field radiation experiments.
This research presents the results of a quantitative study of the interpersonal relationships of 327 project managers and assistant project managers in their workplace. Specifically, the study investigates if the quality of the relationship with particular stakeholders, such as one’s immediate supervisor (boss), peers, or subordinates, drives the individual’s quality of the relationship with other stakeholders.
Contrary to the expectations, in strictly hierarchical organizations (one direct supervisor), there is no significant correlation between the quality of relationships with the boss and the overall quality of the individual’s relationships. However, in the case of matrix organizations (two or three bosses), there are significant correlations between several variables such as the quality of the relationship, perceived importance and the time spent with each stakeholder, as well the inclination of the participant towards leadership actions. The driving relationship in matrix organizations is the one with “the most important peer”.