Answer:
Negative feedback
Explanation:
In Biology, negative feedback refers to the counteraction of an effect by its own influence on the process producing it. For instance, the presence of a high level of a particular hormone in the blood may inhibit further secretion of that hormone.
In other words, in negative feedback, the result of a certain action may inhibit further performance of that action
So they can grasp a better understanding! good luck
Answer:
a) Selection and control of material
b) Control of stress
c) Control of the environment
Explanation:
The measures that can be taken to control and prevent the formation of strss corrosion cracks are:
a) Selection and control of material
It deals with the selection of the best quality material that can resist the stress corrosion cracks to a high extent.
b) Control of stress
It is to control or reduce the intensity of the major stress that causes the stress corrosion cracks.
c) Control of the environment
It includes the prevention of the material from the corrosive environment by removing the component from the region or controlling the environment condition around the object.
Answer:
1st value = 1.828 * 10 ^9 gm/m^2 ------- 10th value = 7.312 * 10^9 gm/m^2
Explanation:
initial load ( Wp) = 200 g
W1 ( value by which load values increase ) = 100 g
Ten different beam loading values :
Wp + w1 = 300g ----- p1
Wp + 2W1 = 400g ---- p2
Wp + 3W1 = 500g ----- p3 ----------------- Wp + 10W1 = 1200g ---- p10
x = 10.25" = 0.26 m
b = 1.0" = 0.0254 m
t = 0.125" = 3.175 * 10^-3 m
using the following value to determine the load values at different beam loading values
attached below is the remaining part fo the solution
Answer:
The fundamental difference between effective and less effective matrix organizations is whether the tension between different perspectives is creative or destructive. While various processes, systems and tools can help, what matters most is what top leadership says and does and how that flows through the organization in shared targets, clear accountabilities, live team interactions and team-building transparency and behaviors.
Getting matrix management right is linked inextricably to an organization’s culture - the only sustainable competitive advantage. Key components of a culture can be grouped into behaviors, relationships, attitudes, values and the environment.
Environment and values: Each organization has its own environment, context and bedrock values. Everyone needs to know what matters and why. Don’t try to do anything else until you’ve got that set.
Attitude is about choices: An organization’s overall strategy drives choices about which of its parts will be best in class (superior), world class (parity), strong (above average), or simplified/outsourced to be good enough. These choices help determine the need for a matrix and how best to design it.
Relationships and behaviors: This is why organizations have matrices. The most effective of them best balance focus and collaboration. They allow leaders and teams to build differential strengths and then work together to make the best possible decisions and scale enterprises with a creative tension that they could not do on their own.
My colleague Joe Durrett has worked all sides of matrix organizations in marketing at Procter & Gamble, sales and general management at Kraft General Foods and CEO of Information Resources, Broderbund Software and Advo. He has seen matrices at their best and at their worst and offered his perspective for this article along with his partners John Lawler and Linda Hlavac. The 12 ways to make matrix organizations more effective were built on their ideas.
Explanation: