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This document provides guidance for assessing similarity relative to nondestructive evaluation (NDE) detectability based on Probability of Detection demonstrations when comparing different NDE inspection situations. Differences in inspection situations addressed by the similarity assessment methodology herein can include differences in the component being inspected, and differences in the conditions for the inspection. Additional differences in the inspection situation relative to differences in the method or procedure are not addressed in this document but can be assessed using NDE calibration or instrument standardization specimens.

Nurses play an important role in the administration of nursing services because nurses are the main key to the organization. However, there are still many roles and functions of nurses that have not been going well. The aim of this research is to determine the relationship between the management function of nurses and the work function of executive nurses in non-surgical inpatient care at Efarina Etaham Hospital. Type of quantitative research with a cross sectional approach. The study sample was 66 executive nurses in a non-surgical inpatient hospital at Efarina Etaham Hospital. The data was analyzed using the Spearmen's Rank test. The results of the study showed that there was a significant relationship between the management function of nurses and the work function of executive nurses in non-surgical inpatient care at Efarina Etaham Hospital, p value = 0.000. The level of strength of the relationship between the variables Nurse Management Function and Executive Nurse Work Function is 0.716 or strong. The results of this research can be used as a source of information and analytical reports that can be useful for hospital management in terms of improving nurses' work functions. The results of this research are used as input and consideration for Efarina Etaham Hospital in making decisions, especially in addressing management function issues so that Efarina Etaham Hospital continues to develop and can carry out management functions well. Future research should direct research with a larger survey scope with more in-depth interviews or experiments and with a larger sample, so that the causal factors can be identified. 

This report presents the results of a study of design considerations for hybrid monitor systems for distributed microcomputer networks. The objective of the study was to determine the feasibility of such monitor systems and to look at typical designs. A Detailed survey of literature was carried out and the characteristics of existing monitor systems were established. The report presents a conceptual design for a monitor system for distributed microcomputer networks obtained by adapting certain aspects of existing systems to the specialized requirements of microcomputer networks. Several novel features are incorporated into the design to minimize overhead and enhance useability. A typical implementation of the conceptual design using state-of-the-art hardware is given and its operation on a specific monitoring task is considered in detail.

This article is from BMC Health Services Research , volume 14 . Abstract Background: While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. Implementation strategies combining multiple behavior change interventions are recommended, but the understanding of how and why the behavior change interventions influence staff behavior is limited. There is a lack of studies focusing on the functions of different behavior change interventions and the mechanisms driving behavior change. In this study, applied behavior analysis is used to analyze the function and impact of different behavior change interventions when implementing multi-professional teamwork. Methods: A comparative case study design was applied. Two sections of an emergency department implemented multi-professional teamwork involving changes in work processes, aimed at increasing inter-professional collaboration. Behavior change interventions and staff behavior change were studied using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior change interventions were categorized according to the DCOM® model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results: The two sections used different behavior change interventions, resulting in a large difference in the degree of staff behavior change. The successful section enabled staff performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial feedback initially played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated feedback. Conclusions: The functional perspective of applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior change interventions influence staff behavior. The analysis demonstrates how enabling behavior change interventions, managerial feedback and task-related feedback interact in their influence on behavior and have complementary functions during different stages of implementation.

This article is from BMC Health Services Research , volume 14 . Abstract Background: While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. Implementation strategies combining multiple behavior change interventions are recommended, but the understanding of how and why the behavior change interventions influence staff behavior is limited. There is a lack of studies focusing on the functions of different behavior change interventions and the mechanisms driving behavior change. In this study, applied behavior analysis is used to analyze the function and impact of different behavior change interventions when implementing multi-professional teamwork. Methods: A comparative case study design was applied. Two sections of an emergency department implemented multi-professional teamwork involving changes in work processes, aimed at increasing inter-professional collaboration. Behavior change interventions and staff behavior change were studied using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior change interventions were categorized according to the DCOM® model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results: The two sections used different behavior change interventions, resulting in a large difference in the degree of staff behavior change. The successful section enabled staff performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial feedback initially played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated feedback. Conclusions: The functional perspective of applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior change interventions influence staff behavior. The analysis demonstrates how enabling behavior change interventions, managerial feedback and task-related feedback interact in their influence on behavior and have complementary functions during different stages of implementation.

This article is from BMC Health Services Research , volume 14 . Abstract Background: While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. Implementation strategies combining multiple behavior change interventions are recommended, but the understanding of how and why the behavior change interventions influence staff behavior is limited. There is a lack of studies focusing on the functions of different behavior change interventions and the mechanisms driving behavior change. In this study, applied behavior analysis is used to analyze the function and impact of different behavior change interventions when implementing multi-professional teamwork. Methods: A comparative case study design was applied. Two sections of an emergency department implemented multi-professional teamwork involving changes in work processes, aimed at increasing inter-professional collaboration. Behavior change interventions and staff behavior change were studied using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior change interventions were categorized according to the DCOM® model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results: The two sections used different behavior change interventions, resulting in a large difference in the degree of staff behavior change. The successful section enabled staff performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial feedback initially played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated feedback. Conclusions: The functional perspective of applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior change interventions influence staff behavior. The analysis demonstrates how enabling behavior change interventions, managerial feedback and task-related feedback interact in their influence on behavior and have complementary functions during different stages of implementation.

We consider the Banzhaf-Coleman and Owen power indices for weighted majority games modified by a coalition configuration. We present calculation algorithms of them that make use of the method of generating functions. We programmed the procedure in the open language R and it is illustrated by a real life example taken from social sciences.

In this paper, a novel method is proposed, and employed to design a single diffractive optical element (DOE) for implementing spectrum-splitting and beam-concentration (SSBC) functions simultaneously. We develop an optimization algorithm, through which the SSBC DOE can be optimized within an arbitrary thickness range, according to the limitations of modern photolithography technology. Theoretical simulation results reveal that the designed SSBC DOE has a high optical focusing efficiency. It is expected that the designed SSBC DOE should have practical applications in high-efficiency solar cell systems.