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The digital computer as the control element within a feedback control system is rapidly becoming the preferred solution as a result of the exponential growth in computing power together with an equally impressive reduction in cost. With the exibility afforded by software, the control possibilities are almost in nite. It behooves the control system engineer, therefore, to be aware of the issues involved in applying this powerful technology to the task of the system controller. This chapter provided a top-level explanation of how the digital computer ful lls the role of system controller with regard to signal and data acquisition, control logic computation and control output commands. A brief introduction into digital control architectures provided insight into the issues of fault detection and accommodation and the levels of redundancy necessary to ensure continued function following one or more failures, since this is the most important issue with regard to control system operation in an airborne situation. The impact on closed loop stability as a result of the time delays associated with the computing function was explained and a simple way to represent digital computer dynamics via an equivalent linear element was described and reinforced using a simple control system example.

management, communication, media, entertainment, and many more. Who won Anyone who saw the potential, but the big winner so far has been the consumer. Who lost Old-guard middlemen, anyone who reacted too slowly, and anyone whose business was based on sole access to information: travel agents, insurance agents, car dealers, newspapers (especially classified ads), and encyclopedia publishers. You could run this little exercise in your head for a long list of developments. Imagine what happened when steel, fuel oil, electricity, plastic, or air conditioning came along. For the business you are in, look for what could rock your cozy world and be ready to adapt. would have been better spent on hiring the right people and training them well. By being an expert, however, or having a talented one at your disposal, you will know what your business can take advantage of and what is just a distraction. SEE THE SIGNS In the new millennium, your future depends on your recognition of disruptive technologies. You re not going to have 10 or 20 years to change course. You might have 2 years, 10 months, or 20 days. Information circles the globe in a nanosecond, so competitive innovations of any kind will enjoy a shorter and shorter time frame. As I mentioned before, the Web has been in our lives for only 10 years or less, depending on when we each first logged on. Look at how radically some industries have been transformed during that time. I mentioned a few industries before, but here

If a man were called to x the period in the history of the world, during which the condition of the human race was most happy and prosperous, he would, without hesitation, name that which elapsed from the death of Domitian to the accession of Commodus. The vast extent of the Roman Empire was governed by absolute power, under the guidance of virtue and wisdom.

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There are two technologies for handling large amounts of data, especially data transmission over the network: Asynchronous data transmission Background worker item thread

Though it s a good start, getting to the client s issue right away is not enough to facilitate understanding of your message Researchers have tested how buyers absorb information in sales presentations and concluded that audience members are more likely to re ect on the case you re making and draw initial conclusions if messages are chunked that is, when it is clear where one message ends and another begins 3 In other words, your audience needs to know where one message or idea stops and the next one starts Don t make your presentation one long argument and, at the end, ask your listeners to conclude that you got everything right and they should hire you Instead, ask them to draw conclusions about a series of smaller points to build their nal opinions about your offer.

For sales presentations to a group, aim to develop ve intermediate bricks that call for your listeners to reach conclusions about what they are hearing These ve points roughly follow the ow of your sales proposal The rst four focus on the buyer and the nal one on you, the seller Brick # 1: The Issue Is Real and Calls for Action This is where you lay out the issue and reach agreement with your listeners about its nature and existence You ll want to bring some of your own insights into the discussion to establish your credibility as an expert and to set the stage for why your proposed solution is the right answer If, for instance, your client faces rising costs for patient services due to inef ciencies in the emergency room, show how that impacts cost per patient and inventory-handling costs.