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General Electric (general + electric)
Selected AbstractsCurrents: Books in BriefGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2001LaRoi Lawton The Roots and Future of Management Theory Profit From the Core: Growth Strategy in an Era of Turbulence 90 Days to Launch: Internet Projects on Time and on Budget The Six Sigma Revolution: How General Electric and Others Turned Process into Profits In Good Company Evolve! Succeeding in the Digital Culture of Tomorrow Lessons from the Heart of American Business: A Roadmap for Managers in the 21st Century The Passion Plan at Work: A Step-by-Step Guide to Building a Passion-Driven Organization The Inner Work of Leaders: Leadership as a Habit of Mind Corporate Sin: Leaderless Leadership and Dissonant Workers The HR Scorecard Place to Space: Migrating to Ebusiness Models Building the Integrated Company Protecting Your Company's Intellectual Property: A Practical Guide to Trademarks, Copyrights, Patents, & Trade Secrets Gaming the System: Stop Playing the Organizational Game [source] INVESTOR RELATIONS, LIQUIDITY, AND STOCK PRICESJOURNAL OF APPLIED CORPORATE FINANCE, Issue 4 2000Michael J. Brennan Although the first investor relations department was established by General Electric as long ago as 1952, the role of investor relations (IR) is one that has largely escaped scientific analysis and academic scrutiny. This article attempts to demonstrate the importance of a company's IR activities for its stock price by establishing a clear chain of causation between the following: 1,corporate IR activities and the number of stock analysts who follow the firm; 2,the number of analysts who follow the firm and the liquidity of trading in the firm's shares; 3,the liquidity of the firm's shares and its required rate of return, or cost of capital. The authors begin by presenting evidence that corporate IR activities, in the form of high levels of disclosure and presentations to investment analysts, increase the number of analysts who follow the firm by reducing their cost of acquiring information. Studies have also shown that more effective IR tends to improve the accuracy of analyst forecasts and the degree of agreement among analysts. Second, the authors summarize their own research showing that the number of analysts who follow a firm has a positive effect on the liquidity of the firm's shares. More specifically, their findings can be interpreted as saying that, for the average company, coverage by six additional analysts reduces "market-impact costs" (using a measure known as Kyle's lambda) by 28%, holding volume constant. And when the indirect effect of increased analyst coverage through expanded volume is taken into account, the reduction in trading costs is estimated to be as high as 85%. The final link in the chain of analysis is the growing evidence (much of it reviewed in the preceding article) that increased liquidity leads to a lower cost of capital and thus higher stock prices. In sum, a firm can reduce its cost of capital and increase its stock price through more effective investor relations activities, which reduce the cost of information to the market and to investment analysts in particular. [source] Internal Thoracic Arterial Grafts Evaluation by Multislice CT Scan:JOURNAL OF CARDIAC SURGERY, Issue 6 2004A Preliminary Study The aim of this study is to evaluate the multidetector multislice CT Scan (MCTS) as a means of postoperative evaluation of ITA coronary artery bypass grafts. Methods: Twenty-eight patients having been operated on for coronary artery bypass with ITA during a 6-months period, benefited, 7 days after surgery, from a patency and anastomotic site control of ITA with a MCTS associated with cardiac gating (Light Speed, General Electric, USA). Results: Internal thoracic artery bypasses are visualized perfectly on all their courses, with possibility of 3D reconstructions, showing the relationship between cardiac cavities and the arterial bypasses. The anastomotic site on the LAD was, in selected cases, perfectly visualized. Sequential bypasses with left ITA are well visualized as well as T or Y right-to-left ITA grafts. However, surgical clips create some image artefacts. Conclusions: The postoperative control of ITAs are possible by MCTS with a satisfactory resolution. This makes it possible to check the patency of ITAs, their course on the heart surface, and the location and quality of anastomosis with a noninvasive reproductive method. [source] Amersham radiochemistry to GE Healthcare,JOURNAL OF LABELLED COMPOUNDS AND RADIOPHARMACEUTICALS, Issue 9-10 2007Sean L. Kitson Abstract I was invited by Professor John R. Jones (University of Surrey) to write a paper to celebrate 50 years of the Journal of Labelled Compounds and Radiopharmaceuticals. The aim of this paper is to outline briefly the history of radiochemistry from The Radiochemical Centre at Amersham in the 1940s to the acquisition by General Electric in 2004 and the formation of GE Healthcare. Copyright © 2007 John Wiley & Sons, Ltd. [source] Implementation of three-dimensional wavelet encoding spectroscopic imaging: In vivo application and method comparisonMAGNETIC RESONANCE IN MEDICINE, Issue 1 2009Richard Young Abstract We have recently proposed a two-dimensional Wavelet Encoding-Spectroscopic Imaging (WE-SI) technique as an alternative to Chemical Shift Imaging (CSI), to reduce acquisition time and crossvoxel contamination in magnetic resonance spectroscopic imaging (MRSI). In this article we describe the extension of the WE-SI technique to three dimensions and its implementation on a clinical 1.5 T General Electric (GE) scanner. Phantom and in vivo studies are carried out to demonstrate the usefulness of this technique for further acquisition time reduction with low voxel contamination. In wavelet encoding, a set of dilated and translated prototype functions called wavelets are used to span a localized space by dividing it into a set of subspaces with predetermined sizes and locations. In spectroscopic imaging, this process is achieved using radiofrequency (RF) pulses with profiles resembling the wavelet shapes. Slice selective excitation and refocusing RF pulses, with single-band and dual-band profiles similar to Haar wavelets, are used in a modified PRESS sequence to acquire 3D WE-SI data. Wavelet dilation and translation are achieved by changing the strength of the localization gradients and frequency shift of the RF pulses, respectively. The desired spatial resolution in each direction sets the corresponding number of dilations (increases in the localization gradients), and consequently, the number of translations (frequency shift) of the Haar wavelets (RF pulses), which are used to collect magnetic resonance (MR) signals from the corresponding subspaces. Data acquisition time is reduced by using the minimum recovery time (TRmin), also called effective time, when successive MR signals from adjacent subspaces are collected. Inverse wavelet transform is performed on the acquired data to produce metabolite maps. The proposed WE-SI method is compared in terms of acquisition time, pixel bleed, and signal-to-noise ratio to the CSI technique. The study outcome shows that 3D WE-SI provides accurate results while reducing both acquisition time and voxel contamination. Magn Reson Med 61:6,15, 2009. © 2008 Wiley-Liss, Inc. [source] A study of the relationship between the seizure focus and 1H-MRS in temporal lobe epilepsy and frontal lobe epilepsyPSYCHIATRY AND CLINICAL NEUROSCIENCES, Issue 4 2000Senichiro Kikuchi MD Abstract Several studies of temporal lobe epilepsy (TLE) patients have investigated the relationship between the seizure focus and 1H magnetic resonance spectroscopy (1H-MRS). There have also been a few reports in other types of partial epilepsy. We examined the relationship between the seizure focus and the reduction in N -acetylaspartate : creatine (NAA : Cr) ratio using 1H-MRS in both TLE and frontal lobe epilepsy (FLE) patients. We studied 21 patients with unilateral TLE and seven patients with unilateral FLE. We used a 1.5 Tesla magnetic resonance unit (Signa Horizon; General Electric). Approximately 15 × 15 × 20 mm3 voxel of interest (VOI) was placed over the anterior portion of the bilateral hippocampus in the TLE patients, and the anterodorsal position of bilateral frontal lobe in the FLE patients. The seizure focus was identified by interictal scalp electro-encephalogram (EEG). In the TLE patients the NAA : Cr ratios were reduced in the seizure focus, while in the FLE patients they were not always reduced in the seizure focus. In the TLE patients the coincidence rate between the seizure focus and the reduction in the NAA : Cr ratio was 90% (19 of 21 patients), while in the FLE patients the coincidence rate was only 57% (four of seven patients). [source] Leading Business Improvement: a New Role for Statisticians and Quality ProfessionalsQUALITY AND RELIABILITY ENGINEERING INTERNATIONAL, Issue 3 2005Ronald D. Snee Abstract Following the successes of Motorola, Allied-Signal, General Electric and others, many companies are implementing the Six Sigma approach to business improvement. Millions of dollars are being saved in the process. Active leadership by management and others involved is integral to the method and critical to its success. This development provides a unique opportunity for statisticians and quality professionals to be leaders in their organizations. The leadership roles are discussed and it is shown how statisticians and quality professionals can assume leadership roles throughout the deployment process. As a result statisticians and quality professionals can expand their roles as internal trainers and consultants to include being leaders of business improvement. In the process their focus moves from facilitation of technical applications to the implementation of Six Sigma, skill deployment and delivery of bottom line business results. Copyright © 2005 John Wiley & Sons, Ltd. [source] From Edison To Immelt: The GE WayBUSINESS STRATEGY REVIEW, Issue 3 2009Stuart Crainer General Electric is one of the great corporations of our times. While others fall by the wayside, it has forged a uniquely strong corporate trajectory over more than a century. But what makes the giant tick? How has GE outlasted the competition and does it have the strength and sense of purpose to carry on?Stuart Crainer explores the GE way. [source] | |||||||||||||