Corporate Culture in Bumiputra and Non-Bumiputera Dominant Organization

The study attempts to explain the effects and consequences of organizational motivations, decision making, leadership, communication, management and the quality of working life. This study is expected to determine if there are similarities and differences between non-bumiputra and bumiputra dominant organizations' corporate culture. A total of 65 participants were randomly chosen. A 65 numbered questionnaire were used to gather the data required and tabulated using statistical package analyzing the 4 dimension (Hofstede's). The findings show that (i) bumiputra dominant organizations has low Power Distance, strong Uncertainty Avoidance, Individualism and Masculinity; (ii) non-bumiputra dominant organizations have low Power Distance, weak Uncertainty Avoidance, Individualism and Feminism and (iii) bumiputra dominant organizations and non-bumiputra dominant organization both has low Power Distance, Individualism but differs in terms of Uncertainty Avoidance and Masculinity. Bumiputra dominant organizations are collective than non-bumiputra organizations

Cleaved end-face quality of microstructured polymer optical fibres

The cutting of a microstructured polymer optical fibre to form an optical end-face is studied. The effect of the temperature and speed of the cutting blade on the end-face is qualitatively assessed and it is found that for fibres at temperatures in the range 70–90 C, a blade at a similar temperature moving at a speed of less than 0.5 mm/s produces a good quality end-face. The nature of the damage caused by the cutting process was examined and found to vary with fibre temperature, blade quality and cut depth. Thermo-mechanical analysis showed that the drawn material was significantly more visco-elastic than the annealed raw material in the 70-90 C temperature range. The behaviour of the surface damage with cut depth was found to be consistent with the behaviour of a visco-elastic material