Hysteretic clustering in granular gas

Granular material is vibro-fluidized in N=2 and N=3 connected compartments, respectively. For sufficiently strong shaking the granular gas is equi-partitioned, but if the shaking intensity is lowered, the gas clusters in one compartment. The phase transition towards the clustered state is of 2nd order for N=2 and of 1st order for N=3. In particular, the latter is hysteretic. The experimental findings are accounted for within a dynamical model that exactly has the above properties

Breaking waves on a dynamic Hele-Shaw beach

We report the formation of quasi-steady beaches and dunes via breaking waves in our tabletop ‘Hele-Shaw’ beach experiment. Breaking waves are generated by a wave maker, and zeolite particles act as sand. The tank is narrow, just over one-particle diameter wide, creating a quasi-2D set-up. Classical breaker types are observed on a time-scale of about a second. Beach formation under breakers occurs on a longer time-scale, and is a matter of minutes for a range of mono-chromatic wave frequencies. Alternating the wave maker motion between two frequencies generally leads to beach formation but occasionally to formation of a stable dune with water on either side. Finally, the Hele-Shaw configuration explored here experimentally lends itself to multi-scale modeling of beach dynamics

The implementation of the EU directive on information and consultation

Employee consultation in the UK, traditionally part of an event-driven approach taken by employers, is about to be challenged by the introduction of the European Directive of 2005, which essentially advocates a process-driven approach to employee consultation. With reference to two recent case studies, this paper considers whether or not the new Directive may in future lead to a reduction in asymmetry of information and power imbalance which currently lies strongly in employers' favour

Sustaining excellence in practice : a longitudinal study of a clothing manufacturing plant

This paper discusses the relevant academic literature on organisational excellence, presents a longitudinal case study of a clothing manufacturing plant, and discusses the case study findings in the light of the literature. Based on this, four observations are made. First, the nature of organisational excellence is multi-faceted, and cannot be simply equated with TQM or any other specific management approach. Second, although developing a Total Quality culture may yield significant benefits, improving operations does not, on its own, lead to sustainable organisational excellence. Instead, the organisation has to build its own, unique strategic position. Third, sustainable organisational excellence depends on building dynamic capabilities for organisational innovation. Fourth, top management performs two vital roles in sustaining organisational excellence: an administrative role of maintaining and exploiting existing organisational competences, and an entrepreneurial role of both continually developing and transforming existing organisational competences and searching for new competences in order to keep pace with changes in the environment