Turing computability, probability, and prime numbers

We present an original theoretical approach to prove that $\pi (n)-Li(n)=o(M(n)\sqrt{Li(n)})$ almost certainly stands, where $\pi (n)$ is the number of primes not greater than $n$, $Li(n)$ is a logarithmic integral function, and $M(n)$ is an arbitrary function such that $M(n)\rightarrow\infty$.Comment: Revision of the contents over the whole range of the pape

Perch: Equalizing STEM Research Opportunities

Library Student Mini Grant Award Year: 2017-2018Perch is a new student organization that aims to improve the undergraduate lab application process. We plan to achieve this through an online platform that centralizes communication between research faculty and students, as well as a standardized system of training and certifying research skills. The certifications (in laboratory techniques) we provide can be uploaded onto the online application platform to make students more attractive candidates to laboratories. site: http://perch.us-east-1.elasticbeanstalk.com/)https://deepblue.lib.umich.edu/bitstream/2027.42/142991/1/Nishii, Akira_MiniGrant2018.pdfDescription of Nishii, Akira_MiniGrant2018.pdf : Blog Pos

A Multi-Level Process Model for Understanding Diversity Practice Effectiveness

Key Findings: The issue of workforce diversity has been at the forefront of organizational concerns for many years. Not surprisingly, this topic has generated reams of research aimed at shedding light not only on the challenges involved, but also on ways these challenges have been and can be addressed. This paper reports on a comprehensive survey of the most recent studies in an effort to uncover what has been learned and what remains to be examined. While the paper is aimed primarily at researchers, it also offers a number of insights of relevance to managers and others who are responsible for designing and administering diversity-related initiatives in today’s organizations. Initially, the review focused on studies examining particular types of diversity- related policies and practices (affirmative action, targeted recruiting, training, work-life integration, mentoring, etc.) to ascertain what could be said about their general effectiveness. The results were disappointing. No activity was found to be consistently effective; some studies turned up positive relationships, but more often the results were mixed or inconclusive and occasionally even negative. If, as these findings suggest, organizations cannot rely on specific diversity- related activities to consistently produce favorable results, the logical question to ask is: “Why?” While the authors offer several reasons for this state of affairs, the overall theme that emerges relates to the absence of a holistic view of the situation. To wit: Organizations tend to focus too much on popular programs and too little on specific, desired outcome(s). When initiatives are undertaken with no clear goals in mind, it should not be surprising to find that quite often very little is accomplished. In too many cases diversity-related activities are studied (and implemented) in isolation and, thus, inadequate attention is given to how new procedures might interact with those already in place to affect outcomes. This is unfortunate, since HR strategy researchers have thoroughly documented the power of mutually-reinforcing “bundles” of activities in numerous studies across a wide variety of settings. Many factors come into play between the formal announcement of diversity- related initiatives, bundled or otherwise, and relevant organizational outcomes. To understand why initiatives do or do not work requires that these factors be carefully considered. Are espoused initiatives implemented as planned? Do implemented initiatives result in desired employee behaviors? Do the new employee behaviors produce positive organizational outcomes? And in each case, why or why not? Clearly studies that address all of these questions are difficult to do, but they must be done if we are to have any chance of acquiring the information and insights needed to make the most of current and future diversity-related initiatives. acquiring the information and insights and future diversity-related initiatives

Demographic Faultlines and Creativity In Diverse Groups

Despite the oft made argument that demographic diversity should enhance creativity, little is known about this relationship. We propose that group diversity, measured in terms of demographic faultlines, affects creativity through its effects on group members’ felt psychological safety to express their diverse ideas and the quality of information sharing that takes place across subgroup boundaries. Further, we propose that the relationship between faultlines and creativity will be moderated by task interdependence and equality of subgroup sizes. Finally, we provide suggestions for how organizations can establish norms for self-verification and use accountability techniques to enhance creativity in diverse groups

HRM in Service: The Contingencies Abound

[Excerpt] Despite the rapid growth in the diversity of service consumers—both abroad and domestically—theoretical developments regarding this diversity in the service world have lagged far behind those that have characterized the world of manufacturing. With regard to international services, Knight (1999) conducted a review of the literature and concluded that there is an alarming paucity of research on international services management despite the importance of services in the global economy. A large proportion of the research that has been conducted on international services has focused on marketing issues rather than human resource management (HRM) issues. This means that little is known about the cross-cultural applicability of service HRM theories, which have hitherto been developed and tested almost exclusively within the West (mostly within the U.S. context). Similarly, there has been little research on the HRM implications of the growing diversity of service consumers within the U.S. domestic market. Again, much of the research focuses on the challenges associated with simultaneously marketing services to a multicultural customer base, with little or no work focusing on the implications of these challenges for HRM in service firms. Thus, the purpose of our chapter is to introduce a preliminary discussion of the HRM implications of both increased internationalization and domestic diversity for service firms. We begin by presenting a brief synthesis of the services management literature that has been established to date. Readers will note in the synthesis that a number of contingencies with regard to HRM practices have already been introduced especially via definitions of what constitutes service and the role of customers in service production and delivery. We then discuss the potential cross-cultural applicability of these services management principles abroad, and when doing so, we focus primarily on the aspects of services management theories that are laden with Western cultural principles. Next, we discuss parallel challenges faced by service firms as a result of increased diversity within the domestic marketplace and we conclude with some thoughts about the necessity to more explicitly explore the contingent nature of HRM practices

Arrhythmia management after device removal

AbstractArrhythmic management is needed after removal of cardiac implantable electronic devices (CIEDs). Patients completely dependent on CIEDs need temporary device back-up until new CIEDs are implanted. Various methods are available for device back-up, and the appropriate management varies among patients. The duration from CIED removal to implantation of a new CIED also differs among patients. Temporary pacing is needed for patients with bradycardia, a wearable cardioverter defibrillator (WCD) or catheter ablation is needed for patients with tachyarrhythmia, and sequential pacing is needed for patients dependent on cardiac resynchronization therapy. The present review focuses on arrhythmic management after CIED removal

ニュー・ケインジアン・フィリップス曲線の導出過程に見られるニュー・ケインジアン・モデルの特質

The Keynesian theories in the mainstream in 1960’s were stronglycriticised by Lucas in “Econometric Policy Evaluation: A Critique (1976)” for lack of ‘micro foundation.’ He emphasised that the policy analysis models should be dynamic and presume economic agents who behaved in expectation of the future.After his critique, ‘new’ Keynesians introduced those micro foundations into their New Keynesian (NK) models. To discuss some characteristics of the NK models, this paper takes the new Keynesian Philips curve (NKPC) as an example of the basic NK models and shows the derivation process of the NKPC in Section two. Then, it compares the NKPC to the traditional Phillips curve in Section three, and finally, it shows how the NK models have made progress as a policy analysis tool with the dynamic stochastic general equilibrium (DSGE) model introduced in Section four.1960 年代に主流であったケインジアンによる経済理論は、1976 年のいわゆる『ルーカス批判』によって、ミクロ的基礎付けを持たない点で強い批判を受けた。ルーカスは、政策分析モデルは動学的であるべきで、将来への期待に基づいて行動する経済主体を仮定すべきだと強調した。ルーカス批判以降、ニュー・ケインジアン達は指摘されたミクロ的基礎付けを自らのモデルに取り入れ、ニュー・ケインジアン(NK)モデルを確立していった。本論文では、NK モデルの特質を論ずるために、第二章でニュー・ケインジアン・フィリップス曲線(NKPC)を例にとり、その導出過程を示した。さらに第三章では、NKPC とそれまでのフィリップス曲線を比較、最後に第四章では動学的確率的一般均衡(DSGE)モデルを紹介しつつ、政策分析ツールとしてのNKモデルがどのように発展してきたかを示した