This work focused on principle of higher order mode excitation using in- line Double Clad Multi-Mode Mach-Zehnder Interferometer (DC-MM-MZI). The DC-MM-MZI was designed with 50 cm etched MMF. The etching length is 5cm. The tenability of this interferometer was studied using opt grating ver.4.2.2 and optiwave
ver. 7 simulator. After removing (25, 35, 45, 55) μm from MMF and immersing this segment of MMF with water bath contained distilled water and ethanol, in addition to, air. Pulsed laser source centered at 1546.7nm ,pulse width 10ns and peak power 1.33mW was propagated via this interferometer Maximum modes were obtained in case of air surrounded media which are 9800 and 25 um removed cladding layer, with peak power 49.800 mW, FWHM 192 pm, and the transmitted laser was blue shifted with central wavelength λc 1547.193 nm.
Design and Analysis of BIMD Double Clad MMF -MZI Using Optiwave Simulation
In-line BIMD fiber Mach-Zander Interferometer
multimode Fiber
maximum modes
FWHM
central wavelength
double clad
peak power
Publication Date
Sat Feb 01 2014
Journal Name
Journal Of Economics And Administrative Sciences
فلسفة دراسة أدارة الموارد البشرية بمنظور استراتيجي*
strategic human resource management
personnel management
human resources study philosophy in organizations
entrances to study the management of human resources strategy
organizational excellence through human resources
the standard model and in human resource management.
/ ادارة الموارد البشرية الاستراتيجية- ادارة الافراد - فلسفة دراسة الموارد البشرية في المنظمات- مداخل دراسة ادارة الموارد البشرية الاستراتيجية- التفوق التنظيمي من خلال الموارد البشرية- النموذجية والمعيارية في ادارة الموارد البشرية.
with intellectual and philosophical in modern administrative thought. The focus of the target on the identification of the strategic concept of human resource management practices in business organizations. It studied the scientific concept, in terms of how it has been the shift from personnel management, and to human resources management, and then to HR management strategy. The research has included extensive serious discussions about the nature of the changes, and how to determine the nature and content of the strategic perspective of human resources management in the changing and volatile world of business. It was also the explanation and clarification theoretical philosophies that came in various previous studies, and i
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Publication Date
Sat Oct 01 2016
Journal Name
Journal Of Theoretical And Applied Information Technology
Factors affecting global virtual teams’ performance in software projects
Today the trend is to perform software development work via distributed geographical area among team
individual or even as an organization. However
due to the global market and international presence of many companies
there is a need to implement a global virtual teams. The global virtual team members are gradually engaged in globalized business environments across space
time and organizational boundaries via information and communication technologies. A global virtual team relies on communication
collaboration
and information exchange are the most important criteria in global virtual teams’ operations. The purpose of this paper is to answer two research questions. The first research question is to identify the factors affecting global virtual teams’ performance. A systematic literature review was conducted to answer the first research question. The second research question is on what the rank of the factor affecting the global virtual teams’ performance according to their level of effect on global virtual teams’ performance. Online survey was conducted within 103 developers and IT managers from eight IT companies to answer the second research question. The Statistical Package for Social Science (SPSS 22) was used to analyze the collected data. In this study
we investigated factors that affect global virtual teams’ performance
factors considered include cultural differences
language problems
time-zone differences
team size
technical problems
lack of trust
lack of sufficient training
and ICT problems. Also the findings indicated that lack of sufficient training is the highest level of effect on global virtual teams’ performance. On the other hand
team size is the lowest level of effect on global virtual teams’ performance. © 2005 - 2016 JATIT & LLS. All rights reserved.
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