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1 department
n1) отдел; отделение; подразделение; служба2) департамент; управление; амер. министерство, ведомство
- accounting department
- accounts department
- administrative department
- advice department
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- analysis department
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- audit department
- auditing department
- auxiliary department
- bank department
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- bespoke department
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- coupons paying department
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- examining department
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- executive department
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- field service department
- filing department
- finance department
- finance-and-accounts department
- finance-and-economy department
- foreign exchange department
- forwarding department
- functional department
- general accounting department
- general bookkeeping department
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- goods department
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- indirect department
- information department
- inquiry department
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- lost and found department
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- manufacturing engineering department
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- methods and procedures department
- new business department
- nonproductive departments
- operating department
- operational department
- order department
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- outpatients' department
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- planning department
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- processing department
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- production control department
- production scheduling and control department
- promotion department
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- publication department
- publicity department
- purchasing department
- quality control department
- receiving department
- record department
- requisitioning department
- Revenue Department
- sales department
- sales order department
- savings department
- scheduling department
- securities department
- selling department
- service department
- shipping department
- shop-training department
- staff department
- staff training department
- standards department
- State Department
- statistics department
- stock department
- storage department
- stores department
- subcontractors department
- supply department
- technical department
- thrift department
- traffic department
- training department
- transport department
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- trust department
- visa department
- wages department
- work study department
- Department of Agriculture
- Department of Commerce
- Department of Economic Affairs
- Department of Health, Education and Welfare
- Department of Industry
- Department of Justice
- Department of Labor
- Department of Overseas Trade
- Department of State
- Department of the Interior
- Department of the Navy
- Department of the Treasury
- Department of Transportation
- establish a department
- make up a department
- reequip a departmentEnglish-russian dctionary of contemporary Economics > department
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2 DOTE
1) Военный термин: Director, Operational Test and Evaluation3) Образование: Department of Technical Education -
3 Dote
1) Военный термин: Director, Operational Test and Evaluation3) Образование: Department of Technical Education -
4 dote
1) Военный термин: Director, Operational Test and Evaluation3) Образование: Department of Technical Education -
5 Chapelon, André
[br]b. 26 October 1892 Saint-Paul-en-Cornillon, Loire, Franced. 29 June 1978 Paris, France[br]French locomotive engineer who developed high-performance steam locomotives.[br]Chapelon's technical education at the Ecole Centrale des Arts et Manufactures, Paris, was interrupted by extended military service during the First World War. From experience of observing artillery from the basket of a captive balloon, he developed a method of artillery fire control which was more accurate than that in use and which was adopted by the French army.In 1925 he joined the motive-power and rolling-stock department of the Paris-Orléans Railway under Chief Mechanical Engineer Maurice Lacoin and was given the task of improving the performance of its main-line 4–6–2 locomotives, most of them compounds. He had already made an intensive study of steam locomotive design and in 1926 introduced his Kylchap exhaust system, based in part on the earlier work of the Finnish engineer Kyläla. Chapelon improved the entrainment of the hot gases in the smokebox by the exhaust steam and so minimized back pressure in the cylinders, increasing the power of a locomotive substantially. He also greatly increased the cross-sectional area of steam passages, used poppet valves instead of piston valves and increased superheating of steam. PO (Paris-Orléans) 4–6–2s rebuilt on these principles from 1929 onwards proved able to haul 800-ton trains, in place of the previous 500-ton trains, and to do so to accelerated schedules with reduced coal consumption. Commencing in 1932, some were converted, at the time of rebuilding, into 4–8–0s to increase adhesive weight for hauling heavy trains over the steeply graded Paris-Toulouse line.Chapelon's principles were quickly adopted on other French railways and elsewhere.H.N. Gresley was particularly influenced by them. After formation of the French National Railways (SNCF) in 1938, Chapelon produced in 1941 a prototype rebuilt PO 2–10–0 freight locomotive as a six-cylinder compound, with four low-pressure cylinders to maximize expansive use of steam and with all cylinders steam-jacketed to minimize heat loss by condensation and radiation. War conditions delayed extended testing until 1948–52. Meanwhile Chapelon had, by rebuilding, produced in 1946 a high-powered, three-cylinder, compound 4–8–4 intended as a stage in development of a proposed range of powerful and thermally efficient steam locomotives for the postwar SNCF: a high-speed 4–6–4 in this range was to run at sustained speeds of 125 mph (200 km/h). However, plans for improved steam locomotives were then overtaken in France by electriflcation and dieselization, though the performance of the 4–8–4, which produced 4,000 hp (3,000 kW) at the drawbar for the first time in Europe, prompted modification of electric locomotives, already on order, to increase their power.Chapelon retired from the SNCF in 1953, but continued to act as a consultant. His principles were incorporated into steam locomotives built in France for export to South America, and even after the energy crisis of 1973 he was consulted on projects to build improved, high-powered steam locomotives for countries with reserves of cheap coal. The eventual fall in oil prices brought these to an end.[br]Bibliography1938, La Locomotive à vapeur, Paris: J.B.Bailière (a comprehensive summary of contemporary knowledge of every function of the locomotive).Further ReadingH.C.B.Rogers, 1972, Chapelon, Genius of French Steam, Shepperton: Ian Allan.1986, "André Chapelon, locomotive engineer: a survey of his work", Transactions of the Newcomen Society 58 (a symposium on Chapelon's work).Obituary, 1978, Railway Engineer (September/October) (makes reference to the technical significance of Chapelon's work).PJGR -
6 Flügge-Lotz, Irmgard
SUBJECT AREA: Aerospace[br]b. 1903 Germanyd. 1974 USA[br]German/American aeronautical engineer, specializing inflight control.[br]Both her father, a mathematician, and her mother encouraged Flügge-Lotz in her desire, unusual for a woman at that time, for a technical education. Her interest in aeronautics was awakened when she was a child, by seeing zeppelins (see Zeppelin, Ferdinand, Count von) being tested. In 1923 she entered the Technische Hochschule in Hannover to study engineering, specializing in aeronautics; she was often the only woman in the class. She obtained her doctorate in 1929 and began working in aeronautics. Two years later she derived the Lotz Method for calculating the distribution in aircraft wings of different shapes, which became widely used. Later, Flügge-Lotz took up an interest in automatic flight control of aircraft, notably of the discontinuous or "on-off" type. These were simple in design, inexpensive to manufacture and reliable in operation. By 1928 she had risen to the position of head of the Department of Theoretical Aerodynamics at Göttingen University, but she and her husband, Wilhelm Flügge, an engineering academic known for his anti-Nazi views, felt themselves increasingly discriminated against by the Hitler regime. In 1948 they emigrated to the USA, where Flügge was soon offered a professorship in engineering, while his wife had at first to make do with a lectureship. But her distinguished work eventually earned her appointment as the first woman full professor in the Engineering Department at Stanford University.She later extended her work on automatic flight control to the guidance of rockets and missiles, earning herself the description "a female Werner von Braun ".[br]Principal Honours and DistinctionsSociety of Women Engineers Achievement Award 1970. Fellow, Institution of Aeronautics and Astronautics.BibliographyFlügge-Lotz was the author of two books on automatic control and over fifty scientific papers.Further ReadingA.Stanley, 1993, Mothers and Daughters of Invention, Meruchen, NJ: Scarecrow Press, pp. 899–901.LRD -
7 DTAE
Образование: Department of Technical and Adult Education -
8 near cash
!гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.The UK's public spending framework is based on several key principles:"consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;" "the judgement of success by policy outcomes rather than resource inputs;" "strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and"the proper costing and management of capital assets to provide the right incentives for public investment.The Government sets policy to meet two firm fiscal rules:"the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and"the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)"Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and"Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.More information about DEL and AME is set out below.In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets."Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest."Within the Resource Budget DEL, departments have separate controls on:"Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and"The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:"provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;" "enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;" "introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and"not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:"an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;" "an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;" "to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with"further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.Technical Notes explain how performance against each PSA target will be measured.To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.This document was updated on 19 December 2005.Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money————————————————————————————————————————"GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money"————————————————————————————————————————GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money————————————————————————————————————————GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.———————————————————————————————————————— -
9 Moulton, Alexander
[br]b. 9 April 1920 Stratford-on-Avon[br]English inventor of vehicle suspension systems and the Moulton bicycle.[br]He spent his childhood at The Hall in Bradfordon-Avon. He was educated at Marlborough College, and in 1937 was apprenticed to the Sentinel Steam Wagon Company of Shrewsbury. About that same time he went to King's College, Cambridge, where he took the Mechanical Sciences Tripos. It was then wartime, and he did research on aero-engines at the Bristol Aeroplane Company, where he became Personal Assistant to Sir Roy Fedden. He left Bristol's in 1945 to join his family firm, Spencer \& Moulton, of which he eventually became Technical Director and built up the Research Department. In 1948 he invented his first suspension unit, the "Flexitor", in which an inner shaft and an outer shell were separated by an annular rubber body which was bonded to both.In 1848 his great-grandfather had founded the family firm in an old woollen mill, to manufacture vulcanized rubber products under Charles Goodyear's patent. The firm remained a family business with Spencer's, consultants in railway engineering, until 1956 when it was sold to the Avon Rubber Company. He then formed Moulton Developments to continue his work on vehicle suspensions in the stables attached to The Hall. Sponsored by the British Motor Corporation (BMC) and the Dunlop Rubber Company, he invented a rubber cone spring in 1951 which was later used in the BMC Mini (see Issigonis, Sir Alexander Arnold Constantine): by 1994 over 4 million Minis had been fitted with these springs, made by Dunlop. In 1954 he patented the Hydrolastic suspension system, in which all four wheels were independently sprung with combined rubber springs and damper assembly, the weight being supported by fluid under pressure, and the wheels on each side being interconnected, front to rear. In 1962 he formed Moulton Bicycles Ltd, having designed an improved bicycle system for adult use. The conventional bicycle frame was replaced by a flat-sided oval steel tube F-frame on a novel rubber front and rear suspension, with the wheel size reduced to 41 cm (16 in.) with high-pressure tyres. Raleigh Industries Ltd having refused his offer to produce the Moulton Bicycle under licence, he set up his own factory on his estate, producing 25,000 bicycles between 1963 and 1966. In 1967 he sold out to Raleigh and set up as Bicycle Consultants Ltd while continuing the suspension development of Moulton Developments Ltd. In the 1970s the combined firms employed some forty staff, nearly 50 per cent of whom were graduates.He won the Queen's Award for Industry in 1967 for technical innovation in Hydrolastic car suspension and the Moulton Bicycle. Since that time he has continued his innovative work on suspensions and the bicycle. In 1983 he introduced the AM bicycle series of very sophisticated space-frame design with suspension and 43 cm (17 in.) wheels; this machine holds the world speed record fully formed at 82 km/h (51 mph). The current Rover 100 and MGF use his Hydragas interconnected suspension. By 1994 over 7 million cars had been fitted with Moulton suspensions. He has won many design awards and prizes, and has been awarded three honorary doctorates of engineering. He is active in engineering and design education.[br]Principal Honours and DistinctionsQueen's Award for Industry 1967; CBE; RDI. Fellow of the Royal Academy of Engineering.Further ReadingP.R.Whitfield, 1975, Creativity in Industry, London: Penguin Books.IMcN -
10 universidad
universidad sustantivo femenino university; universidad a distancia or (Méx) abierta open university;◊ universidad laboral ≈ technical college ( school with emphasis on vocational training)
universidad f (institución, edificio) university ' universidad' also found in these entries: Spanish: aula - comedor - comedora - departamento - disminuir - hispanista - ingresar - manchar - mira - paso - UNED - Univ. - alumnado - alumno - anfiteatro - cantina - cátedra - catedrático - clase - claustro - compañero - egresado - egresar - egreso - encerrado - encerrar - encierro - entrada - entrar - estudiante - estudiar - exalumno - ingreso - jauja - masificado - monitor - plaza - politécnico - porra - profesor - rector - toma - tomar - trabajo - tutor English: alumnus - at - bursar - chancellor - college - decide on - department - do - doctorate - dormitory - education - fellow - freshman - homecoming - horticulture - institution - prep school - prestige - process - scholarship - school - send down - university - junior - open - set - sophomore -
11 activity
активность; деятельность; (тж. pl.) действия; служба; инстанция; орган; учреждение; организация; центр; ответственное лицо; объект; часть, подразделение;area (supply) support activity — орган тылового обеспечения [снабжения] района
— morale activity— supplying activity -
12 Clarke, Arthur Charles
[br]b. 16 December 1917 Minehead, Somerset, England[br]English writer of science fiction who correctly predicted the use of geo-stationary earth satellites for worldwide communications.[br]Whilst still at Huish's Grammar School, Taunton, Clarke became interested in both space science and science fiction. Unable to afford a scientific education at the time (he later obtained a BSc at King's College, London), he pursued both interests in his spare time while working in the Government Exchequer and Audit Department between 1936 and 1941. He was a founder member of the British Interplanetary Society, subsequently serving as its Chairman in 1946–7 and 1950–3. From 1941 to 1945 he served in the Royal Air Force, becoming a technical officer in the first GCA (Ground Controlled Approach) radar unit. There he began to produce the first of many science-fiction stories. In 1949–50 he was an assistant editor of Science Abstracts at the Institution of Electrical Engineers.As a result of his two interests, he realized during the Second World War that an artificial earth satellite in an equatorial orbital with a radius of 35,000 km (22,000 miles) would appear to be stationary, and that three such geo-stationary, or synchronous, satellites could be used for worldwide broadcast or communications. He described these ideas in a paper published in Wireless World in 1945. Initially there was little response, but within a few years the idea was taken up by the US National Aeronautics and Space Administration and in 1965 the first synchronous satellite, Early Bird, was launched into orbit.In the 1950s he moved to Ceylon (now Sri Lanka) to pursue an interest in underwater exploration, but he continued to write science fiction, being known in particular for his contribution to the making of the classic Stanley Kubrick science-fiction film 2001: A Space Odyssey, based on his book of the same title.[br]Principal Honours and DistinctionsClarke received many honours for both his scientific and science-fiction writings. For his satellite communication ideas his awards include the Franklin Institute Gold Medal 1963 and Honorary Fellowship of the American Institute of Aeronautics and Astronautics 1976. For his science-fiction writing he received the UNESCO Kalinga Prize (1961) and many others. In 1979 he became Chancellor of Moratuwa University in Sri Lanka and in 1980 Vikran Scrabhai Professor at the Physical Research Laboratory of the University of Ahmedabad.Bibliography1945. "Extra-terrestrial relays: can rocket stations give world wide coverage?", Wireless World L1: 305 (puts forward his ideas for geo-stationary communication satellites).1946. "Astronomical radar: some future possibilities", Wireless World 52:321.1948, "Electronics and space flight", Journal of the British Interplanetary Society 7:49. Other publications, mainly science-fiction novels, include: 1955, Earthlight, 1956, TheCoast of Coral; 1958, Voice Across the Sea; 1961, Fall of Moondust; 1965, Voicesfrom the Sky, 1977, The View from Serendip; 1979, Fountain of Paradise; 1984, Ascent to Orbit: A Scientific Autobiography, and 1984, 2010: Odyssey Two (a sequel to 2001: A Space Odyssey that was also made into a film).Further Reading1986, Encyclopaedia Britannica.1991, Who's Who, London: A. \& C.Black.See also: Pierce, John RobinsonKF -
13 Ewing, Sir James Alfred
SUBJECT AREA: Mechanical, pneumatic and hydraulic engineering[br]b. 27 March 1855 Dundee, Scotlandd. 1935[br]Scottish engineer and educator.[br]Sir Alfred Ewing was one of the leading engineering academics of his generation. He was the son of a minister in the Free Church of Scotland, and was educated at Dundee High School and Edinburgh University, where he studied engineering under Professor Fleeming Jenkin. On Jenkin's nomination, Ewing was recruited as Professor of Mechanical Engineering at the University of Tokyo, where he spent five years from 1878 to 1883. While in Tokyo, he devised an instrument for measuring and recording earthquakes. Ewing returned to his home town of Dundee in 1883, as the first Professor of Engineering at the University College recently established there. After seven years building up the department in Dundee, he moved to Cambridge where he succeeded James Stuart as Professor of Mechanism and Applied Mechanics. In thirteen creative years at Cambridge, he established the Engineering Tripos (1892) and founded the first engineering laboratories at the University (1894). From 1903 to 1917 Ewing served the Admiralty as Director of Naval Education, in which role he took a leading part in the revolution in British naval traditions which equipped the Royal Navy to fight the First World War. In that war, Ewing made an important contribution to the intelligence operation of deciphering enemy wireless messages. In 1916 he returned to Edinburgh as Principal and Vice-Chancellor, and following the war he presided over a period of rapid expansion at the University. He retired in 1929.[br]Principal Honours and DistinctionsFRS 1887. KCB 1911. President, British Association for the Advancement of Science 1932.BibliographyHe wrote extensively on technical subjects, and his works included Thermodynamics for Engineers (1920). His many essays and papers on more general subjects are elegantly and attractively written.Further ReadingDictionary of National Biography Supplement.A.W.Ewing, 1939, Life of Sir Alfred Ewing (biography by his son).ABBiographical history of technology > Ewing, Sir James Alfred
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14 White, Sir William Henry
SUBJECT AREA: Ports and shipping[br]b. 2 February 1845 Devonport, Englandd. 27 February 1913 London, England[br]English naval architect distinguished as the foremost nineteenth-century Director of Naval Construction, and latterly as a consultant and author.[br]Following early education at Devonport, White passed the Royal Dockyard entry examination in 1859 to commence a seven-year shipwright apprenticeship. However, he was destined for greater achievements and in 1863 passed the Admiralty Scholarship examinations, which enabled him to study at the Royal School of Naval Architecture at South Kensington, London. He graduated in 1867 with high honours and was posted to the Admiralty Constructive Department. Promotion came swiftly, with appointment to Assistant Constructor in 1875 and Chief Constructor in 1881.In 1883 he left the Admiralty and joined the Tyneside shipyard of Sir W.G. Armstrong, Mitchell \& Co. at a salary of about treble that of a Chief Constructor, with, in addition, a production bonus based on tonnage produced! At the Elswick Shipyard he became responsible for the organization and direction of shipbuilding activities, and during his relatively short period there enhanced the name of the shipyard in the warship export market. It is assumed that White did not settle easily in the North East of England, and in 1885, following negotiations with the Admiralty, he was released from his five-year exclusive contract and returned to public service as Director of Naval Construction and Assistant Controller of the Royal Navy. (As part of the settlement the Admiralty released Philip Watts to replace White, and in later years Watts was also to move from that same shipyard and become White's successor as Director of Naval Construction.) For seventeen momentous years White had technical control of ship production for the Royal Navy. The rapid building of warships commenced after the passing of the Naval Defence Act of 1889, which authorized directly and indirectly the construction of around seventy vessels. The total number of ships built during the White era amounted to 43 battleships, 128 cruisers of varying size and type, and 74 smaller vessels. While White did not have the stimulation of building a revolutionary capital ship as did his successor, he did have the satisfaction of ensuring that the Royal Navy was equipped with a fleet of all-round capability, and he saw the size, displacement and speed of the ships increase dramatically.In 1902 he resigned from the Navy because of ill health and assumed several less onerous tasks. During the construction of the Cunard Liner Mauretania on the Tyne, he held directorships with the shipbuilders Swan, Hunter and Wigham Richardson, and also the Parsons Marine Turbine Company. He acted as a consultant to many organizations and had an office in Westminster. It was there that he died in February 1913.White left a great literary legacy in the form of his esteemed Manual of Naval Architecture, first published in 1877 and reprinted several times since in English, German and other languages. This volume is important not only as a text dealing with first principles but also as an illustration of the problems facing warship designers of the late nineteenth century.[br]Principal Honours and DistinctionsKCB 1895. Knight Commander of the Order of the Danneborg (Denmark). FRS. FRSE. President, Institution of Civil Engineers; Mechanical Engineers; Marine Engineers. Vice- President, Institution of Naval Architects.Bibliography1877, A Manual of Naval Architecture, London.Further ReadingD.K.Brown, 1983, A Century of Naval Construction, London.FMWBiographical history of technology > White, Sir William Henry
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