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121 Foreign policy
The guiding principle of Portuguese foreign policy since the founding of the monarchy in the 12th century has been the maintenance of Portugal's status first as an independent kingdom and, later, as a sovereign nation-state. For the first 800 years of its existence, Portuguese foreign policy and diplomacy sought to maintain the independence of the Portuguese monarchy, especially in relationship to the larger and more powerful Spanish monarchy. During this period, the Anglo- Portuguese Alliance, which began with a treaty of commerce and friendship signed between the kings of Portugal and England in 1386 (the Treaty of Windsor) and continued with the Methuen Treaty in 1703, sought to use England ( Great Britain after 1707) as a counterweight to its landward neighbor, Spain.As three invasions of Portugal by Napoleon's armies during the first decade of the 19th century proved, however, Spain was not the only threat to Portugal's independence and security. Portugal's ally, Britain, provided a counterweight also to a threatening France on more than one occasion between 1790 and 1830. During the 19th century, Portugal's foreign policy became largely subordinate to that of her oldest ally, Britain, and standard Portuguese histories describe Portugal's situation as that of a "protectorate" of Britain. In two key aspects during this time of international weakness and internal turmoil, Portugal's foreign policy was under great pressure from her ally, world power Britain: responses to European conflicts and to the situation of Portugal's scattered, largely impoverished overseas empire. Portugal's efforts to retain massive, resource-rich Brazil in her empire failed by 1822, when Brazil declared its independence. Britain's policy of favoring greater trade and commerce opportunities in an autonomous Brazil was at odds with Portugal's desperate efforts to hold Brazil.Following the loss of Brazil and a renewed interest in empire in tropical Africa, Portugal sought to regain a more independent initiative in her foreign policy and, especially after 1875, overseas imperial questions dominated foreign policy concerns. From this juncture, through the first Republic (1910-26) and during the Estado Novo, a primary purpose of Portuguese foreign policy was to maintain Portuguese India, Macau, and its colonies in Africa: Angola, Mozambique, and Guinea- Bissau. Under the direction of the dictator, Antônio de Oliveira Salazar, further efforts were made to reclaim a measure of independence of foreign policy, despite the tradition of British dominance. Salazar recognized the importance of an Atlantic orientation of the country's foreign policy. As Herbert Pell, U.S. Ambassador to Portugal (1937-41), observed in a June 1939 report to the U.S. Department of State, Portugal's leaders understood that Portugal must side with "that nation which dominates the Atlantic."During the 1930s, greater efforts were made in Lisbon in economic, financial, and foreign policy initiatives to assert a greater measure of flexibility in her dependence on ally Britain. German economic interests made inroads in an economy whose infrastructure in transportation, communication, and commerce had long been dominated by British commerce and investors. Portugal's foreign policy during World War II was challenged as both Allied and Axis powers tested the viability of Portugal's official policy of neutrality, qualified by a customary bow to the Anglo-Portuguese Alliance. Antônio de Oliveira Salazar, who served as minister of foreign affairs, as well as prime minister, during 1936-45, sought to sell his version of neutrality to both sides in the war and to do so in a way that would benefit Portugal's still weak economy and finance. Portugal's status as a neutral was keenly tested in several cases, including Portugal's agreeing to lease military bases to Britain and the United States in the Azores Islands and in the wolfram (tungsten ore) question. Portugal's foreign policy experienced severe pressures from the Allies in both cases, and Salazar made it clear to his British and American counterparts that Portugal sought to claim the right to make independent choices in policy, despite Portugal's military and economic weakness. In tense diplomatic negotiations with the Allies over Portugal's wolfram exports to Germany as of 1944, Salazar grew disheartened and briefly considered resigning over the wolfram question. Foreign policy pressure on this question diminished quickly on 6 June 1944, as Salazar decreed that wolfram mining, sales, and exports to both sides would cease for the remainder of the war. After the United States joined the Allies in the war and pursued an Atlantic strategy, Portugal discovered that her relationship with the dominant ally in the emerging United Nations was changing and that the U.S. would replace Britain as the key Atlantic ally during succeeding decades. Beginning in 1943-44, and continuing to 1949, when Portugal became, with the United States, a founding member of North Atlantic Treaty Organization (NATO), Luso-American relations assumed center stage in her foreign policy.During the Cold War, Portuguese foreign policy was aligned with that of the United States and its allies in Western Europe. After the Revolution of 25 April 1974, the focus of Portuguese foreign policy shifted away from defending and maintaining the African colonies toward integration with Europe. Since Portugal became a member of the European Economic Community in 1986, and this evolved into the European Union (EU), all Portuguese governments have sought to align Portugal's foreign policy with that of the EU in general and to be more independent of the United States. Since 1986, Portugal's bilateral commercial and diplomatic relations with Britain, France, and Spain have strengthened, especially those with Spain, which are more open and mutually beneficial than at any other time in history.Within the EU, Portugal has sought to play a role in the promotion of democracy and human rights, while maintaining its security ties to NATO. Currently, a Portuguese politician, José Manuel Durão Barroso, is president of the Commission of the EU, and Portugal has held the six-month rotating presidency of the EU three times, in 1992, 2000, and 2007. -
122 frequency
1. частота2. повторяемость; встречаемостьfrequency in a vacuumfrequency in still airfrequency of maintenancefrequency of occurence1/rev frequencyacceleration frequencyangular frequencyantiresonance frequencybandwidth frequencybeam frequencybending frequencyblade passage frequencyblade passing frequencybouncing frequencybreak frequencybuffet frequencychord frequencycircular frequencyclosed-loop frequencycontrol frequencycontrol-surface frequencycontrolled frequencycrossover frequencycumulative frequencydamped frequencydamper frequencydisturbance frequencyDutch roll frequencyexceedance frequencyexcitation frequencyfeel system natural frequencyfirst harmonic frequencyfirst lag-mode frequencyflap frequencyflapping frequencyflatwise frequencyflexural frequencyflight frequencyfog frequencyforcing frequencyfundamental frequencygust frequencyharmonic frequencyin-vacuo frequencyin-plane frequencyinstability frequencylag frequencylag-mode frequencylead-lag frequencylimit cycle frequencyload cycle frequencylow-megahertz frequencymechanical frequencymodal frequencymotion frequencyMyklestad frequencynatural frequencyneuromuscular natural frequencynondimensional frequencynonrotating frequencyoctave band center frequencyone-third octave band center frequencyopen-loop frequencyoscillating frequencyoscillatory frequencyphase crossover frequencyPIO frequencypitch frequencypitching frequencyplunge frequencyplunging frequencyreduced frequencyresonance frequencyresonant frequencyresponse frequencyrigid body response frequencyrotating frequencyrotational frequencyrotor frequencysampling frequencyshort-period frequencysingle-mode torsional frequencysnap frequencyspace frequencystick frequencystructural frequencyswitching frequencytorsion frequencytorsional frequencyuncontrolled frequencyuncoupled frequencyundamped frequencyvibration frequencywing frequency -
123 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
124 contract hire
Gen Mgtan arrangement whereby an organization enters into a contract for the use of assets owned by another organization, as an alternative to purchasing the assets itself. Contract hire agreements normally cover a period shorter that the useful economic life of the assets concerned and often include arrangements for maintenance and replacement. Organizations frequently use contract hire arrangements for the provision of company cars or office equipment. -
125 downtime
Opsa period of time during which a machine is not available for use because of maintenance or breakdown -
126 production planning
Opsthe process of producing a specification or chart of the manufacturing operations to be performed by different functions and workstations over a particular time period. Production scheduling takes account of factors such as the availability of plant and materials, customer delivery requirements, and maintenance schedules. -
127 production scheduling
Opsthe process of producing a specification or chart of the manufacturing operations to be performed by different functions and workstations over a particular time period. Production scheduling takes account of factors such as the availability of plant and materials, customer delivery requirements, and maintenance schedules. -
128 Deas, James
[br]b. 30 October 1827 Edinburgh, Scotlandd. c.1900 Glasgow, Scotland[br]Scottish civil engineer responsible for the River Clyde in the period of expansion around the end of the nineteenth century.[br]On completing his schooling, Deas spent some years in a locomotive manufacturing shop in Edinburgh and then in a civil engineer's office. He selected the railway for his career, and moved upwards through the professional ranks, working for different companies until 1864 when he became Engineer-in-Chief of the Edinburgh \& Glasgow Railway. This later became the North British Railway and after some years, in 1869, Deas moved to the Clyde Navigation Trust as their Engineer. For thirty years he controlled the development of this great river, and with imaginative vision and determined hard work he saw a trebling in revenue, length of quayage and water area under the Trust's jurisdiction. His office worked on a wide range of problems, including civil engineering, maintenance of harbour craft and the drafting of reports for the many Parliamentary Acts required for the extension of Glasgow Harbour. To understand the immensity of the task, one must appreciate that the River Clyde then had sixty-five shipyards and could handle the largest ships afloat. This had come through the canalization of the old meandering and shallow stream and the difficult removal of the river bed's rock barriers.[br]Bibliography1876, The River Clyde, Glasgow.Further ReadingJohn F.Riddell, 1979, Clyde Navigation, A History of the Development and Deepening of the River Clyde, Edinburgh: John Donald.FMW
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