...What do we know about the physiology of colour vision? Which aspects of the colour vision can trichromacy explain and which is it unable to explain? Colour vision is the ability of an organism or machine to distinguish components of the environment based on the reflection, omission or transmission of wavelengths. A human's perception of colour is a subjective process whereby the brain responds to the stimuli that are produced when incoming light reacts with the several types of cone photoreceptors in the eye. In essence different people may see one subject in different ways. The trichromatic theory of colour vision constitutes one mechanism by which the perception of colour may be achieved. The theory was proposed by Young in 1802, based on a colour matching experiment in which participants had to match an arbitrary colour by mixing wavelengths of three lamps. The test lights were always primary colours. The target light was an arbitrary colour. Findings highlighted that the target light could only be achieved by mixing all three of the test lights. By mixing less than all 3, the target could not be achieved but by mixing 4 colours, uniqueness disappeared in that different matches could achieve same colour! From this, Young inferred that colour perception depends on three different types of cone receptors within the eye. Hermann von Helmholtz developed the theory further in 1850, and highlighted that the three types of cone photoreceptors could be classified as short-wavelength...
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...Vision Quests and Women – Past and Present When we talked about the Vision Quests in class, related to Native American Religions, it was something that sounded interesting to me. Our textbook for class defines Vision Quest as simply, “Exercises undertaken by Native Americans seeking contact with the spirit world.” (Hopfe, 2012) Vision Quests are usually ventured into by younger individuals, and more specifically young men, when they are approaching puberty. From the time Native American children are young and can understand, they are told that someday they will be sent away to live by themselves, away from family, in a state of prayer and humility until they receive a vision. Usually the youth on the vision quest will have to fast and have no clothes or possessions as to be looked upon by the spirits and frail and humble. For some this vision may come quickly (within a few days) and for others it may take a significant amount of time. If the vision does not happen fairly quickly, the youth may become more extreme and cut themselves as to let the spirit know that they are genuine about their quest. Quite often when the vision comes, it comes in the form of some type of animal. The animal in the vision may also be performing an action or have some other object of significance. When the youth return to their family and community, they explain what they see in their vision. The vision is interpreted and the animal and the action or object that appears in the vision...
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...Learning OpenCV Gary Bradski and Adrian Kaehler Beijing · Cambridge · Farnham · Köln · Sebastopol · Taipei · Tokyo Learning OpenCV by Gary Bradski and Adrian Kaehler Copyright © 2008 Gary Bradski and Adrian Kaehler. All rights reserved. Printed in the United States of America. Published by O’Reilly Media, Inc., 1005 Gravenstein Highway North, Sebastopol, CA 95472. O’Reilly books may be purchased for educational, business, or sales promotional use. Online editions are also available for most titles (safari.oreilly.com). For more information, contact our corporate/institutional sales department: (800) 998-9938 or corporate@oreilly.com. Editor: Mike Loukides Production Editor: Rachel Monaghan Production Services: Newgen Publishing and Data Services Cover Designer: Karen Montgomery Interior Designer: David Futato Illustrator: Robert Romano Printing History: September 2008: First Edition. Nutshell Handbook, the Nutshell Handbook logo, and the O’Reilly logo are registered trademarks of O’Reilly Media, Inc. Learning OpenCV, the image of a giant peacock moth, and related trade dress are trademarks of O’Reilly Media, Inc. Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and O’Reilly Media, Inc. was aware of a trademark claim, the designations have been printed in caps or initial caps. While every precaution has been taken in the preparation of this...
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...There are several factors that contribute to my desire to join the New Visions Program. I have had several family members that have been through New Visions, including my cousin and my sister. My sister would come home every day with a new fun and interesting story about her experiences in New Visions. She told me how I could gain valuable skills like time management and learning to study for exams before actually going to college. I am also aware that the New Visions Program offers many college credits. As a visual learner I am eager to get the hands on experience this program provides. In addition, it is a good way to begin exploring my options in the medical field before having to decide on a career path. I would like to go into the medical...
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...Case Study Discussion: Role of Vision at Mentor Graphics 1. How would you describe the way vision was used at Mentor Graphics? This analysis can help students understand why vision is necessary and how it can be best created. Discussions in this area look at the way vision was initially used to interpret Mentor Graphics position and role in the marketplace. Later on, the vision became a reflection of market “fads” and had no real use or meaning – this is an important point to realize. The less useful the vision became the more distanced employees and customers felt from the organization. 2. Did it strengthen or weaken the company? How? Why? This question asks students to highlight positive and negative aspects of the visions used at Mentor Graphics. Although some may view the changing vision as having strengthened or weakened the company there are arguments for both sides. Removing the focus from the core competencies weakened the company’s vision. This resulted in management not being able to make sound business decisions. Using a consultant may have also weakened the identity of the organization for employees by removing them completely from the process of creating the vision. It strengthened the company by eventually renewing focus on the core business at Mentor Graphics and where they wanted to be. The process of creating a new vision led the organization full circle and re-emphasized why they are in business. 3. Of the reasons covered in this chapter...
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...Neural Networks for Matching in Computer Vision Giansalvo Cirrincione1 and Maurizio Cirrincione2 Department of Electrical Engineering, Lab. CREA University of Picardie-Jules Verne 33, rue Saint Leu, 80039 Amiens - France exin@u-picardie.fr Universite de Technologie de Belfort-Montbeliard (UTBM) Rue Thierry MIEG, Belfort Cedex 90010, France maurizio.cirricione@utbm.fr 1 2 Abstract. A very important problem in computer vision is the matching of features extracted from pairs of images. At this proposal, a new neural network, the Double Asynchronous Competitor (DAC) is presented. It exploits the self-organization for solving the matching as a pattern recognition problem. As a consequence, a set of attributes is required for each image feature. The network is able to find the variety of the input space. DAC exploits two intercoupled neural networks and outputs the matches together with the occlusion maps of the pair of frames taken in consideration. DAC can also solve other matching problems. 1 Introduction In computer vision, structure from motion (SFM) algorithms recover the motion and scene parameters by using a sequence of images (very often only a pair of images is needed). Several SFM techniques require the extraction of features (corners, lines and so on) from each frame. Then, it is necessary to find certain types of correspondences between images, i.e. to identify the image elements in different frames that correspond to the same element in the scene. This paper...
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...is also affected and reduced by the decrease in elastic property of eye muscles controlling the shape of the lens or the muscles that aid in contraction of lens. Therefore the efficiency of eyes is greatly reduced with increasing age. Ageing also causes changes in the near point of a person. More light is required with increasing age for improved contrast. Nearly double illumination is required for 40 years old people and triple for 60 years old when compared to the young people of about 20 years (Haigh, 1993). The problem of temporary vision impairment caused due to the bright light (glare) also increases with age only. The capability to prevent glare is usually reduced to half in 12 years. (Reuben et al., 1988). Visual Fields 1. About one in seven over 65 has abnormal visual fields (Johnson and Keltner, 1983). 2. Thirteen percent over 65 exhibit a field deficit; 3.5% had severe loss of visual fields 3. 57.6% of those with abnormal vision were previously unaware of this...
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...Reflecting Upon Your Best-Self All of us can recall our own extraordinary moments, those moments when we felt our best-self was brought to light, affirmed by others, and put into practice in the world. These memories are seared into our minds as moments or situations in which we have felt alive, true to our deepest selves, and pursuing our full potential as human beings. Think about three times in your life when you were at your very best. For each best-self episode, write the story of what happened, including how the episode got started, what kept it going, and how it came to an end. | | |Best Self Episode #1: | | | | | | | | | | ...
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...VISION DEL CAMBIO EN CURITIBA La visión de Jaime Lerner está basada en un desarrollo urbanista en el que las personas son el centro del desarrollo de las políticas de gobierno y un crecimiento de la ciudad que no padeciera la problemática de las urbanizaciones comunes. Implica: • Desarrollar iniciativas económicas, rápidas, sencillas, locales y enfocadas a las personas; sin afectar otros sistemas y así proporcionar los servicios necesarios para la comunidad. • Planear con una visión urbanista y desarrollar nuevos procedimientos acordes al crecimiento demográfico de la ciudad y de los problemas presentes. • Generar una conciencia de participación comunitaria en ciudadanos, empresas y gobierno, buscando como objetivo común el desarrollo de Curitiba. • Aprovechar los recursos disponibles. BREVES PROPUESTAS PARA EL LOGRO DEL CAMBIO El éxito del caso Curitiba se debe a que sus propuestas tuvieron un enfoque creativo que permitió dar propuestas integrales a los problemas prioritarios marcados por las necesidades de la ciudad. Principales propuestas: • Cambios y obras aprovechando la naturaleza y sus recursos en vez de ir contra ellos: conservación de áreas verdes, saneamiento de ríos y el uso eficiente del agua • Mejoras en el transporte y uso de suelo • Nuevos procedimientos de salud y los niños, la planeación familiar y el cuidado de los menores en el sector salud. • Asegurar un gobierno transparente y honesto. • Realizar campañas de reciclaje y separación...
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...future of this country. Words like visions, goals and purpose may sound extremely familiar to us but there is a greater meaning to all of these words that most of us either do not realize, or do not bother to do so. To be honest, none of us group members, and maybe most of the students enrolled in this course in general, had any idea of how having an appropriate purpose and subsequently, a clear vision for it can make our lives an ideal example for the world around us. The first questions asked of us were that whether we think that our lives have been meaningful or not, and how do we want others to remember our life as an individual after we leave this world behind. I think the answers to the second question was pretty clear, but the first question, regardless of any answer chosen, definitely made us contemplate that whether we really have ever thought about doing anything meaningful. We have lived our lives in a state of utter wilderness up till now, without any clear sense of direction in which we want to take our lives. And how could we have decided our direction when we were clueless about our destination itself. Anyhow, it’s still not too late and we have been fortunate enough to realize that we can still follow our true destiny instead of losing out our potential to the system prevailing in this society. However, we can count ourselves amongst only a few handful ones who have had this opportunity to learn the importance of having a vision. The majority is still uninformed...
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...because we believe we don't have any options for anything better. Staying with a job merely because we've found a level of comfort there through familiar faces, routine tasks or a level of salary that we can survive on doesn't mean we've found what can ensure a lifetime of happiness. Many with a college degree who restricted their vision to openings only within their field of expertise have discovered that. Yet, you might be surprised to learn that the percentage of people who are actually working in the field they specifically received a degree in is quite small. In most cases, we major in that which we believe offers the greatest opportunity for success at the time. Newspapers report a severe shortage of engineers and suddenly many of those intent on success major in engineering. Or teaching. Or law. It becomes the 'soup of the day' syndrome. We spend four or more years studying a field and, with the cost involved, we assure ourselves we truly love this avocation. Five or ten years down the road, we discover it's lost its allure. But we allow whatever perks and salary we've achieved to convince us we are locked into this life. Our field of vision shrinks to only that which we currently do. It doesn't make us happy. It doesn't fulfill the dream of what we could be. We accept it because we believe that's the way life is. What we need to do is evaluate what we get out of work versus what we would like to get. Where does money rate on your scale? How about happiness? Work...
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...1.1: Identify the purposes of different types of organisation 1.1a: Legal structure MASCOT is family company. MASCOT was established in 1982 under the name the Scan Termo Konfektion Aps by John Kjaergaard Grosbøl to sell winter clothes . In 1989, workwear was launched. In 1995, Mascot International A/S. From 1992-2002 Mascot Mascot revenue has increased to 300. In 2002, Michael John john has replaced his father as president of the board to manage the Mascot International 1.1b: Vision The visions of MASCOT are: “What makes Mascot Workwear different from so many brands in the UK is their vision, drive and expertise at creating solutions which so many other brands fail to offer” (http://www.upublish.info) “Becoming Europe’s number-one workwear brand”. (http://www.sap.com) 1.1c: Mission The mission of BP is “ to produce high-quality workwear at the lowest cost possible, with a high level of research and development ensuring innovative products to be made available to Mascot’s client base. Using a rational logistic system and expansive marketing efforts, Mascot will grow organically, increasing its coverage and reach through distribution via dealers.” (http://www.sap.com ). 1.1d: Values BP’s values express our shared understanding of what we believe, how we aim to behave and what we aspire to be as an organization. In 2011, our management team set out refreshed values for BP, reflecting their view of the qualities that distinguish BP at its best ( bp.com, n.d)....
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...a. I believe Oprah is a High Performance Leader. b. I would consider Oprah to be a Competent Manager. She is great at building teams and definitely gets results through others. Her leadership consists of: * Carefully selecting her team-she has highly qualified people in the areas that they need to be in and in the areas she is most weak in, such as the financial area. * She gathers trusted mentors and uses them for her benefit * She rewards her staff * She values her customers and more importantly she listens to them she shows she truly cares * She stays focused on a mission or vision * She communicates her vision to her staff and she has the innate ability to motivate them * She dreams big and is constantly looking for "what's next". * She knows herself and her beliefs and abilities * She remains resilient, she is constantly changing or looking for new things she has unbelieveable ambition, drive and focus * She learns from her mistakes and then right away moves on Reading about her employees though I would consider her to be more transactional to them than transformational, being very generous with pay and benefits. But other parts of the article stated how she praises but then right away she is on to the next new thing. c. Development Plan Development goals | Action -Who,What & How | Time Line | Criteria for Success | * What's next?Owning own network | 1. Set up meeting with top team leaders2. | Weekly | Staying competitive...
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...1 The CASE Journal Volume 4, Issue 2 (Spring 2008) Table of Contents Click on the article or case title to go to that page Editorial Policy Letter from the Editor Case Abstracts Cases “Sally’s Dilemma: Making Tough Choices in Collaborative Visioning” Karl A. Hickerson, David J. O’Connell & Arun K. Pillutla, St. Ambrose University “The Death of a Salesman Revisited: Part A” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “The Death of a Salesman Revisited: Part B” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “Customer Service at the Jewish Community Center” Edward Demarais, Salem State College, Sandra Sheckman, & Gina Vega, Salem State “The Frozen Production Line” Anton Massman, U.S. Air Force, Elaine Davis & Janell M. Kurtz, St. Cloud State University “Dow Chemical and Agent Orange in Vietnam” Cedric Dawkins, California State Polytechnic University – Pomona Membership Form Page 2 The CASE Journal Volume 4, Issue 2 (Spring 2008) EDITORIAL POLICY The audience for this journal includes both practitioners and academics and thus encourages submissions from a broad range of individuals. The CASE Journal invites submissions of cases designed for classroom use. Cases from all business disciplines will be considered. Cases must be factual, and releases must be available where necessary. All cases must be accompanied by an instructor’s manual ...
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...Visión y Misión Interrogantes básicos ¿Qué? ¿Para que? ¿Hacia donde? ¿Con que cultura? ¿Con quienes? Dirección Estructura Organizativa Respuestas necesarias Visión Misión Plan estratégico Recursos humanos Capital intelectual de la organización Organigrama: Me pauta como voy a trabajar con la empresa julian alvarez 1900 ester 1971 thames 500 patricio Funcional / Solar El centro de poder es el dueño de la compañía y de ahí todos dependen de él POSITIVO – te relacionas directamente con el jefe, fluye la relación de confianza y la toma de decisión es rápida. NEGATIVO – el primo o tío tiene mayor rol que el gerente financiero Divisional Es tanta la magnitud de la empresa que esta se divide en diversas unidades estratégicas. Se apunta a los roles y se apoya el organigrama. Es más de poder, autoridad y rol, no tanto dado a la confianza. Unidades de negocios (golosinas, artículos de limpieza…) como se manejan tan diferentes se forman mini empresas dentro de aquella grande. Esto facilita el negocio ya que evita roces dentro de las diferentes unidades de negocio. Matricial Como una matriz de datos Estructuras muy grandes (unidades de negocios muy diferentes) entonces comienzan a compartir áreas entre las unidades de negocios. Como por ejemplo el área de recursos humanos La planta no se podría POSITIVO – ahorra costos NEGATIVO – muchos proyectos a la vez Para que funcione se tiene que coordinar el espacio de tiempo de...
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