In radio frequency (RF) circuits used for portable applications, power efficiency is extremely important. For this reason, Class C power amplifiers are used wherever practical. There are some limitations in using Class C amplifiers, as we discussed in class. Identify these issues. Another consideration for a power amplifier is efficient coupling of energy from the amplifier to the load. This generally requires an impedance matching network. Shown in the attachment are two circuits that could be used to match the amplifier output impedance to the load impedance. Ignoring tunability or component sizes, which is likely to be the best choice for a Class C amplifier? Why?
See attached for the circuit diagrams© BrainMass Inc. brainmass.com October 25, 2018, 9:11 am ad1c9bdddf
Disadvantages of using Class C amplifiers
• Poor dynamic range, typically dynamic range lies between 0 to 6 dB
• Unsuitable for certain types of signal modulation especially AM signals
• High output distortion but usually with operation at a ...
Basic summary of the issues with using Class C power amplifiers for RF and a look into matching network designs for minimum output distortion
Organizational Structure and the Decision-Making Process
See the attached file.
Q 1. What is the relationship between organizational structure and the decision-making process? Provide examples. Document your ideas with Peer Reviewed articles that you have read.
Please use this as a reference with one quote from the article:
Fredrickson, J. W. (1986). The Strategic Decision Process and Organizational Structure. Academy Of Management Review, 11(2), 280-297. doi:10.5465/AMR.1986.4283101
Q 2 Provide examples of when an organization would consider organizational change. (Exhibit 8-10 Ch. 8, see below) What challenges to cultural awareness might you encounter when attempting to drive organizational change? Document your ideas with Peer Reviewed articles(articles) that you have read.
EXHIBIT 8-10 When Is Change Needed?40(below)
? A change in the size of the corporation?due to growth, consolidation, or reduction
? A change in key individuals?which may alter management objectives, interests,
? A failure to meet goals, capitalize on opportunities, or be innovative
? An inability to get things done on time
? A consistently overworked top management that spends excessive hours on the job
? A belief that costs are extravagant or that budgets are not being met
? Morale problems
? Lengthy hierarchies that inhibit the exercise of strategic control
? Planning that has become increasingly staff-driven and is thus divorced from line
? Innovation that is stifled by too much administration and monitoring of details
? Uniform solutions that are applied to nonuniform situations. The extreme opposite of this
condition?when things that should or could function in a routine manner do not?should
also be heeded as a warning. In other words, management by exception has replaced
standard operating procedures
The following are a few specific indicators of international organizational malaise:
? A shift in the operational scope?perhaps from directing export activities to controlling
overseas manufacturing and marketing units, a change in the size of operations on a
country, regional, or worldwide basis, or failure of foreign operations to grow in
accordance with plans and expectations.
? Clashes among divisions, subsidiaries, or individuals over territories or customers in
? Divisive conflicts between overseas units and domestic division staff or corporate staff
? Instances wherein centralization leads to a flood of detailed data that is neither fully
understood nor properly used by headquarters
? Duplication of administrative personnel and services
? Underutilization of overseas manufacturing or distribution facilities
? Duplication of sales offices and specialized sales account executives
? Proliferation of relatively small legal entities or operating units within a country
or geographic area
? An increase in overseas customer service complaints
? Breakdowns in communications within and among organizations
? Unclear lines of reporting and dotted-line relationships, and ill-defined executive
Please use this article as a reference with a quote.
Van de Ven, A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives, 25(3), 58-74. doi:10.5465/AMP.2011.63886530.View Full Posting Details