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Sequence of segments Proximal convoluted tubule Proximal straight tubule Descending thin limb of Henle s loop Ascending thin limb of Henle s loop Thick ascending limb of Henle s loop (contains macula densa near end) Distal convoluted tubule Connecting tubule Cortical collecting duct Outer medullary collecting duct Inner medullary collecting duct (last portion is papillary duct) Combination terms used in text Proximal tubule

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Three classes of wireless applications are coming on strong Like Shakespeare s man vs man, man vs nature, and man vs god themes, the wireless applications can be segmented along the lines of humans and machines

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Their standards are based on past success, rather than current competition With too little external and internal feedback and a lack of candor and honesty, both with themselves and between themselves and their reports, leaders are isolated and insulated Comfortable in their routine, they are able to render almost invisible the need to adapt In so many words, they are saying, We re important, people have to buy from us, so why change Organizational culture, too, demands scrutiny when adaptation becomes necessary Adaptation is triggered from the top, by the leader, but it is achieved only from the bottom up The problem is that an organization will not adapt until its culture is ready Culture is the bedrock upon which everything in an organization is done It s what people do when no one is telling them what to do It s the context that produces all outcomes Culture is the fixed, unwritten rules that set expectations, dictate behavior, and influence results Most adaptation initiatives flounder because the culture resists anything that threatens the status quo As a leader, therefore, you need to appreciate the extent to which your culture controls how, what, and when things get done in your company This next assertion may surprise you: You can t change your company s culture That culture preceded you and will probably outlast you It has a life of its own, as it is passed from generation to generation of workers What you as a leader can control and therefore change is your company s climate Climate is that collection of policies, procedures, and incentives that govern the day-to-day operation of your company More importantly, it is what you as a leader communicate to your people Examine your climate Does it hinder or encourage adaptation Are you saying, by means of your policies, that you don t trust people to do the right thing without tight supervision Do you stifle creativity and innovation by saying, in so many words, This is the way we ve always done it around here Does your compensation program reward or discourage adaptation.

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