Biomedical subjects

V Sathe

Publications and source records attributed to V Sathe.

4 recordsLinked to original sources

PubMed2001

Conjunctival impression cytology in contact lens wearers.

The upper tarsal conjunctiva is in constant friction with the surface of the contact lens. The conjunctival surfaces of 80 soft and gas-permeable contact lens wearers (40 each) and 20 controls were studied using biomicroscopy and impression cytology. A filter dissolution technique was used to process the conjunctival imprints. Biomicroscopic and cytologic grading of the conjunctivae was performed using four-tier grading systems. Impression cytology is a non-invasive, painless procedure. The altered technique of processing yielded better cellularity and excellent cellular detail. On biomicroscopy and cytology, all controls showed Grade 1 appearances. Soft lens wearers who were symptomatic were found to have a significant increase in both biomicroscopic and cytologic grades, when compared with their asymptomatic counterparts. No correlation was found between duration of lens use and biomicroscopic or cytologic grades. All changes were found to be more severe in soft lens wearers.

Adult↗

PubMed1990

Effect of lead, mercury and cadmium on a sulphate-reducing bacterium.

A sulphate-reducing bacterial strain isolated from the south-west coast of India resembling Desulfosarcina in its physiology was tested for its behaviour towards HgCl(2), CdSO(4) and Pb(NO(3))(2). The order of toxicity to growth of these metal salts in a lactate-based medium at 50 microg ml(-1) concentrations was Cd>Pb>Hg and to respiration Pb>Cd>Hg. Inhibitory concentrations (viz. 100 microg ml(-1) of HgCl(2) and 200 microg ml(-1) of Pb(NO(3)(2)) had a stimulatory effect when the substrate was changed to acetate. With sodium acetate at 0.1% concentration, Hg and Pb had maximum stimulatory effect for growth and sulphide production. Experiments conducted directly with sediment slurries amended with lactate showed that all three metals (at levels below their inhibitory concentrations, i.e. 50 microg ml(-1) of metal salt for Cd and Hg and 100 microg ml(-1) for Pb) inhibited sulphate-reducing activity (SRA) with Pb decreasing the peak production by 68%. The order of toxicity in both lactate and acetate-amended slurry was Pb>Cd>Hg and Pb>Hg>Cd, respectively. With acetate, SRA in the presence of Cd and Hg was stimulated 110% and 27%, respectively. Pb inhibited SRA by 11%. There is a general reduction in the inhibition of sulphide production in slurries as compared with pure culture of the isolate.

Journal Article↗

PubMed1983

The controller's role in management.

A controller has two apparently contradictory responsibilities: (1) the management service responsibility of ensuring that specialist knowledge and expertise get proper consideration when business decisions and actions are taken, and (2) the custodial and monitoring responsibility of ensuring the accuracy of financial reporting and the integrity of internal control. The apparent contradiction is that the first responsibility requires active involvement in management while the second calls for a sense of independence from affiliated management. Sathe stresses that "strong" controllers overcome this dilemma by developing certain interpersonal skills. Such "strong" controllers thus have access to sensitive information and deliberations in progress--an access that permits them to take before-the-fact actions that stop ill-conceived, ill-advised, or illegal decisions before they are taken. A controller who is not actively involved in decision making is not privy to such information and can exert only after-the-fact or reactive control. However, the costs of operating with a strong controller must be weighed against the potential benefits and compared with the benefits of alternate approaches.

Administrative Personnel↗

PubMed1983

Implications of corporate culture: a manager's guide to action.

Drawing on cultural anthropology, Sathe develops a way of thinking about corporate culture that makes the concept analytically useful for dealing with managerial problems. He shows that by distinguishing between culture and behavior, and examining both simultaneously, it is possible to see more clearly why culture can be both an asset and a liability, and why it has such a subtle but powerful influence on organizational life. Not all cultures are equally powerful, however; Sathe presents some approaches for diagnosing a culture and understanding its strengths along with some implications for managerial action. Noting that a "perfect" culture-person fit is difficult to engineer, he makes suggestions for avoiding such mismatches and for better managing the culture shocks that inevitably hit the newcomer to an organization. He then turns to the question of how culture/person misfits may be understood and managed and what it takes to successfully deviate from the organization's culture when one is required to do so.

Culture↗