Sentences with phrase «controlled in a certain direction»

Being able to take control of a variety of vehicles was a nice thing even though mostly automatically controlled in a certain direction.

Not exact matches

«We're interested in the mechanism of the chemical reaction, with the goal of controlling and steering it in a certain direction with light,» Schmidt said.

The controls feel even worse when trying to push and pull pillars that you have to move by holding triangle and pushing in a certain direction.

Enhanced VSC helps the driver maintain control by automatically adjusting engine output and braking force at each wheel under certain conditions while also providing steering assistance in the appropriate direction through Electric Power Steering (EPS).

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses, the risk that the transactions with Microsoft and Pearson do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion contemplated by the relationship with Microsoft, including that it is not successful or is delayed, the risk that NOOK Media is not able to perform its obligations under the Microsoft and Pearson commercial agreements and the consequences thereof, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Such statements reflect the current views of Barnes & Noble with respect to future events, the outcome of which is subject to certain risks, including, among others, the effect of the proposed separation of NOOK Media, the general economic environment and consumer spending patterns, decreased consumer demand for Barnes & Noble's products, low growth or declining sales and net income due to various factors, possible disruptions in Barnes & Noble's computer systems, telephone systems or supply chain, possible risks associated with data privacy, information security and intellectual property, possible work stoppages or increases in labor costs, possible increases in shipping rates or interruptions in shipping service, effects of competition, possible risks that inventory in channels of distribution may be larger than able to be sold, possible risks associated with changes in the strategic direction of the device business, including possible reduction in sales of content, accessories and other merchandise and other adverse financial impacts, possible risk that component parts will be rendered obsolete or otherwise not be able to be effectively utilized in devices to be sold, possible risk that financial and operational forecasts and projections are not achieved, possible risk that returns from consumers or channels of distribution may be greater than estimated, the risk that digital sales growth is less than expectations and the risk that it does not exceed the rate of investment spend, higher - than - anticipated store closing or relocation costs, higher interest rates, the performance of Barnes & Noble's online, digital and other initiatives, the success of Barnes & Noble's strategic investments, unanticipated increases in merchandise, component or occupancy costs, unanticipated adverse litigation results or effects, product and component shortages, risks associated with the commercial agreement with Samsung, the potential adverse impact on the Company's businesses resulting from the Company's prior reviews of strategic alternatives and the potential separation of the Company's businesses (including with respect to the timing of the completion thereof), the risk that the transactions with Pearson and Samsung do not achieve the expected benefits for the parties or impose costs on the Company in excess of what the Company anticipates, including the risk that NOOK Media's applications are not commercially successful or that the expected distribution of those applications is not achieved, risks associated with the international expansion previously undertaken, including any risks associated with a reduction of international operations following termination of the Microsoft commercial agreement, the risk that NOOK Media is not able to perform its obligations under the Pearson and Samsung commercial agreements and the consequences thereof, the risks associated with the termination of Microsoft commercial agreement, including potential customer losses, risks associated with the restatement contained in, the delayed filing of, and the material weakness in internal controls described in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended April 27, 2013, risks associated with the SEC investigation disclosed in the quarterly report on Form 10 - Q for the fiscal quarter ended October 26, 2013, risks associated with the ongoing efforts to rationalize the NOOK business and the expected costs and benefits of such efforts and associated risks and other factors which may be outside of Barnes & Noble's control, including those factors discussed in detail in Item 1A, «Risk Factors,» in Barnes & Noble's Annual Report on Form 10 - K for the fiscal year ended May 3, 2014, and in Barnes & Noble's other filings made hereafter from time to time with the SEC.

Researchers are still unclear on the reasons for this preference — whether they can sense the magnetic field and if they do it «consciously» or whether its reception is controlled by how they feel in a certain direction.

The controls are appropriately mapped to the Vita with the control scheme consisting of pressing X to attack an enemy Digimon; holding R then pressing X to escape; pressing select to let your Digimon act independently; pressing triangle to pause gameplay, while opening the Digivice to view the Digimon field guide, look through your inventory, save your progress and more besides; tapping the touch screen to display the DigiLine; changing the direction of the left analogue stick or alternatively pressing left, right, up or down on the d - pad to move Keisuke during on - foot exploration or navigating between menus whilst battling an enemy Digimon; and pressing start to display the title menu, alongside various scenarios and combinations in which certain buttons have different contexts.

The controls are well mapped to the DualShock 4 controller by updating the controls for every season to that of A New Frontier with the control scheme consisting of pressing X, triangle, square or O to perform actions, start a conversation with a person in your group or to choose a response in a conversation with the buttons being clearly marked towards the bottom of the screen; pressing R2 to run or perform fight actions when defending yourself; pressing up or down on the d - pad to look at your inventory; mashing certain face buttons such as X, triangle, square or O when in one - on - one encounters with walkers; changing the direction of the left analogue stick to move around cover in a tight situation or walking around as you explore the environment during your search to find people and supplies; changing the direction of the right analogue stick to move the cursor around the environment for you to investigate and observe certain objects and items of importance as well as deciding who to start or continue a conversation with or even positioning your aim when you are about to defend yourself from a walker; pressing the share button takes you to the share feature menu; and pressing the options button to display the pause menu.

The controls are not complicated at all, the combos are not too hard to pull off, and moving the right stick in any certain direction allows you to easily pull off a characters special attacks.

The control scheme consists of pressing X, triangle, square or O to perform actions, start a conversation with a Fable or to choose a response in a conversation with the buttons being clearly marked towards the bottom of the screen; pressing R2 to run or perform fight actions when defending yourself; pressing L2 to show selectables or to perform fight actions; pressing up or down on the d - pad to cycle through your inventory; mashing certain face buttons such as X, triangle, square or O when in one - on - one fights with Fables as the buttons are randomly generated each time you play; changing the direction of the left analogue stick to move Bigby as he walks around to explore the environment; changing the direction of the right analogue stick to move the cursor around the environment for you to investigate and observe certain objects and items of importance as well as deciding who to start or continue a conversation with or even positioning your aim when you are about to defend yourself from a Fable; pressing the share button takes you to the share feature menu; and pressing the options button to display the pause menu.

The controls are well mapped to the DualShock 4 controller by retaining the improvements from the second season with the control scheme of Michonne consists of pressing X, triangle, square or O to perform actions, start a conversation with a person in your group or to choose a response in a conversation with the buttons being clearly marked towards the bottom of the screen; pressing R2 to run or perform fight actions when defending yourself; pressing up or down on the d - pad to look at your inventory; mashing certain face buttons such as X, triangle, square or O when in one - on - one encounters with walkers; changing the direction of the left analogue stick to move around cover in a tight situation or walking around as you explore the environment during your search to find people and supplies; changing the direction of the right analogue stick to move the cursor around the environment for you to investigate and observe certain objects and items of importance as well as deciding who to start or continue a conversation with or even positioning your aim when you are about to defend yourself from a walker; pressing the share button takes you to the share feature menu; and pressing the options button to display the pause menu.

The controls are well mapped to the DualShock 4 controller with the control scheme consisting of pressing X, triangle, square or O or alternatively by pressing up, down, left or right on the d - pad to perform a particular action, start a conversation with a person in your group or to choose a response in a conversation with the buttons being clearly marked towards the bottom of the screen; there are certain face buttons, such as X, triangle, square or O that you have to button mash when in one - on - one encounters with walkers as the buttons are randomly generated each time you play; changing the direction of the left analogue stick to move Lee around cover in a tight situation or walking around as you explore the environment and find people; changing the direction of the right analogue stick to move the cursor around the environment for you to investigate and observe certain objects and items of importance; pressing the share button takes you to the share feature menu; and pressing the options button to display the pause menu.

In Upjohn Co. v. United States, 6 the United States Supreme Court held that a company's attorney — client privilege extends to company counsel's communications with employees in certain prescribed circumstances.7 Rather than providing a simple objective test, the Upjohn court instead established five factors to guide courts in determining whether the company's privilege should extend to counsel's communications with its employees: (1) whether the communications were made by employees at the direction of superior officers of the company for the purpose of obtaining legal advice; (2) whether the communications contained information necessary for counsel to render legal advice, which was not otherwise available from «control group» management; (3) whether the matters communicated were within the scope of the employee's corporate duties; (4) whether the employee knew that the communications were for the purpose of the company obtaining legal advice; and (5) whether the communications were ordered to be kept confidential by the employee's superiors, including that the communications were considered confidential at the time and kept confidential subsequent to the interview.8 When these elements are established, courts generally consider communications between company counsel and an employee to be within the scope of the company's attorney — client privilegeIn Upjohn Co. v. United States, 6 the United States Supreme Court held that a company's attorney — client privilege extends to company counsel's communications with employees in certain prescribed circumstances.7 Rather than providing a simple objective test, the Upjohn court instead established five factors to guide courts in determining whether the company's privilege should extend to counsel's communications with its employees: (1) whether the communications were made by employees at the direction of superior officers of the company for the purpose of obtaining legal advice; (2) whether the communications contained information necessary for counsel to render legal advice, which was not otherwise available from «control group» management; (3) whether the matters communicated were within the scope of the employee's corporate duties; (4) whether the employee knew that the communications were for the purpose of the company obtaining legal advice; and (5) whether the communications were ordered to be kept confidential by the employee's superiors, including that the communications were considered confidential at the time and kept confidential subsequent to the interview.8 When these elements are established, courts generally consider communications between company counsel and an employee to be within the scope of the company's attorney — client privilegein certain prescribed circumstances.7 Rather than providing a simple objective test, the Upjohn court instead established five factors to guide courts in determining whether the company's privilege should extend to counsel's communications with its employees: (1) whether the communications were made by employees at the direction of superior officers of the company for the purpose of obtaining legal advice; (2) whether the communications contained information necessary for counsel to render legal advice, which was not otherwise available from «control group» management; (3) whether the matters communicated were within the scope of the employee's corporate duties; (4) whether the employee knew that the communications were for the purpose of the company obtaining legal advice; and (5) whether the communications were ordered to be kept confidential by the employee's superiors, including that the communications were considered confidential at the time and kept confidential subsequent to the interview.8 When these elements are established, courts generally consider communications between company counsel and an employee to be within the scope of the company's attorney — client privilegein determining whether the company's privilege should extend to counsel's communications with its employees: (1) whether the communications were made by employees at the direction of superior officers of the company for the purpose of obtaining legal advice; (2) whether the communications contained information necessary for counsel to render legal advice, which was not otherwise available from «control group» management; (3) whether the matters communicated were within the scope of the employee's corporate duties; (4) whether the employee knew that the communications were for the purpose of the company obtaining legal advice; and (5) whether the communications were ordered to be kept confidential by the employee's superiors, including that the communications were considered confidential at the time and kept confidential subsequent to the interview.8 When these elements are established, courts generally consider communications between company counsel and an employee to be within the scope of the company's attorney — client privilege.9