Design

The system in figure 1 schematic of a nomadic incineration unit. The equipment is arranged as a skid-mounted bundle, recess and out pipes have been disconnected from the unit.for the care purpose unit can be skidding out to open infinite and accessing needed constituents straight, or subsequently taking constituents from the unit in order to derive the entree. All supply and waste connexion are from the unit. Because of cramped conditions. Figure 2 shows the forepart and side positions of the unit are 2.5m tallness, 5m deep, 2m broad.

Components:

• Heat money changer ( EX )
• Rotary kiln ( RK )
• Scrubbing unit ( SC )
• Temperature accountant ( TC )
• Fan motor ( FM )
• Screw feeder ( SW )
• Screw motor ( SM )
• Feed hopper ( FH )

The kiln, heat money changer, and scrubber are each secured to the border by 6 bolts and there are 4 connexions to each of the motors. The whole unit can be slid out to let care utilizing raising cogwheel and this requires 20 proceedings to hale out and 40 proceedings to return. The clip takes to take nuts and bolts 2 proceedings and the clip takes to replace 5 proceedings. MTTR ( Average Time To Repair ) is besides known as Mean Corrective Tim – MCT or TC is the colored norm of the fixed times for the system.

Calculation of MTTR when the unit is slid out for fix:

Here failure constituents are removed from unit and it will be repaired and replaced to unit.

Components:

• Heat money changer ( EX )
• Rotary kiln ( RK )
• Scrubing unit ( SC )
• Temperature accountant ( TC )
• Fan motor ( FM )
• Screw feeder ( SW )
• Screw motor ( SM )
• Feed hopper ( FH )
• Formula for MTTR:
• TE†c = [ a?‘ni=1 ( I»i.Tc ( I ) ) ] / a?‘ni=1 ( I»i )

Where:

• TE†c ( I ) is the disciplinary clip for the i’th unit.
• I»i is the failure rate of the i’th unit.
• N is the figure of unit. [ 2 ]
• Failure informations ( I» ) :
• Heat exchanger failure rate ( I» ) = 40 ( failure per 10^6hours ) or 40A-10^-6hours [ 3 ]
• Rotary kiln ( I» ) basic constituents of a rotary kiln are the shell, the furnace lining liner, support tires, rollers, driven cogwheel and internal heat money changer. So rotary kiln failure rate we may gauge amount of all constituents which are utilizing to do rotary kiln.
• Under technology premise rotary kiln failure rate ( I» ) = 30 ( failures per 106hours ) or 30A-10-6 hours
• Under technology premise Scrubbing unit failure rate ( I» ) = 45 ( failures per 106hours ) or 45A-10-6hours
• Under technology premise fan failure rate ( I» ) = 57 ( failures per 106 hours ) or 57A-10-6
• Corrective clip for constituents ( Tc ) :
• ( Tc ) = Tdet + Tloc + Tpla + Tsel + ( Tpre / Tlog ) + ( [ Trem + Trep ] /Trip ) + Tver + Tstu
• Tdet = observing mistake
• Tlo = placement failure
• Tala = be aftering the work
• Ts = select the failed point
• Tpre = shutdown & A ; readying
• Tlog = logistics clip
• Trem = remotion of failed point
• Trep = replacing of failed point
• Trip = repair-in-place
• Tver = verify the repaired point
• Tstu = re-start [ 4 ]
• Corrective clip for heat money changer ( Tc )

The heat money changer has four connexions in the unit and heat money changer framed by 6 bolts and nuts so clip to take that constituent ( heat money changer ). Entire nuts and bolts for the heat money changer in the unit = 6. Time is taken to take bolts and nuts at each connexion = 2 proceedings. So clip taking to take heat exchanger = 6A-2 = 12 proceedings. Time taking to replace bolts and nuts at each connexion = 5 proceedings. Time taking to replace heat money changer = 6A-5 = 30 proceedings. And we have to unplug the connexions here we have an entire 4 connexions. Time taking to unplug the pipeline the unit line from the whole unit.

Components:

• Heat money changer ( EX )
• Rotary kiln ( RK )
• Scrubing unit ( SC )
• Temperature accountant ( TC )
• Fan motor ( FM )
• Screw feeder ( SW )
• Screw motor ( SM )
• Feed hopper ( FH )
• The formula for MTTR:
• TE†c = [ a?‘ni=1 ( I»i.Tc ( I ) ) ] / a?‘ni=1 ( I»i )
• Where:
• TE†c ( I ) is the disciplinary clip for the i’th unit.
• I» i is the failure rate of the i’th unit.
• N is the figure of unit. [ 5 ]

Failure informations ( I» ) :

Heat exchanger failure rate ( I» ) = 40 ( failure per 10^6hours ) or 40A-10^-6hours [ 6 ]

Rotary kiln ( I» ) basic constituents of a rotary kiln are the shell, the furnace lining liner, support tires, rollers, driven cogwheel, and internal heat money changer. So rotary kiln failure rate we may gauge the amount of all constituents which are utilizing to do rotary kiln. Under technology premise rotary kiln failure rate ( I» ) = 30 ( failures per 106hours ) or 30A-10-6 hours. Under technology premise Scrubbing unit failure rate ( I» ) = 45 ( failures per 106hours ) or 45A-10-6hours. Under technology premise fan failure rate ( I» ) = 57 ( failures per 106 hours ) or 57A-10-6

Corrective clip for constituents ( Tc ) :

( Tc ) = Tdet + Tloc + Tpla + Tsel + ( Tpre / Tlog ) + ( [ Trem + Trep ] /Trip ) + Tver + Tstu

• Tdet = observing mistake
• Tlo = placement failure
• Tpla = be aftering the work
• Ts = select the failed point
• Tpre = shutdown & A ; readying
• Tlog = logistics clip
• Trem = remotion of failed point
• Trep = replacing of failed point
• Trip = repair-in-place
• Tver = verify the repaired point
• Tstu = re-start [ 7 ]

here we don’t necessitate to take constituents from unit for fix

Corrective clip for heat money changer ( Tc ) :

Instrumentality which has system is utile to find the mistakes.so instrumentality in this system temperature accountant ( TC ): Here TC maps to modulate the temperature of the liquid come ining the heat money changer that is, it pre-controls the liquid come ining the heat money changer. As shown in the figure, the temperature accountant modulates the temperature of the liquid released from the heat money changer and before being cooled by the fan which is control by the fan motor. So temperature accountant is utile to observing the mistake which may happen in the heat money changer. Based on the given figure it can be likely to assume that the degree index may be used for the rotary kiln. a flat index is placed at the top of the rotary kiln. This is used is indicate the maximal degree of the mixture that can be accommodated in a rotary kiln. So this may be indicated the mistakes if anything occurs. A flow rate valve is placed in the scrubber unit, so as to command the flow rate alkalic solution into the scouring unit. This flow rate valve allows merely the coveted sum of the solution into the scouring unit. Once the coveted degree is reached the valve will automatically close off the flow of liquid into the unit. And we have some detector dismay at the fan and fan motor and screw motor why because if these have any jobs will give the signals so we can easily find the mistakes.

Question description:

The procedure works to respond to liquid A and liquid B to bring forth merchandise C. liquid A passing into storage A utilizing liquid accountant. From storage it will pump to reactor. Liquid B goes throughing storage B utilizing liquid accountant from storage B to pumping to the reactor. From the reactor, merchandise C coming out. Acid gas from reactor pumping to scouring unit. In the scouring unit, acid gas is cleaned utilizing an alkali solution that is going through into the scouring unit. Scrubing unit leaves impersonal waste watercourse. Liquids are ever available at the recesses to the procedure. There are at least two scouring units working right for the procedure. Stand-by pumps switch over automatically. Pipework failures can be ignored. [ 1 ]

Available information:

• Alarm failure
• Liquid control
• LAL fails
• Liquid control
• Low degree
• High degree
• Agitator failure
• Coking job
• Motor failure
• Shaft break
• High degree
• Low degree
• Excess flow of liquid Angstrom
• Excess flow of liquid B
• Reactor
• Pump failure
• 2 ( a ( two ) )
• Fault tree analysis here liquid waste watercourse composing outside bounds is the top event
• Low degree
• High degree
• Internal mal maps failure
• Connection fails between scrubbers
• Improper cleansing temperature
• Improper alkaline solution pumping to the scrubber unit
• Scrubber unit failure
• Improper flow reactor to the scrubber
• High degree
• Low degree
• Low degree
• High degree
• 2a ) computation of dependability of parts of the system
• Here parts of the system:
• Storages
• Reactor
• Agitator
• Pumps
• Scrubing unit
• Dependability of reactor:
• Here reactor failure can affect the fomenter failure. First one is shaft break and 2nd one is motor failure
• The failure rate of shaft break = 0.1/year
• The failure rate of the motor = 0.3/year
• Scrubber unit has a weilbull failure characteristic with I· = 600 yearss, I? = 60days, and I? = 1.8 [ 1 ]
• Failure rate of pump ( I» ) = 13A-10-6hours [ 2 ]
• Dependability of shaft break:
• Equation for failure rate:
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^6 [ 3 ]
• Failure rate of shaft break = 0.1/year
• So utilizing this we are happening T
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• 0.1/year = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• Here one twelvemonth = 365 yearss
• 0.1/365 = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• T = 90.11 yearss
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^6
• = 0.995
• So dependability for shaft break = 0.995
• Dependability of motor:
• Equation for failure rate:
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^6
• Failure rate of the motor = 0.3/year
• So utilizing this we are happening T
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• 0.3/year = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• Here one twelvemonth = 365 yearss
• 0.3/365 = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• T = 177.29 yearss
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^6
• = 0.948
• So dependability for motor = 0.948
• Dependability for scouring unit:
• Equation for failure rate:
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^I?
• Here we have the T = 133.6 yearss
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Z ( T ) = ( 1.8/ ( 600 ) 1.8 ) A- ( 133.6-60 ) 1.8-1
• Z ( T ) = 0.2/year
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^I?
• = 0.996
• So dependability for scouring unit R ( T ) = 0.996
• Dependability of pump:
• Failure rate of pump ( I» ) = 13A-10-6hours
• Dependability of pump R ( T ) = e-I»t
• Surviving clip t = 70 yearss
• One twenty-four hours = 24 hours
• Surviving clip T = 1680 hours
• Dependability of pump R ( T ) = e-I»t
• = vitamin E ( -13A-10^-6A-1680 )
• Dependability of pump R ( T ) = 0.978

Mentions:

1. Plant dependability and maintainability, assignment inquiry paper, faculty ( CPE6250 ) held on November 30 to December 3, 2009.
2. Frank P. Lees, 1996, Loss bar in the procedure industries, 2nd edition, volume 3.
3. Cris Whetton, ility technology. Failure information analysis. [ Lecture press release ] .from works dependability and maintainability, faculty ( CPE6250 ) held on November 30 to December 3, 2009.

Here parts of the system:

• Storages
• Reactor
• Agitator
• Pumps
• Scrubbing unit

Dependability of reactor:

• Here reactor failure can affect the fomenter failure. First one is shaft break and 2nd one is motor failure
• The failure rate of shaft break = 0.1/year
• The failure rate of the motor = 0.3/year
• Scrubber unit has a Weibull failure characteristic with I· = 600 years, I? = 60days, and I? = 1.8 [ 1 ]
• Failure rate of pump ( I» ) = 13A-10-6hours
• Failure rate of fan ( I» ) = 57A-10-6hours [ 2 ]

Dependability of shaft break:

Equation for failure rate:

• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip

Equation for the dependability:

• R ( T ) = e- ( ( t-I? ) /I· ) ^6 [ 3 ]
• Failure rate of shaft break = 0.1/year
• So utilizing this we are happening T
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• 0.1/year = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• Here one twelvemonth = 365 yearss
• 0.1/365 = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• T = 90.11 yearss

Equation for the dependability:

• R ( T ) = e- ( ( t-I? ) /I· ) ^6 = 0.995
• So dependability for shaft break = 0.995

Dependability of motor:

Equation for failure rate:

• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip

Equation for the dependability:

• R ( T ) = e- ( ( t-I? ) /I· ) ^6
• Failure rate of the motor = 0.3/year
• So utilizing this we are happening T
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• 0.3/year = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• Here one twelvemonth = 365 yearss
• 0.3/365 = ( 1.8/ ( 600 ) 1.8 ) A- ( t-60 ) 1.8-1
• T = 177.29 yearss

Equation for the dependability:

• R ( T ) = e- ( ( t-I? ) /I· ) ^6 = 0.948
• So dependability for motor = 0.948

Dependability for scouring unit:

Equation for failure rate:

• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Here I? = form factor
• I· = characteristic life
• I? = location parametric quantity
• T = lasting a clip

Equation for the dependability:

• R ( T ) = e- ( ( t-I? ) /I· ) ^I?
• Here we have the T = 133.6 yearss
• Z ( T ) = I?/I·I? ( t-I? ) I?-1
• Z ( T ) = ( 1.8/ ( 600 ) 1.8 ) A- ( 133.6-60 ) 1.8-1
• Z ( T ) = 0.2/year
• Equation for the dependability:
• R ( T ) = e- ( ( t-I? ) /I· ) ^I? = 0.996
• So dependability for scouring unit R ( T ) = 0.996

Dependability of pump:

• Failure rate of pump ( I» ) = 13A-10-6hours
• Dependability of pump R ( T ) = e-I»t
• Surviving clip t = 70 yearss
• One twenty-four hours = 24 hours
• Surviving clip T = 1680 hours
• Dependability of pump R ( T ) = e-I»t = vitamin E ( -13A-10^-6A-1680 )
• Dependability of pump R ( T ) = 0.978
• Dependability of the complete system over twelvemonth R ( T ) = norm of system parts dependability
• = ( 0.995+0.948+0.996+0.978 ) /4 = 0.979
• Therefore dependability of the complete system over twelvemonth = 0.979

Mentions:

1. Plant dependability and maintainability, assignment inquiry paper, faculty ( CPE6250 ) held on November 30 to December 3 2009.
2. Frank P. Lees, 1996, Loss bar in the procedure industries, 2nd edition, volume 3.
3. Cris Whetton, ility technology. Failure information analysis.

To accomplish mark dependability of 0.90 over one twelvemonth:

The reliability mark is a nothing failure mark. This is an of import mark implied for those low acting workss, such works do non accomplish certain ends designed by applied scientists. So we have to put an appropriate mark to accomplish works design. the dependability of the system must be improved to accomplish the mark. to accomplish the dependability mark or to better dependability three basic ways must be employed.

By component specification:

For the dependability of a constituent, it must be adequately specified for its full length of service. Extra dependability can be provided by runing the constituents at lower emphasis so their operating emphasizes. By making so early failures of the constituents can be reduced. in a procedure industry, it is really hard for better dependability merely by the specification. This is attributed to the deficit of necessary information sing the effect of the emphasis on the constituents. Components of high quality can non be used ever for economic grounds. Normally the parametric quantities required to better dependability frequently contradict procedure demands.

Some of the dependability betterments include:

Use of disciplinary maintenance- it is defined as the care which is required to mend and convey merchandise after the fix is carried out. it is carried out in constituents who are failures don’t impact of the overall working of the procedure system significantly. This activity chiefly involves fix, Restoration or replacing of constituents. Design improvement-the design of any high-quality procedure works is based on the design of parametric quantities and proficient specifications. the reactor design must be improved for high rates of efficiency. Temperature, force per unit area, and other external considerations must be included in the design of reactor and storage armored combat vehicles. Quality control-Quality control assures conformity to specifications. quality control checks whether measurings of the constituents like reactors, storage armored combat vehicle, scrub units as in this instance conform to the demands.

Preventive care:

Is defined as care carried out to forestall failure or warring out of constituents in the procedure works. This is carried out by supplying systematic review, sensing, and a bar of inchoate failure. The preventive care attempts are aimed at continuing the utile life of the equipment and avoiding premature equipment failures, minimizing any impact on operational demands. In add-on to the everyday facets of cleansing, adjusting, lubricating, and proving. it is carried out merely on those points where a failure would hold expensive or unacceptable effects e.g. reactors, storage armored combat vehicles, scouring units. Many of these points are besides capable of a statutory demand for review and preventative care.

It was in spring of 1993 that Chicago’s Mayor Richard Daley offered former chief-of-staff Forrest Claypool the job of becoming General Superintendent for a city park that became a powerful organization in the history of Chicago. About 8. 6 million people lived within the district, and for the US$37 billion that was set aside collectively for the budget of state and local parks from the year 1987 until 1993 (Clawson, 1996, p. 1), Mayor Daley empowered an organization that could be regarded as plainly enormous. According to the words of James Clawson (1996) of the University of Virginia,

By 1993, CPD had grown to include 550 parks on 7,400 acres with 259 field house/recreation centers, 191 gymnasiums, 90 indoor and outdoor swimming pools, 850 baseball and softball diamonds, thousands of game courts and playgrounds, 2 conservatories, 1 internationally known zoo, a major league sports stadium, an underutilized and underperforming concession business, a $500,000 annual revenue parking operation, and 6 golf courses as well as 31 miles of waterfront recreation facilities with few amenities, and commercial locks on the Chicago River… (p.

1) Chicago Park District (CPD), therefore, had an asset that totaled to about US$2. 3 billion as of 1996 (Clawson, 1996, p. 1). As of 2006 however, it amounts to US$2. 33 billion still, with the total net assets amounting to US$1. 03 billion (Hughes & Kravitz, 2006, p. 20). This paper talks about the revised strategic organizational design initiated by Mayor Daley, which incorporates the concepts of organizational behavior. It shall reflect certain discussions on strategic decisions that were made by the enormous organization.

The overall organizational planning and theory should also be included, with topics centered on the organizational mission, organizational culture and environment, the people systems, organizational structure, revealing organizational behavior and strategic job design. Main Body Organizational mission Elements of strategic job design. Based on the paper written by Oliver Wyman (1998) entitled ‘Strategic organizational design: an integrated approach,’ he indicated that there are mainly three elements of strategic design, which can be described as the following:

First, it should create benefits of scale by leveraging shared resources, expertise, and support functions. Second… [it should] shape behavior by motivating, enabling, and empowering people to do the necessary work. Third … [it should] shape the organization’s patterns of information processing. (p. 9) Under these three basic elements, the basic organizational mission is being formed and created (or recreated).

This is very important because it analyzes the basic need of the organization, and what should be done in order to satisfy or answer the basic need. As stated by Wyman (1998), “In essence, the success of modern organizations relies upon getting the right information to the right people at the right time” (p. 9). In addition to this, Wyman (1998) indicated that “The key is finding the information processing design that’s best suited to the organization’s information processing needs” (pp. 9-10). CPD’s strategic design.

CPD’s case revealed an organizational mission in the mid-‘90s, which became a tremendous step with regards to its movement of following the darker side of bureaucracy—what Clawson (1996) called as “the dark side of government and its related bureaucracy, a classic patronage system” (p. 2). This classic patronage system, before the mid-‘90s, posed problems on registration and other services, on poor advertisements on projects and programs, on being what the Tribune called a ‘ghost town,’ on increasing property taxes, problems with regards to courtesy, and other problems that could be answered through strong strategic planning and design.

The problems could be divided into three: (1) the human-resource concerns; (2) the facilities concerns; and (3) the financial concerns (Clawson, 1996, p. 8). Its basic mission, therefore, was to improve these three concerns, so that the overall service and condition of the organization would largely improve as well. Matching theory. With this, the theory reflected in the organizational mission can be taken from the Contingency theory, which states that: (1) there is no one best way to organize, and (2) any way of organizing is not equally effective (Organizational behavior taxonomy, 2009, p.

5). As indicated, “the best way to organize depends on the nature of the environment to which the organization relates” (Organizational behavior taxonomy, 2009, pp. 5-6). Under CPD, the best way to organize depended on the three resources mentioned. These three shapes the basic mission, which in the case of the CPD, is to largely improve the state of services and take away what is known as the classic patronage system. The strategy in the end, modernizes the organization, so that projects and services would improve. Organizational culture and environment Definition.

The term organizational culture reflects a set of definition that pose a variety of meanings and focuses. In 1960, it was defined by Becker and Geer as “a set of common understandings around which action is organized … finding expression in language whose nuances are peculiar to the group” (National Defense University, n. d. , ch. 16). In 1984, Allaire and Firsirotu defined it as “a system of knowledge, of standards for perceiving, believing, evaluating and acting… that serve to relate human communities to their environmental settings” (National Defense University, n.

d. , ch. 16). Four years later however, Schein defined the term ‘organizational culture’ as… The deeper level of basic assumptions and beliefs that are: learned responses to the group’s problems of survival in its external environment and its problems of internal integration; are shared by members of an organization; that operate unconsciously; and that define in a basic taken-for-granted fashion in an organization’s view of itself and its environment. (National Defense University, n. d. , ch. 16)

Based on these, it is evident that the term organizational culture and environment is being defined according to the design and structure of the society, transforming it into something that is the effect of all properties associated within the environment. CPD’s culture and environment; its relation to contingency. Going over the organizational culture and environment at CPD in the mid-‘90s, as based on the article written by Clawson (1996), it can be identified that it revolves around what the author termed as the classic patronage system.

Relating it to the contingency theory, the internal and external cultures at CPD naturally emerges from the social groups inside and outside the environment of the organization. The tribes, communities, and the nations surrounding it created the design and culture of the environment implicit in the social life, which was why Mayor Daley appointed chief-of-staff Forrest Claypool to be the General Superintendent of this enormous organization.

As its organizational mission and overall organizational planning focused on the condition of the people itself, this cultural design also focused on the people and the community, as well as, the intentional and unintentional social interactions between people of the community. The customs, language, technology, finances, and the abilities formed the outline of the design, which are very important in creating the perfect organizational plan for recreating and improving the park district.

Organizational culture appears to be significant in applying the contingency theory with the light that the internal features of the organization should match those of the environment. Thus, anything that improves the culture of the environment improves the culture of the organization as well. People systems CPD’s people systems. For the improvement of the CPD organization in the mid-‘90s, the human-resource concerns should be recovered first and foremost. Situations were such wherein people took up to four days just to register on one of the serviced classes in the organization.

These classes were poorly attended to, since they were never advertised in the media. As Clawson included in his article, “The park programs were secret and basically designed for people who were in the club and who knew about them, but not for the general public who were paying the freight for those programs” (1996, p. 3). On the other hand, it is being indicated that before the mid-‘90s, no one really knew exactly how many the employees of the CPD were. There were 37 trade unions but more than that no one knew exactly how many.

Another problem was the high level of absenteeism among its employees, reflecting the patronage legacy as one of the most destructive elements in the organization. CPD’s strategy concerning the people systems. In order to improve CPD, Claypool collected the renegades that are, according to Claypool, the employees that go around offering services despite the organization’s crisis. However, with very limited budget, these renegades had to offer their own hand like, for example, for supervisors to use their own funds in improving their own sector and work out trade deals or cover the cost of certain items.

For the good of their own customers, they had to dedicate a portion of their own, considering the fact that they gather an average of $35,000 per year that was relatively high, as compared to the typical employees’ $9. 70 without medical benefits (Clawson, 1996, p. 6). Nevertheless, there were those superb renegades, and soon Claypool was able to reorganize a much more responsible organization that has revolved around the good of the customers. CPD’s people systems and its relation to contingency.

Applying the case of the CPD to the contingency theory, it is evident that the general orienting hypothesis of the theory, which states that “organizations whose internal features best match the demands of their environments will achieve the best adaptation” (Scott, 2003, p. 89), can be applied to this section or case. It applies that the rate of change in an external environment could make an impact on the development of the internal environment in the organization.

As the amount of variance in the external environment duplicates, so does the variance in the internal environment becomes; a higher degree of variance would thus, lead to a more difficult environment and a more difficult organizational mission to attain. The CPD’s case, however, reflects such wherein variance consists of those that agree with Claypool and those that do not agree. Yet, the two conflicting sides were enough to hold and initiate a drastic change. Organizational structure Basic structure. The President of the Board of Commissioners holds the topmost rank in the structure of the CPD.

It holds the Liaison to the Board of Commissioners, the Staff Assistant to the Commissioners, and the Board of Commissioners that, in turn, holds the General Superintendent. This General Superintendent & Chief Executive Officer holds the Executive Assistant to General Superintendent plus four chief officers: (1) the Chief Operating Officer under the development sector; (2) the Chief Administrative Officer under the law sector; (3) the Chief Financial Officer under the communications sector; and (4) the Chief of Staff under the human resources sector (Hughes & Kravitz, 2006, p.

13) In turn, the Chief Operating Officer holds the capital construction, facility management, natural resources, park services, planning & development, as well as, security sectors. Secondly, the Chief Administrative Officer holds the legislative affairs, purchasing, and risk management. Thirdly, the Chief Financial Officer holds the budget, information technology, comptroller, treasury, audit, and the shared financial services sectors.

Lastly, the Chief of Staff holds the regional operations, environment, culture & special events, and the sports & recreation / beaches & pools sectors. The Board of Commissioners is composed of: Maria Saldana as the President; Bob Pickens as the Vice President; with Margaret Burroughs, M. Laird Koldyke, Daniel Matos-Real, Cindy Mitchell, and Rouhy Shalabi (Hughes & Kravitz, 2006, p. 13). CPD and organizational change. In order to improve the organization, Claypool’s strategy was to initiate a large organizational change.

Nowadays, change management is used nowadays to include the concept of organizational development in its broadest sense through the use of organizational change. This organizational change is the intentional attempt by management to improve the overall performance of individuals, groups, and the organization as a whole by altering its structure, its behavior, and its technology. Different organizations use a variety of change techniques to accomplish their goals, and research has shown that planned change is more likely to bring about performance improvement than unplanned change.

This is why managers and leaders are likely to adapt these seven steps: (1) forces for change, (2) identifying alternative organizational change techniques, (3) recognizing barriers; (4) resistance to change; (5) overcoming resistance to change; (6) implementing and monitoring the change process; and (7) evaluation and feedback. This is a continuous cycle that, if done explicitly, enhances the scenario for success and development. This is according to the statement done by Thomas Duening and John Ivancevich (2003) in their book entitled Managing organizations: principles & guidelines.

Conclusion The three elements of strategic design—creating benefits of scale, shaping behavior, and shaping the pattern—formed CPD’s organizational mission in order to answer the basic need of the organization during the mid-‘90s. Claypool and his associates were able to identify the basic need and thus, were able to come up with a design that saved the organization, with the help of the other members that Claypool called the renegades. Their strategic design took away the classic patronage system by initiating teamwork and change.

This can be related to the contingency theory, since it reflects the thought that the best way in handling an organization depends on the internal and external culture and environment of the organization (Organizational behavior taxonomy, 2009, pp. 5-6). From here, the three elements of strategic design were used in the organization, in creating a design that answers the basic need through the application of the contingency theory and the belief that the organization could come up with a planned radical change that saved the organization as well as the public.

Indeed, nothing is impossible as far as organizational change is concerned. References Clawson, J. (1996). Chicago Park District (A). Charlottesvill, VA: University of Virginia Darden School Foundation. Duening, T. , & Ivancevich, J. (2003). Managing Organizations: Principles & Guidelines. Ohio: Atomic Dog Publishing. National Defense University. (n. d. ). Chapter 16: Strategic leadership and decision making: organizational culture. Retrieved in March 8, 2009, from its official database: <http://www. au. af. mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch16.

html>. Hughes, S. , & Kravitz, C. (2006). Comprehensive Annual Financial Report for the year ended December 31, 2006. Chicago, Illinois: Chicago Park District. Organizational behavior taxonomy. (2009). Retrieved in March 6, 2009, from the files of Bernabe Rosa of the University of Phoenix. Scott, W. R. (2003). Organizations: rational, natural, and open systems (5th ed. ). Upper Saddle River, NJ: Prentice Hall. Wyman, O. (1998). Strategic organization design: an integrated approach. Portland, OR: Delta Organization & Leadership LLC.

Organizational design is a process of bringing together the staff members, information and technology resources present in the organization. The organizational design is based on a formal structure and can play a major role in structural management. Organizational design plays a very important role in bringing abut quality control processes and improving upon the quality of care. As organizations would be slowly considering and implementing improvements, organizational design is a variable factor (Medscape Today, 2007). There is a strong link between the organizational design and the performance of the organization.

The organizational design would also dictate the manner in which the work is being handled in the organization. There are significantly two reasons as to why an organizational design is arranged. Firstly, there is a constant follow of information in the organization, and secondly, flow of such information could be utilized for decision-making and management processes, requiring a lot of integration and coordination (Creteur, 2003). In the hospital Z, the organizational design is based on a centralized structure, which does not support quality control processes.

There is no autonomy at the clinical level, and all quality control processes are being implemented and managed at the administrative level. The primary reason for the quality control processes to be implemented at the administrative level was to ensure a greater savings in costs and to allow the administration had a greater control over the quality standards in the hospital. The administration was greatly interested in over viewing the quality performance in the hospital and to ensure that the costs of implementation any quality program was under its control.

The administrative set up includes more of managers, administrators and hospital administrators, rather than physicians, specialists and clinicians. The clinicians are less frequently involved in any quality control processes. At the clinical level, several clinical processes may be on-going. Having a separate team to manage the quality control processes has resulted in both these processes not integrated in an appropriate manner. There has also been a conflict due to the centralized control over quality and the local control over the clinical processes (Medscape Today, 2007).

Many of the hospitals throughout the world would not be looking at the proper organizational design as they would not consider it important. However, a proper organizational design would improve upon the functional design and result in an improvement in the overall strategy. It is important that the hospital itself give importance to various functional units such as clinical departments. In each department a manager should be present and ensure that all the quality control processes should be a part. The allocation of resources and the general administration of all the quality control processes should be bottom-up rather than top-down.

Initially, there may be conflicts between the management and the clinical units over various issues, but having such a structure would improve the overall efficiency of the organization (Medscape Today, 2007). The organization should have quality control program in each department. Each of the clinical department should develop a quality control program to manage separate clinical issues. For example, the cardiac department could implement a quality control program for myocardial infarction, whereas the anesthesia department could implement a quality control program for pain.

The status of these problems should be assessed and evaluated at various stages starting from the admission into the hospital, till the discharge of the patient. Resources need to be allocated and staff members need to be assigned duties in order to manage such quality control programs. It would be difficult for the administration to conceptualize such program. The individual clinical departments are in a better position to understand the need for such programs and accordingly implement them (Ricard, A.

, 1999). Bibliography Ricard, A. H. (1999). A quality control program for acute pain management in out-of-hospital critical care medicine. Annals of emergency medicine , http://cat. inist. fr/? aModele=afficheN&cpsidt=1206356. Creteur, M. (2003). Organizational design and hospital performance. UCL , http://www. uclouvain. be/cps/ucl/doc/iag/documents/WP_51_creteur. pdf. Medscape Today. (2007). Organizational Design. Retrieved March 23, 2009, from Medscape Today: http://www. medscape. com/viewarticle/568115_4

Abstraction

Visual image is really of import for acquiring attending and tells the message in an impressive manner. Our application helps to plan the information and visualise it in different charts, even customization is possible. It provides an effectual manner of communicating to the mark audience. Application helps to change over research natural information in ocular signifier for better analysis. Application helps to bring forth attractive ocular and synergistic charts. Large set of informations eg study, research etc or informations saved in any signifier eg excel, cloud platforms etc can be integrated and converted. Even unrecorded informations set integrating is possible.

Application provides different types of chart customization features eg belongingss, colour, text, drag & amp ; bead etc. Predefined templets can be managed or used for better apprehension. Our application besides provides different sharing options and coaction. Multiple peoples can join forces and work on the same research. Application can be unrecorded integrated with different societal media, progress sharing through mail, URL is besides provided. Branding option for branding visual image is besides provided.

 Introduction

• Project Description

The Real-time information visual image can supply significant and noticeable return for companies that use these tools efficaciously. Wielding informations in existent clip can be highly advantageous for organisations of all sizes and acrossindustries, as this ability certifies employees with the resources they need to utilize best public presentation in severalscenarios. At the similar clip, organisations can non anticipate to merely roll up the information into vision without the right proficient tools. This will run the demand for ocular informations find engineerings ; alternatively the critical informations are easier to understand.

A new Aberdeen bunch study of over 200 concern executives highlighted the impact ofreal-time information visual image toolsinthe workplace. The research found that companies using period of clip solutions are able togather cardinal informations among a finite measure of clip 22 per centum more oftenthan organisations without real-time platforms. In another words, concerns with real-time information visual image technics are more often able to do better determinations alternatively of trusting purelyon inherent aptitude. This creates infinite for clear competitory advantages.

In add-on, companies that is besides able to acquire batch of out of their overall concern intelligence ways, to supplying value on the topographic point with the usage of real-time informations visual image solutions. Harmonizing to the Aberdeen Cluster, 71 per centum of houses utilizing real-time or period image platforms even have ad-hoc analytical services that enable assorted groups throughout the work point in their ownership to take full advantage of the information.

Real-time informations visual images are besides ready to supply merely distinguishable returns. The study found that approximately 26 per centum of companies utilizing these solutions in topographic point were ready to verify new grapevine histories, whereas 15 per centum were ready to bring forth a batch of gross through optimized tools. Another 10 per centum of companies with real-time information visual image platforms were ready to diminish extra in operation monetary values, which may ease decision-makers, invest in extra significant undertakings without lay waste toing the stone underside line.

Experts normally agree that visual image engineerings could besides be really helpful for corporations that are encompassing the big informations phenomenon and made to cover with more and more complex and advanced information sets. Because the power of traveling rapidly and easy is indispensable in this fast traveling competitory corporate universe, executives has to supply their work forces in real-time solutions which will change over natural informations into merely understood penetration every bit early as possible.

Even advanced analytics are acquiring to be portion of the equation, organisations that uses these tools in add-on to visual image platforms that makes easy-to-digest dataimagerywill possible themselves to recognize in a better manner to win and acquiring benefits over compete companies missing thesemethods.

• Datas analysis

Data analysisis the procedure of analyzing and summarizingdatawith the purpose to pull out usefulinformationand develop decisions. Data analysis is closely associated with informations processing ; howeverdata processing tends to concentrate on larger informations sets with less emphasis on makinginference, and sometime uses the information that was chiefly collected for a distinguishable intent. Instatistical applications, some people divide informations analysis intodescriptive statistics, exploratory informations analysis, andinferential statistics ( orconfirmatory informations processing ) , wherever the EDA dressed ores on detecting new option within the information, and CDA on corroborating or disproof bing decision.

There are two types of Data analysis:

1. Exploratory informations analysis ( EDA ) : It is an attack to analysing information for the purpose of formulatinghypothesesvalue testing, complementing the tools of typicalstatisticsfor proving hypotheses.
2. Qualitative informations analysis ( QDA ) orqualitative researchis that analysis of non-numerical information, for illustration words, images, observations, etc.

• Aims

The aim of our application is

Decision shapers at assorted degree has to welcome information visual image package tool, as batch of information is stored and processed, that helps them to see analytical consequences given visually, happening comparative factors over the 1000000s of variables, communicate factors and decision to others, and it besides read the longer term. Because of the method the human encephalon grips information ; the people can easy and rapidly acquire the mean for big informations points when they are displayed utilizing charts and graphs alternatively of maintaining spreadsheets over hemorrhoids or merely reading pages of studies.

• Judge the information you are trying to see, together with its size and cardinality ( the individualism of informations values in a column ) .
• Find what you are traveling to visualise and what type of information you are seeking to pass on.
• Have a ocular that will supply the information in the simplest and better signifier for your audience.

Data visual image is a work of art, and there will be several graphical techniques which can be used to assist people to acquire the narrative, their informations is stating.

Faculties

1. Connection

Application provides four different options for uploading user’s dataset.

• Excel Spreadsheet
• Google Spreadsheet
• API
• Users new informations set

Tool

Tool option provides different type of options as charts formats, templets so visual image can be done really fast. Chart options provided are listed below-

• Barroom
• Stacked Barroom
• Ringing
• Half-Ring
• Area
• Jazz band
• Line
• Column
• Stacked Column
• Pie

2. Charts-

Embed Code: user can copy and glue into user’s web site or web log

Uniform resource locator: sharing can be done with URL

Social media sharing: charts can be shared on the societal media with the aid of different sharing options.

SEO: Even the charts can be used for SEO labeling

Live: Application helps to print unrecorded charts

3. Customized Templates

Templates can be organized and used harmonizing to the demand, following customization can be done-

• breadth and tallness
• background colour
• line colour
• line thickness
• fount colour
• fount size
• Grid line colourss and grid line thickness
• Data series colourss direction
• Title direction

4. Formating Tool

Items can be modified by fount, colour, breadth, etc. Branding user’s chart with a logowill addition user’s on-line presence and guarantee that user acquire ascription for user’s informations, particularly when user’s public charts are shared across web sites.

• Axiscustomization – class axis
• Grid Lines– grid lines can be customized
• Chart Area– the boundary line that outlines user’s graphical informations
• Background– back colour
• Data Series– information series can be added or modified
• Legend– is the cardinal box for the step axis
• Data Values– values on the charts
• Comment Text Formatting– text boxes used for noticing, user can attach remark boxes to want informations series

Compare and contrast the rightful outlooks that patients and research topics may hold of the medical professionals they encounter in the clinical and test scenes. What aspects of test design prevent chase of the research topic ‘s best medical involvement? Be every bit specific as possible.

Rights of patients in clinical scenes and the right of research topics in the test scenes.

Introduction

Narratives of patients who have been denied attention or coverage with black and sometimes fatal effects , together with a series of incidences in the past such as the Washington Post narrative in late 2000 ( of a 1996 medical experiment conducted by Pfizer research workers in Kano , Nigeria, depicting the slow decease of a 10-year-old miss known merely as Capable 6587-0069 while Pfizer research workers, watched her deceasing without modifying her intervention, following the protocol designed to prove their antibiotic Trovan in kids ) and the ” Tuskegee Study of Untreated Syphilis in the Negro Male ” has led to:

1.  relevant governments taking legislative and oversight involvement in the intervention of patients and the behavior of clinical tests,
2. a subdivision of the public naming for confidence that all those involved with patient hospitalization or intervention and clinical tests will put the protection of the rights and public assistance of patients and human topics above all other involvements and
3. patients and research topics anticipating and demanding certain rights.

There are similarities and unsimilarities in outlooks that patients and research topics may hold of the medical professionals they encounter in the clinical and test scenes.

Similarities

Areas were similarities exist include :

1. Rights to information

Patients in clinical scenes expect to hold a right to information about their intervention program such as type of intervention and options available and the hazards associated with them, so that they can do informed determinations. Similarly, topics in test scenes expect to be good informed about all facet of a test they are about to inscribe in such as the rights, benefits and hazards. This is usually done via an ” Informed consent ” mechanism.

2. Rights to decline intervention or medicine

As a corollary of the above, patients and capable alike besides have rights to do of import determinations such as refusing, authorising or holding to undergo specific medical intervention or take any medicine or take part in a test. This is possible through the procedure of communicating between a patient and medical practicians ( a.k.a. informed consent ) , which is non unlike in the instance of topics in test scenes. In both instances the medical practician must obtain informed consent from the person concerned without coercion and incentives, utilizing a linguistic communication that they understand. The cardinal message is that consent is voluntary with freedom non to take part or retreat any clip.

3. Rights to Confidentiality

Another country of similarity is the issue of confidentiality. Patients in clinical scenes have the right to speak in private with medical practicians and to hold their wellness attention information protected at all times. Similarly topics in test scenes expect medical practicians to do equal commissariats to protect their privateness and keep the confidentiality of their records.

Dissimilarities

Areas of contrast in outlooks between patients in clinical scenes and topics in test scenes include :

While patients expect that the result of their relationship with medical practicians will ensue in the proviso of medical attention, clinical tests in topics aim at advancing improved medical attention from cognition gleaned from controlled experimentation.

Subjects enter into tests without the chances of holding any medical benefit. These tests are conducted on the footing that the cognition to be gained will be valuable and hence warrant the hazards. On the other manus, patients accept the hazards of medical intercession on the footing of possible medical benefits to their individuals.

The medical practician has a fiducial duty to patients in a clinical scene to work in their best medical involvement. On the contrary, because the chief purpose of clinical tests is research, the medical practician in test scene has no fiducial relationship with the topics enrolled in the test.

Decision

In contrast to Thomas Chalmers place that the pattern of medical specialty is more or less the same thing as carry oning clinical research, because harmonizing to him every practicing physician conducts clinical tests every twenty-four hours as he sees his patients and that ” clinical test ” research is nil more than a formalisation of this procedure , the similarities and unsimilarities enumerated above prompts one to differ with his positions because the unsimilarities are so important that disregarding them will ensue in non seting in topographic point the right steps to guarantee the best involvement of patients or topics are served in either the pattern of medical specialty or in clinical research.

Aspects of test design that prevent chase of the research topic ‘s best medical involvement:

In order to reply this inquiry we have to define between healthy and non-healthy voluntaries. The facets of test design that prevent the chase of the non-healthy topic ‘s best medical involvement during research, is the usage of placebo controls, randomisation, blinding, protocols curtailing intervention flexibleness, and research processs to mensurate survey results during tests.

[ nine ]

This concerns whether a control group in a test must have the same intercession as the trial arm. For illustration, tests that compared a short class of Retrovir with placebo for the bar of antenatal transmittal of human immunodeficiency virus ( HIV ) infection generated considerable contention as some participants were intentionally put at hazard.

[ x ]

These issues are non of concern in surveies utilizing healthy voluntaries.

Another aspect common to both healthy and non-healthy topics is in instances were there might be ” Financial Conflicts of Interest In Clinical Research ” . Significant fiscal involvements in human topics research can show serious issues and expose topics to hazards. The Task Force on Financial Conflicts of Interest in Clinical Research, under the protections of the Association of American Medical Colleges, in their 2001 study pointed out that ” chances to gain from research may impact – or look to impact – a research worker ‘s judgements about which topics to inscribe, the clinical attention provided to topics, even the proper usage of topics ‘ confidential wellness information ” . ” Fiscal involvements besides threaten scientific unity when they foster existent or evident prejudices in survey design, information aggregation and analysis, inauspicious event coverage, or the presentation and publication of research findings ” they added.

The term “urban design” may have been coined in the mid-1950s but 20 years later it was still largely unused outside a small circle of people concerned with the four- dimensional development of precincts of cities. It has a wide, almost boundary-less definition with different connotations depending on professional discipline or the particular context within which the urban environment is being assessed. It is the process of making or shaping physical forms through cognitive perception (senses) (Arnheim, 1969)-it is not simply an intellectual process nor can it be.

Design is not linear and constitutes a sensual engagement with reality (not virtual reality). Elements of Urban design: Urban Design involves the design and coordination of all that makes up cities and towns: a. Buildings, b. Public spaces, c. Streets, d. Transport and e. Landscape. Urban Design weaves together these elements into a coherent, organized design structure. The urban design structure defines the urban form and the building form. Design is also making of things through indirect or unintentional actions.

It is the physical and geometric manifestation of underlying forces generated by human ehavior and its interactions with the environment. The way you arrange your furniture in the living room to be “comfortable” is an act of design that has behind it significant underlying (cultural) forces and determinants (Hall, 1966). Consequently, as we approach design in our culture, we have basic approaches and conventions for interpreting human behavior and needs into design form. 0 People: need, want, aspiration, passion. Program: what and how much of something satisfies the stated need. 0 Context: bio-physical, cultural, Jurisdictional, historic/time, interrelationships. Organization, structure, and process. 0 Design elements, principles, and relationships or compositions (art): space, enclosure, movement, and circulation. 0 Structure, manufacturing, and economy. References and source: Urban Design. org. Books: Jon Lang – , Urban Design: A typology of procedures and products, Ron Kasprisin – Urban Design, the composition of complexity. 4. Short notes: a.

URBAN SPRAWL: The uncontrolled expansion of urban areas. Poorly planned development that spreads a citys population over a wider and wider the land between them and the city fills in as well. Examples: . A Northern Virginia housing development encroaches on farmland. Population growth and relocation is threatening rural environments across the world. Photograph by Sarah Leen Written by John G. Mitchell Republished from the pages of National Geographic magazine. 2. In the United States, urban sprawl is becoming a matter of increasing concern.

From 1970 to 1990, people who worked in U. S. cities moved farther and farther from urban centers. The population density of cities in the United States decreased by more than 20 percent as people in cities moved to suburbs and outlying areas. About 0,000 square miles of rural lands were gobbled up by housing developments. For example, the population of the city of Chicago decreased during this period from 3. 4 million people to 2. 8 million. But the Chicago metropolitan area grew from about 7. 0 million persons to 7. 3 million.

Sprawl occurs in metropolitan areas that allow unrestricted growth or that have no plans to contain it. Other factors include the widespread use of automobiles and the building of expressways. Example: Mexico City. References and Source: Unbelievable aerial photographs of Mexico City show how the urban landscape preads over mountains while maintaining a remarkable 25,400 people per square mile. “In a megalopolis like Mexico City,” Mail, “the relationship between man and space is ever so apparent. ww. pearlandisd. com” National geographic. com – By John G. Mitchell in July 2001, Fraser Sherman – Demand media. b. URBANIZATION: Urbanization is the physical growth of urban areas which result in rural migration and even suburban concentration into cities, particularly the very large ones. The United Nations projected that half of the world’s population would live in urban areas at the end of 2008. By 2050 it is predicted that 64. 1% and 85. 9% of the developing and developed world respectively will be urbanized.

Urbanization is closely linked to modernization, industrialization, and the sociological process of rationalization. Urbanization can describe a specific condition at a set time, i. e. the proportion of total population or area in cities or towns, or the term can describe the increase of this proportion over time. So the term urbanization can represent the level of urban development relative to overall population, or it can represent the rate at which the urban proportion is increasing. Example:

Chicago 1854 1898 Graphs: Source: United Nations, World urbanization prospects: The 2003 revision, population division of department of economic and social affairs of the United Nations secretariat. c. URBANITY: Urbanity refers to the characteristics, personality traits, and viewpoints associated with cities and urban areas. People who can be described as having urbanity are also referred to as citified. Example: They seek papers and panels that investigate elements of urbanism and urbanity during’ the long nineteenth century, such as: urbanites (the flaneur, the prostitute, the detective, the criminal, etc. urbanites and the rise of consumer culture; immigrants and urban communities: urban domesticity in literature and culture; architecture, urban design, and city planning; urban spaces and the gothic imagination; motilities and forms of urban transport; the politics of urban space; the city and the natural environment; urban cartographies; urban crime and violence; urban spaces and urban peripheries (Suburbs; ghettos, wastelands, industrial zones, dumps and other hybrid spaces); urbanism and public health; animals and urban environments; concert halls, opera houses, and other urban entertainment venues; estaurants, cafes, and urban eating and drinking; leisure and urbanism; city/country divides; and the anti-urban tradition in art and literature.

Typology (in urban planning and architecture) is the taxonomic classification of (usually physical) characteristics commonly found in buildings and urban places, according to their association with different categories, such as intensity of development (from natural or rural to highly urban), degrees of formality, and school of thought (for example, modernist or traditional). Individual characteristics form patterns. The word type has been derived from the Greek word ‘Typos’ which means ‘impression’.

A type in urban design is a characteristic set of form properties of a building, a space or combinations of both (groupings of buildings or spaces, combinations of buildings and spaces). A type is not a concrete example that can be copied. It is a means of establishing a relation between a large numbers of comparable objects. Keeping that in mind it can be seen as a kind of ‘generalized model’. In contrast to a category that has a sharp delineation, the delineation of a type is vague and it is multiple interpretable. This makes it pre-eminently suitable to be used in a design process because it occupies a position in between abstract ideas measures than to the modern measure. The type incorporates quality and quantity, but it is not necessary to revert to pre-rational scientific ideas to use it.

Buildings have been classified in many different ways, depending on the nature of the study, and the purpose of the classification. In building type studies, for example, buildings are classified according to their functions. The purpose of building type studies is to compare the methods by which different architects have responded to imilar client needs (building task), under different economic, social, technical and site constraints. Hospitals are studied together, and so are schools, houses, office buildings, stadiums and so on. The differences in the design approach among the designers can be very instructive. References and Sources: Books: Urban Design: A typology of procedures and products,

One of our divisions makes an electric scooter:

Classic case of where a designer looking for new modes of ultra light transportation came across the scooter and electrified it. Boy, people said he was crazy. Kids begged their parents not to ride one (shame) and a cop said, It’s not a moped. It’s not a motorcycle. It’s not anything and I don’t ride anything when I’m not sure what it is. Best example I know of why designers have to be free to do their thing without having market researchers be responsible for picking up on market trends.

According to an adage, the mother of invention is necessity. When man finds himself faced with adversity, he starts to become creative as to find ingenious ways to discover a solution to a pressing problem.

In this caselet, the problem of the designer is coming up with new modes of mobility probably with the following features: portable enough to weave through traffic, light enough to carry or push without additional hand or fast and mobile enough to consume little amount of gas. This is a classic example of an end justifying the means, and a solution that will address three problematic issues of the modern world: traffic, oil prices and a sense of independence in terms of machine breakdown.

The comments made by the kids and the cop manifest the usual skepticism of the many as soon as something new comes into the world to revolutionize something, which later on, is nevertheless learned to be appreciated for its pragmatism and practicality. But the best observation in the case is that of providing the elbowroom and freedom to designers and inventors to work their way through inventing or discovering solutions to the pressing societal and technological issues of the times. Take the case of the graduates of Massachusetts Institute of Technology (MIT) or the California Institute of Technology (CalTech) who are known to create patents after patents of new technology for almost anything everyday.

This is a case between design by the artists and functionality by the engineers. This is also a case where both are correct and that both the design and functionality are necessary for a certain product or proposed product to sell and create a phenomenon in the market with. Both are correct, in fact are necessary to achieve full realization of the commercial potential of a certain product. Complementation is a strategy where products and services can best serve their synergy of usefulness in terms of characteristics that fills in where the other is lacking.

Design is what makes a product attractive to the buyer. It is value-added feature of a thing that enhances the ownership and sometimes even its functionality. Functionality is the characteristics of a thing that represents its primary reason for being, such as a tool or implement. Often design and functionality complement each other although there are cases where design and functionality affects each other. But the real issue between design and functionality is how best can these preferences be adopted on a complementary basis without one affecting the other or how best can they be considered together that all the more enhances each other.

A classic example is a car where the design and functionality may not complement each other but has the potential of evolving a design that best complements each other.  Other examples are websites (Barnard, 2007), residential houses, furniture, equipment and similar items where functionality and design can actually find create a dominant synergy beyond expectations.

The most important consideration in the redesign for the Mini for the US car market was the growing issue of utility and aesthetics. Utility here represents the inherent cost savings, the maneuverability and the cute, colorful compact nature of the Mini. Aesthetics is the design   attractiveness to the buyer. All these were highlighted in the promotional materials before the launching that made the American buying public anticipate with curious expectations. The remake and showing of the movie, The Italian Job made the buying public more interested in trying for themselves the MiniCooper phenomenon themselves.

The nature of the US car market is its penchant for design and functionality win everything. The Mini Cooper is one car that can be designed to “personally speak” for the owner itself. Along this line, the customization preferences allowed for buyers is a strong benefit for the marketing of the Mini Cooper.

BMW is already known for its quality in terms of durability, engineering and functionality. This is where design and functionality can work together: The Mini Cooper…by BMW.  This tagline is a powerful selling point: the colorful design of the Mini Cooper and the superb functionality quality of the BMW name.

In redesigning the Beetle or the Thunderbird, the careful merger of the nostalgic name and the functionality of modern technology are to be considered. Buyers would think they are buying two things in a car – its former fame and glory of the past and the application of basic and value-added functionality of the present. You explained earlier how the new product team leader…like a conductor and a quarterback. What do you think he had in mind?

New product teams in most dynamic organizations become the new breed of directors and managers next to the higher level, multifunctional group. The latter is the traditional project teams – the primary circle of decision makers and actors behind the success of most organizational teams.

Cross functional teams as they now call it, is a group composed of members with various degrees of competencies aiming to resolve an issue with the best quality approach and with the longest-term benefit possible. Members of the team come from various disciplines which are equally impacted by the organizational issues being resolved.   Thus, their participation in the team is a means to address, at the expert level, the implications of resolving an issue along their areas of expertise. This approach gives an organization an assurance that issues resolved by a cross functional team (CFT) is the best approach with the least consequences to decision making.

The analogy to the role of the conductor and a quarterback is the latter’s role as the leader of an offensive team, tasked with calling the play, initiating all plays as he receives the ball. The quarterback takes the snap, runs with the ball, call the shots, do a forward pass. The most visible roles on the team, he handles the ball at every play. He exudes a great deal of responsibility both in directing play strategies as well as decisions during a play.

Hence, like the new product teams, the leadership vigor of the conductor of an orchestra and the quarterback of a football team determines the symphony produced by the various instruments as well as the synchronized play staged by the members of the offensive football team towards a successful conclusion of a team undertaking. The conductor and the quarterback are critical to the team play. Their enthusiasm and rhythm in the play are, and should be contagious and spontaneous to give assurance, motivations as well as directions to each player in the group.

You mentioned culture….what kind of a culture do you like best in the classroom where you are using this book? Is that culture consistent with the general idea of management we have had for years?

This culture-management phenomenon is one critical issue in the effective management of organizations. In effect, they are opposing forces that confuse the organizations into thinking that what each member of the organization is doing is part of real management in the team, when in fact, they are plain practices derived from interpretation of management policies. Culture here represents the gap between what needs to be done (management) and what is actually done and how it is done (which is culture). Culture is a very powerful force in an organization, hence the root word cult.

Culture can determine the outcome of every management function as well as the quality of that outcome. Although there are cases where culture can actually help the organization achieve its objective faster, but there is an equal amount and degree of constraints on management caused by cultural anomalies.

In the classroom, the prevailing culture is one that is emerging in terms of the composite nature of every member of the class including that of the lecturer. Their individual cultural traits merge into a unified behavioral reactions that determine the distinct identity of the class and this usually differs in another class handled by another teacher or another class handled by the same teacher. Often, the classroom culture varies with the ideal classroom management scenario.

The modern times demand respect for and from every component of an organization. Empowerment is implied and must be exercised. Further, the organization is a team and the team must be motivated to achieve the organizational goals and objectives. The critical area here would be how to align culture with management. The consequential problem is how culture and management can conspire to create an ideal working atmosphere and relationship, if ever this is possible.

Case: Marko Products

Wong knew that putting a structure into place was not enough—the people in any structure had to work effectively as a group. So please take what ever organization option you choose for the nonscientific medical office equipment and then go through the following topics commenting how each topic would relate specifically to the equipment group management

1. culture,
2. team ownership
3. selecting the leader
4. need for product champions
5. compensating the team.

Case: Product use testing for new consumer nondurables

What do you think would be the biggest concern about each of these products that might be unearthed using product use testing? Using the list of product use testing decisions given in this chapter, make recommendations as to how some or all of these could have been product use tested prior to launch?

The following concerns are might be considered and earthed in the product use testing of the items lined out in the case problems:

For the Kellog Special K Plus

The packaging and reclosing mechanism might just prove to be sensitive and volatile not only to the chemical elements present in the cereal but on the applicability of the gable box top for the product itself.

Coca-cola Surge

The consuming public might think that Coca Cola has run out of ideas to name its traditionally excellent products. The pitfall in naming new products against successful ones will indicate a strategy of mimicking products already in the market. Competitors might not like the idea and capitalize on this principle to destroy the new entrant.

Uncle Ben’s Rice with Calcium

Using the testimonial of an association to endorse a product has its advantages and disadvantages. More than its advantages, the downside of group testimonial on the consumer sector is that the company relies heavily on the external factors of the products rather the merit of the products itself. Testimonials are often associated with huge compensation in advertising for the use of the testimonial. If the person giving the testimonial suddenly gets involved in some form of contrary scandals which has happened to a number of new products and existing products, the product as well as the company suffers together with the endorser.

Avert Virucidal Tissue

The use of the word AVERT might not sit well with many consumers in the market. What is to be averted? In hygiene products, it become better to use something soft, tender and caring is recommended to give the buyer some denotations of comfort of even appreciating the name of the product itself and what it can do and not what it will AVERT.

Wheaties Dunk-A-Ball Cereal

This product might not be appreciated by parents in times when kids should be eating and not playing. This will contradict the table manners children need to be trained. Mothers might no longer patronize the product once damage is done not only on the breakfast table but on children getting injured in the play that is implied in the use of the cereal.

References

1. Barnard, Hannah  June 18th, 2007,  Design vs. Functionality, HTML Primer, Retrieved November 21, 2008
2. http://www.htmlprimer.com/articles/design-vs-functionality