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Ch_5_F

P.S.Sona Laxmi Publications PDF

Determination of Flow Rate by Direct Weighing or Measuring

EXPERIMENT

21

5

DETERMINATION OF FLOW RATE BY

DIRECT WEIGHING OR MEASURING

AIM

To determine the flow of fluid by direct weighing or measuring.

REQUIREMENTS

Long tube connected to a water inlet

(1)

Measuring tank

(1)

Measuring cylinder of capacity (1000 ml)

(1)

Weighing balance

(1)

Stop clock

(1)

PRINCIPLE

One of the methods of determination of flow rate is by direct weighing or measuring. In this method no other parameters are considered for calculating the flow rate. The amount (volume) of the liquid coming out from the pipe up to a particular time is determined and from the value, the volume of liquid passing through the pipe per min is calculated. Same way the weight of the liquid collected for different time Interval is determined and the flow rate in weight per min or sec is found out.

PROCEDURE

1.

2.

3.

4.

5.

Arrange a pipe line (straight) of known length.

Attach one end of the pipe line to the water tap with suitable arrangements.

The opposite end of the pipe is fixed into a measuring cylinder.

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Medium 9780874259452

Strategy #11 Understand the Customer’s Needs

Peter Garber HRD Press, Inc. PDF

Strategy #11

Relationship

+

Understand the Customer’s Needs

1. Know the

Customer

6. What’s in a Name?

11. Understand the

Customer’s

Needs

16. Creating

Buying Habits

21. Teamwork

2. Build

Rapport

7. Selling Up,

Down, All

Around

12. Empowering

Customers

17. Selling

Service

22. Adapting to Change

3. Honesty is the

Best Policy

8. Contingency

Selling

13. Cutting

Costs

18. Full-Service

Selling

23. Beating the

Competition

4. Understand the Customer’s

Perspective

9. Creating the Need

14. Just-in-Time

Opportunities

19. Global

Approach

24. Creative

Selling

15. Pull-Through

Sales

20. Value-Added

Sales

25. Worth the Price

5. Selling the

“Sizzle”

10. Having the Latest

Technology

Performance

Sales Strategy

Relationship—highest

Performance—moderate

This strategy is focused strongly on relationships that are essential to understanding the customer’s needs.

Meeting the customer’s needs is the true definition of quality. A sales strategy based on this objective needs to be committed to providing the highest quality product or service possible to meet the customer’s needs.

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Medium 9781780648347

PART 2 SOCIO-ECOLOGICAL RESILIENCE

Butler, R.W. CABI PDF

Part 2

Socio-ecological Resilience

Introduction

The movement of resilience from a physical science concept into the social sciences has to some degree followed a similar path to that of other such concepts including chaos theory, whereby the transfer of ideas has ‘caught on’ with researchers outside the original disciplines and become popularized in different contexts. Such a transfer has not always been universally accepted and certainly not without issues and problems as for example, in the context of chaos theory and its application to tourism, but the results are often stimulating and rewarding in terms of introducing different ways of examining common problems. In the case of socio-­ecological systems, and in particular communities, the problems arising from the introduction or expansion of tourism are well documented and have been studied from many viewpoints and well summarized in Mathieson and Wall’s seminal work on tourism impacts (1982). The three chapters in this section examine the application of one aspect of resilience in the context of destination communities, linking adaptability, governance and capacity in explaining how human communities can increase their resistance and reduce their vulnerability with respect to tourism. Ruiz-Ballesteros reviews an approach to

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Medium 9781567263770

CHAPTER 9: Time Management

Pratt, David Berrett-Koehler Publishers ePub

There never seems to be enough time to do an IT project. The IT project manager’s greatest worry often seems to be the project’s schedule, as if there are not enough things to fret about already.

Laying out a well-thought-out and realistic schedule for a project can be a challenge for any project manager. Identifying all the tasks required to construct a new system, modify an existing system, or install infrastructure upgrades is a complex task. Estimating the duration of those tasks, laying them out in a logical order, and assigning resources to each task require discipline and rigor. About the time the team completes that complicated effort, the boss shows up with a new schedule constraint. Now the team has 12 months to complete the project rather than the 16 they had planned on.

The discipline of time management is a key skill set project managers and their teams must master. In a fast-paced world, opportunities are presented and extinguished at a rapid rate. Having the right solution in place to leverage those opportunities when the time is right can make the difference between occupational survival and disappointment.

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Medium 9781576750278

CHAPTER 4: THE JOBLESS PRODUCTIVITY TRAP

Henderson, Hazel Berrett-Koehler Publishers ePub

Jobless economic growth is the result of the industrialization paradigm and its focus on narrowly accounted production efficiency and laborsaving technologies. Productivity statistics still focus on labor productivity in terms of per capita averages, thus driving economies toward greater capital intensity and mechanization— even as politicians promise full employment. Noneconomists point out that such formulas are contradictory, ignore “externalities,” increase automation, and also increase unemployment—unless new jobs are created even faster than jobs are destroyed. While many government officials point to technological change as the source of job displacement, they also rely on gross domestic product (GDP) growth and “technological progress” to reemploy those displaced.

Because it focuses on narrow production-efficiency statistics in the private sector, the economists’ recipe for GDP-measured economic growth disregards social and environmental costs to taxpayers and future generations. This disregard cannibalizes or reduces social and environmental productivity, leading to fewer workers with more sophisticated tools producing more goods and services—while unemployment and welfare rolls rise. (See Fig. 8. Total Productive System of an Industrial Society on page 58.) A generation of economists has been commissioned to elaborate cases where job creation in new enterprises has, over time, filled the gap. These studies are often used by corporations and investors to lobby for more generous investment tax credits, justified to spur job creation. In a burst of enthusiastic orthodoxy, The Economist, in a February 1993 editorial, hailed the jobless economic growth syndrome as “the Holy Grail of economic prosperity.”96

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Medium 9780874252415

Advice or Information?

Jaqueline Stewart HRD Press, Inc. PDF

2

Advice or Information?

Description: This activity serves to clarify how counseling differs from other helping behaviors.

Objective: By the end of this activity, participants will be able to:

Explain the difference between counseling and giving advice or information.

Match these behaviors to everyday management situations.

Group Size: Maximum of 20 participants.

Time: Approximately 1 hour:

Materials Required:

10 minutes for the introduction

30 minutes for the subgroup work

20 minutes for the conclusion

One copy of Exercise 2.1 for each participant

Meeting rooms equipped with flipchart and markers

Background:

The word “counseling” is being increasingly used in management and is considered to be one of the neglected roles of a manager.

This has given rise to some confusion as to its real meaning. This activity gives everyone a chance to participate, to air their views, and to arrive at a common understanding of when it is appropriate to use a counseling approach and when it is better to offer advice or information.

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Medium 9781609946401

5 Environmental sustainability

Mohin, Tim Berrett-Koehler Publishers ePub

This chapter defines the structure, functions, and typical goals of a corporate environmental department at a high level and outlines methods for integrating environmental management with corporate responsibility.

Keep close to Nature’s heart … and break clear away, once in a while, and climb a mountain or spend a week in the woods. Wash your spirit clean (John Muir).

Similar to my own experience, many people who migrate into the field of corporate responsibility have a background in the environmental field. For these people, this chapter will be too basic. The concept underlying this chapter is to provide the information needed for the corporate responsibility manager to effectively interface with the company’s environmental team. So, rather than delving into all of the details around environmental management, this chapter will establish a framework and provide practical tips for integrating environmental sustainability into corporate responsibility.

The term “sustainability” has become synonymous with environmental issues, but its roots are much broader. As defined in Chapter 1, environmental, social, and economic issues are the three pillars of sustainable development – the so-called triple bottom line – also known by the alliterative phrase, “people, planet, profit.” In practice, however, most people associate the word sustainability with environmental protection. Let’s start this chapter by identifying where the people with control over your company’s environmental footprint live.

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Medium 9781605093758

5 WHAT WALL STREET REALLY WANTS

Korten, David C. Berrett-Koehler Publishers ePub

The Bankers own the earth. Take it away from them, but leave them the power to create money, and with the flick of the pen they will create enough money to buy it back again.

ATTRIBUTED TO SIR JOSIAH STAMP, DIRECTOR, BANK OF ENGLAND 1928–1941

The Wall Street money game is a power game as old as empire. And like Monopoly, the popular board game, the game isn’t over until the winner has it all. So what does Wall Street want? Everything. And the crash of 2008 did nothing to diminish that drive.

The basic question is whether our institutions should be designed to meet the needs of all or to facilitate the Wall Street drive to get it all. Wall Street’s answer is clear.

The Nobel Prize–winning economist Paul Krugman opens The Conscience of a Liberal with a personal reflection on growing up during the post–World War II years believing that a bipartisan political consensus framed by the New Deal of the Roosevelt administration was what America is about. Only when the New Deal consensus fell apart did he begin to see the deeper truth.

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Medium 9781576754641

Reflectiveness

Kahane, Adam Berrett-Koehler Publishers ePub

THE SOUTH AFRICAN apartheid system was based on separating people—where they could live, study, work, and play—according to their race. People who challenged the system were banned from speaking in public, jailed, exiled, or assassinated. It was therefore not surprising that the members of the Mont Fleur team, coming from all races and political histories, some only recently released from jail or returned from exile, arrived at their first workshop in 1991 with radically different and strongly held views.

Given this background, the most extraordinary characteristic of the Mont Fleur process was the relaxed openness of the conversation. The team members not only spoke openly but, over the course of the meetings, changed what they said. They stretched more than the Basques, Paraguayans, and Canadians. This contrast allowed me to begin to answer the second question that I had been left with at the conclusion of Mont Fleur: How can we solve tough problems peacefully?

The members of the Mont Fleur team had listened, not only openly, but also reflectively. When they listened, they were not just reloading their old tapes. They were receptive to new ideas. More than that, they were willing to be influenced and changed. They held their ideas lightly; they noticed and questioned their own thinking; they separated themselves from their ideas (“I am not my ideas, and so you and I can reject them without rejecting me”). They “suspended” their ideas, as if on strings from the ceiling, and walked around and looked at these ideas from different perspectives.

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Medium 9781609948955

Contents

Mathile, Clay Berrett-Koehler Publishers ePub
Medium 9780874254983

Resolving a Conflictthrough Planning

Jonamay Lambert HRD Press, Inc. PDF

Resolving a Conflict through Planning

PURPOSE OF THE EXERCISE: To demonstrate the planning that ought to be part of every conflict resolution process.

INTRODUCTION: Because of the serious nature of most conflicts and the important consequences to the parties involved, careful forethought should be given to each part of the planning process before actual conflict resolution begins.

WORKSHEET

Think about a conflict that you will be dealing with soon, or one that you would like to help resolve. The following basic questions will guide you through the planning process.

1. How much do I know about the parties and the issues?

2. How serious is this conflict? Is it important enough to get involved?

3. What are the consequences if this conflict is not resolved for me personally?

For the group I work with?

4. Where should the meeting be held, and who should be there?

5. What are the time constraints for the initial meeting? What are the time constraints for reaching a solution?

6. What resources can I use? (Interviews, mentors, peer personnel, human resources department, publications, etc.)

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Medium 9781576759042

16. Indigenous Science

Jaworski, Joseph Berrett-Koehler Publishers ePub

INDIGENOUS SCIENCE TEACHES THAT ALL THAT EXISTS IS AN EXPRESSION OF RELATIONSHIPS – ALLIANCES AND BALANCES BETWEEN ENERGIES, POWERS, AND SPIRITS.

The second day began with a conference call. The evening before, David had explained to those of us who didn’t know him that Leroy Little Bear, a member of the Blackfoot tribe in Alberta, Canada, would join us for an hour or so by conference call. David explained that in the 1980s, he had begun exploring the more fundamental questions about quantum reality and the way our society had become separated and abstracted from nature. David was looking for a fresh approach that would help him explain his view that all nature, indeed the entire universe, is alive and vibrant.

David was in his study suffering writer’s block – nothing would come to him. Suddenly a book caught his attention – Touch the Earth, which contained nineteenth-century photographs of Native American elders and leaders and included some of their speeches. As David began to read the first speech, the telephone rang. The person on the line announced himself as Leroy Little Bear. For over twenty years, David had unconsciously sought contact with a subtle and ancient culture, and now it was reaching him by telephone. For an instant, it felt to David as if one of the images from the book had sprung to life and was actually speaking to him.

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Medium 9781567263954

PART II: LAWS, REGULATIONS, AND MANDATES

Cox, Queen E. Berrett-Koehler Publishers ePub

It has long been upheld by the Civilian Board of Contract Appeals (CBCA) that it is the traveler’s responsibility to know the government travel rules. Relying on others, including supervisors and travel preparers, for clarification or guidance on travel rules does not release the traveler from responsibility for knowing the rules. CBCA 2525-TRAV, In the Matter of Nicholas Kozauer (December 20, 2011), serves as an important reminder that federal employees are held solely responsible for any improper costs they incur, even if they were following the advice of an official.

In the case, Dr. Nicholas Kozauer, a medical officer with the Center for Drug Evaluation and Research of the Food and Drug Administration (FDA), Department of Health and Human Services, received approval to attend the Alzheimer’s Association International Conference in Paris.

Several months before his trip, Dr. Kozauer asked his agency travel preparer how to book a hotel room for the six-day conference. The travel preparer sent two email responses. First, she advised him to book the room “through the housing reservation office connected with the meeting,” noting that “we will do better cost-wise to make reservations through the organization at what looks like a special rate for attendees.” The next day, she clarified that the hotel had to be “a meeting-blocked one or that I have to do it through Omega [the FDA’s travel management center].” In response to Dr. Kozauer’s question about what would happen if he booked the hotel room and then had to cancel it, the travel preparer told him, “I spoke to the management officer, who said not to worry about it. If we have to cancel your hotel reservation and rebook it, we will reimburse you for the [cancellation] fee.”

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Medium 9781576750155

Chapter V: Chaos and Order

Owen, Harrison H. Berrett-Koehler Publishers ePub

When James Gleick published Chaos (Viking-Penguin, 1987), a number of people, myself included, said, “Wow!” Suddenly a world that defied rational description became describable. Chaotic forces and events, which seem to lie beyond any comprehensible pattern, could be appreciated in their random multiplicity and simultaneously as part of the created order.

Gleick’s narrative of the emergence of chaos theory relates closely to the work of Ilya Prigogene on dissipative structures and self-organizing systems, although curiously enough, Gleick doesn’t seem to recognize the affinity. In any event, Gleick and Prigogene, representing a host of others, firmly placed the notions of chaos/complexity theory and self-organizing systems into the public domain. Subsequent efforts by Margaret Wheatley in Leadership and the New Science (Berrett-Koehler, 1992) and others popularized the endeavor, and suddenly the fractal magic of chaos conspiring with the existing order to create constantly evolving, open, self-organizing systems became a matter of popular discourse.

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Medium 9781523083480

9 Is That Grass Really Greener? Relocation

Kaye, Beverly Berrett-Koehler Publishers ePub

We’ve all had days (or weeks) when we were truly dissatisfied with the job. Maybe today is one of them.

It might be a momentary I’m done here! reaction to a frustrating task. Or maybe the result of one too many late nights trying to hit a deadline. Or possibly even the result of a neighborhood get-together where the conversation turned to the pros and cons of everyone’s jobs and somehow the cons of your job far outnumbered the pros. This wave of emotion typically passes soon after the immediate issue is resolved.

This chapter is about the deeper waves, the recurring waves of dissatisfaction, the waves that drive careful and serious thought about leaving. And not just leaving a team or a function but leaving the organization entirely. Relocation, by our definition, means voluntarily walking out the door.

A time comes in all careers when the writing is on the wall. It’s time to move on.

When it’s clear that relocation is a good fit in the pattern, is the job done? No! There’s still important work to be done when someone is thinking about leaving. The objective is not to talk anyone out of the decision. It might be the right time and the right place for them to make just such a move. Instead, the aim is to make sure the person has chosen the relocation experience objectively, considering all the implications of moving on.

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