Katrina disaster Essay Example | Topics and Well Written Essays - 1250 words

Katrina disaster - Essay Example The paper addresses planning and implementing of the rescue work, workers safety and hazards, equipment and protective gear required, hazardous materials inside the hospital and their removal. Keywords: Personal Protective Equipment – PPE, The National Institute for Occupational Safety and Health - NIOSH, Federal Emergency Management Agency – FEMA, High efficiency particulate absorbing – HEPA, Occupational Safety and Health Association - OSHA, contaminants, hazards, hygiene. Evaluation of a large New Orleans Hospital after Hurricane Katrina and resultant flooding is taking place directed by Incident Commander, lead by Industrial Hygienist of the hospital with a team comprising of Hospital’s Safety Supervisor (Programs & Training), the Environmental Manager (physical plant, wastes and regulatory issues), two technicians (IH and environmental sample collection and testing) and 25 other employees. The recovery team is given the name ‘Rescuers†. Teams would be organized by phases in the recovery mission. Phase one would be to make second floor safe and clean for working environment as per set standards. Second phase would be initial evaluation of the building further breaking down into sub-phases according to building levels. Then third phase would be removal of hazardous material from basement and 1st level. Fourth phase would be reconstruction and rehabilitation of the floors. Final phase would be testing and monitoring for safety prior to opening the hospital fro operation. Team would be housed on site in Federal Emergency Management Agency (FEMA) trailers powered by generators. Team’s offices would be on the 2nd floor of the building (since below levels are waterlogged) along with surgical suites, clinical laboratory and pharmacy. Pharmacy has been looted and trashed. Since communication means through land line is impossible and few cell phone networks are working, hence radio satellite would be installed for reliable mean of

MUSIC DISCCUSION MORALITY PLAYS THEN AND NOW Term Paper

MUSIC DISCCUSION MORALITY PLAYS THEN AND NOW - Term Paper Example It resulted to the death of the Groom and Leonardo, the Bride’s Lover, who killed each other. Another play is the Tooth of Crime written by Harold Pinter in 1972. It features a ritual battle-to-the-death between what seems to be rock stars but in reality could be professional hit menor cowboys. Modern-day morality stories are still popular with movie-goers and as entertainment for today’s society. For me, they are still popular because of the moral lessons they convey. As human beings, we normally want to learn from the stories we read and movies we watch. Besides, we can recommend the younger generations to watch such plays as long as they are morally-guided. Another reason is that morality stories are usually based on true-to-life situations so we can really learn from them. Although there may be fictional characterizations, still the lessons are not as different as in everyday

Impact of Wars on Architecture and Design of New Buildings Essay

Impact of Wars on Architecture and Design of New Buildings - Essay Example It is imperative to note that the history of architecture is a rich arena where valuable models exist that exemplify on past failures, as well as instances where new theoretical models would harness so as to come up with a vibrant structure. Take for example, the works of Herscher (2008) and Livesey (2011) take a closer look at architectural structures subjected to military strikes or have been part of collateral damage. In this synthesis, Herscher and Livesey find that structures that were subjected to military bombardment have divergent resistance to the energy of the bombardment. It is admissible that some structures have withstood direct bombardment as shown in the pictures alongside from the works of Livesey and Herscher. The question is whether this has aided strengthening structures, and construction patterns? This remains to be a quagmire in the minds of many scholars (Schwartz, 2012, Livesey, 2011, Teal, 2011). Neo-rationalism provides a modern-day thought pattern that is in line with modern challenges. Schwartz (2012) talks of the emergence of a breed of architects that have malevolent acts ruining the reputation of the architectural body. A research by Schwartz found that a group of architects have fallen into the habit of designing structures that are substandard or having flaws, although minute, yet imminent to create a weakness in the building. A good case in question is that of The Loos Case as highlighted in the works of Schwartz (2012). It is further noted that, considering historical times and comparing.... The question is whether this has aided strengthening structures, and construction patterns? This remains to be a quagmire in the minds of many scholars (Schwartz, 2012, Livesey, 2011, Teal, 2011). Neo-rationalism provides a modern-day thought pattern that is in line with modern challenges. Schwartz (2012) talks of the emergence of a breed of architects that have malevolent acts ruining the reputation of the architectural body. A research by Schwartz found that a group of architects have fallen into the habit of designing structures that are substandard or having flaws, although minute, yet imminent to create a weakness in the building. A good case in question is that of The Loos Case as highlighted in the works of Schwartz (2012). It is further noted that, considering historical times and comparing it with the current time, it is emergent that the current state of affairs shows an increase in crime levels especially crime inclined towards warchitecture (Schwartz, 2012). Teal (2011) a nd Herscher (2008) make good use of visual aspects by communicating more using these pictures of architectural building; thereby surpassing the information contained in writing. Apparently, it is emergent that utilization of pictures in their work makes the work not only attractive but distinctive to the effect that it propagates information detailing aspects on architecture easily missed in the wording of literature. For example, the works of Teal (2011) highlight the making of a simple to complex structure that makes it possible to see divergent parts of the structure that makes it strong. In the works of Teal, it is amusing to note that, modern structures are fashioned in such a manner that it is made simple,

The DVLA System Case Study ( ISD) Essay Example | Topics and Well Written Essays - 1250 words

The DVLA System Case Study ( ISD) - Essay Example Therefore, these companies can immediately get in touch with DVLA for updating their vehicle data base. Individual is generally required to inform the DVLA when they buy or sell a used vehicle. If the registration document is a two part registration document (V5) then DVLA is to be informed as soon as the individual buys a used vehicle, generally by completing the back of the registration document. In case it is the three part (V5), then the person selling the vehicle must complete buyer details in the top (blue) section. Both the buyer and the seller need to sign the declaration. The seller then sends it to DVLA. If the registration certificate is V5C, then the seller is to complete section 6 new keeper or new name/new address details of the V5C. Both buyer and seller need to sign the declaration in section 8. Then the seller sends it to DVLA. This information will be passed on to the DVLA Distribution department. This department sorts out data depending upon whether the car is old or new. This finalized information is then kept in the ‘car information file’ for further reference and action. VED department then generates the reports for further action depending upon the cost, size criteria of the cars. Reports are also generated about the mileage of cars and accordingly taxes are determined. VED also keeps track of the sense of discipline during, amongst the drivers. This helps in encouraging sensible drivers and punishing the errant ones’. DVLA sales department is also a source of revenue for the agency. It sells the personalized number plates to desirous one’s. The information search department takes input from the system and helps in keeping track of all types of information. An entity is something that is supposed to have a distinct, separate existence and identity. In this category, generally we take person, place, thing, event, or concept, about which information is to be stored.

1848-9 Italian Revolutions Due to the Intervention of Foreign Powers Essay Example for Free

1848-9 Italian Revolutions Due to the Intervention of Foreign Powers Essay The revolutions of 1848-9 failed because the foreign powers were too powerful and were easily able to overpower them to stop the revolutions. In 1848, there was an uprising in Palermo, Sicily. This is because King Ferdinand refused to set up a provisional government. This spurred on uprisings in Naples by the secret societies, which forced King Ferdinand to make concessions. This lead to King Ferdinand introducing a parliament but its power was very limited. In Lombardy, Austrian rulers refused to give in to and grant a reform. The Milanese stopped smoking in protest, this affected Austria as they collected the revenue from the cigarettes that were sold. This lead to demonstrations taking place in Venice demanding the release of Manin. Once Manin was released he declared a Venetian republic in Venice. As a result, Grand Duke Leopald granted a conservative constitution in Tuscany. Metternich resigned over the demonstrations for reform in Vienna, and in the same month, King Ferdinand was announced to be no longer then king after the Sicilian elections. After the battle in Milan, where Radetzky withdrew his troops, there was a political vacuum. A provisional government was formed, and they asked for Charles Albert for protection. In the same month, Charles Albert introduced the Statuto in Piedmont, which lead to a constitutional monarchy. Charles Albert saw that Lombardy was available for annexation, so he declares war on Austria and invades Lombardy, where by troops from all over Italy join him. The Pope grants a limited constitution, which lets all Italian Catholics know that he is ok with them helping Charles Albert invade Lombardy. However in April the Pope issues an Allocution condemning the war, as he saw Charles Albert as an aggressor that did he did not support a united Italy. This lead too many soldiers turning back from the war as they did not want to go against the Pope, as it would be going against their religious beliefs. In May, Charles Albert took Peschiera, however a French army amassed on the border. Radetzky persuades Austria to fight for Lombardy. This lead to Charles Albert being dispelled from Lombardy. In November, a new PM, Rossi, was appointed in Austria, this puts a stop to any hopes of making any territorial claim to Piedmont. This lead to Austria taking back control of Lombardy. Also, November Rossi was murdered, which lead the Pope to flee the Papal States, which in turn leads to a revolutionary government, led by Galletti. So in 1848, all Italian states apart from Lombardy were under a new government. This would not have happened if it wasnt for Austrias power and control over the states. Similarly in 1849, Austria kept their power over the Italian states. In the Papal States, the parliament met for the first time. Mazzini was welcomed back to Rome, and told to choose 2 people to run Rome with him. Meanwhile Charles Albert was encouraged to try to overthrow Austrian power in Piedmont. However Radetzky crushed Piedmont at Novera. Charles Albert resigned and Emmanuel II was appointed king. The French sent an army to crush Roman Republic in the Papal States; though Garibaldi blocked the French troops for 2 months, at the same time Leopald returned to Tuscany after Charles Alberts defeat. By June 1849, the French had 20,000 troops in Rome. This lead to Garibaldi Fleeing to San Marino, and Mazzini to London. In August the Main and the Venice republic surrendered to Austrian control. A piece treaty was also signed by Piedmont, which left them embarrassed. This showed that Austria could not be defeated without foreign help. In conclusion the failure of the revolutions was due to the interventions of foreign powers, because without Austria none of the Italian states would have been able to regain control of their governments and take back the power. However it was not due to the intervention of foreign powers, as it would have needed the help of foreign help to overthrow Austria to gain absolute control over Italy.

Automated Power Pole Photography via Helicopters

Automated Power Pole Photography via Helicopters Fugro Roames aims to automate the process of acquiring high resolution pictures, to reduce the risk and cost associated with helicopter based pole top inspection. The project will focus on acquiring previously worked algorithms, as well as the introduction of model predictive control, to automate the overall process, while also presenting a working prototype to simulate the operation of the intended product. The following proposal will aim to describe the intended topic and scope, while also reviewing background information on aerial asset management and autonomous aerial photography related to the project. The report will also highlight all achievable milestones, and their respective tasks, within the project plan; as well as present a detailed OHS risk assessment of the projects practical and non-practical work. The work completed during the semester, will hope to provide sufficient groundwork for automated aerial asset management procedures, within the electrical distribution industry. Accurate and effective asset condition management is important to ensure the longevity of an electric distribution network, while maximising its performance and operational efficiency.[1] At present, an efficient and cost effective method to test the integrity of a network, requires the use of a human-piloted helicopter and a photographer to capture high resolution images of power poles and their subcomponents [2]. Fugro-Roames, a company which currently provides this to its customers, aims to reduce the risk and cost associated with helicopter based pole top inspection, by replacing the photographer with an automated camera gimbal to capture high resolution pictures of the network. Figure 1.1: Power Pole Photography [1] Automated aerial asset management in the context of this proposal refers to the use of aerial platforms, to asses specific assets in an easy and cost-efficient manner, without the need of manual involvement. Unfortunately, and as it will be discussed in Chapter 3, the project topic is a form of technology that has not been widely researched; however, various methods of aerial asset management, such as helicopters, UAVs or drones, do exist and are currently in use within the industry. 2.1 Project Outline It is the purpose of this project to develop a Receding Horizon Planner (RHP) in order to automate power pole photography using camera gimbal system. The RHP will based on the algorithms created by Dr. Michael Kearney, which provide a solution to the photograph feasibility, photograph scheduling, and gimbal trajectory planning problems [3]. For validation, the developed planner will be tested using simulation flight data provided by Fugro-Roames. Further testing will include the implementation of the RHP into a gimbal prototype, where sensitivity analyses and assessment of the initial assumptions will be completed to determine the projects limitations and outline recommendations for future work. A more defined project plan will be described in Chapter 4 below. 2.2 Motivation for Automated Aerial Asset Management In order to overcome the limitations associated with conventional asset management methods, a high resolution image capture system was developed and is now used to aid in the inspection, assessment and maintenance of electric distribution networks [4]. However, the overall cost associated with this method, outweights its improved efficiency, as it involves specialized labour (photographers) and the use of helicopters to complete the required task [5]. The motivation to introduce an automated aerial asset management system, requires for the reduction of risks and overall cost associated with the current model, as well as improving the quality and selection of photographs taken. 2.3 Project Aim, Objectives Intended Scope Since the project, and all information available, are sponsored and provided by FugroRoames, the aims and objectives have been defined by the companys desires for the finished product. Therefore, the aim and proposed purpose of the project is to reduce the cost and risk associated with helicopter based pole top inspection, with the use of a Receding Horizon Planner (RHP) that automates the movement and control of a camera gimbal system. Along with the proposed project aim, multiple objectives must also be met whilts completing the work required. These include improving the algorithms created by Dr. Kearney, obtaining accurate efficiency gains for the RHP, designing and building a working gimbal prototype to be used for testing, and providing sufficient ground work for actual on-site testing and implementation, with the use of a helicopter, of the RHP beyond the project. Similar to the projects aim and objectives, the intended scope has also been shaped by the companys desires for the final product. Therefore, the scope can be outlined as: Review of background information and related work Adaptation of algorithms created by Dr. Kearney Development of Receding Horizon Planner Design and build of a gimbal prototype Planner implementation and testing Analysis of results Sensitivity analysis Assesment of projects assumptions Evaluation of project and suggestion for future work Possible gimbal rig implementation and on-site testing Taking into account the scope described above, it seems logical to break the project into three specific sections; planner development and testing, prototype design and testing, and thorough result analysis. The development and testing of the Receding Horizon Planner involves the improvement of existing control algorithms, to implement and verify its overall efficiency, using available and provided data. The design and testing of the gimbal prototype, which should resemble the actual gimbal rig, involves the use of the developed Receding Horizon Planner to validate and improve previously obtained results. Finally, thorough result analysis requires the breakdown of the planner and obtained results, to find how assumptions, parameters and particular components were affetcted. Although automated aerial asset management is a form of technology that has not been widely researched, the following chapter will provide a complete review of background literature which would closely resemble the general subject matter. The review will be broken into two sections; aerial asset management, and autonomous aerial photography and gimbal control. Previous work related to these topics will be presented, reiterated and reviewed, focusing on sources related to asset management within the electric power distribution industry. 3.1 Aerial Asset Management Aerial asset management , within the electric power distribution industry, has been implemented to replace conventional asset management and inspection methods, and provide a fast and accurate way to determine any defects that could be present. Whitworth et al. [6], in a work sponsored by EA Tecnology, propose the use of a helicopter-mounted camera to capture and store visual information, in order to enhance the inspection of overhead power lines. In order to reduce camera shake and partially automate the inspection process, the authors recommend the use of an acquisition system, which finds and locks the camera to the location of the powerline, followed by a recursive algorithm that tracks the powerline smoothly, despite the translation of the helicopter. Similarly, Earp et al. [1][4] describe an aerial inspection technique, which was also developed by EA Technology, that uses high resoluion images to perform a detailed condition assessment on electrical towers within a distribution network. The authors break down the helicopter based condition assessment, which is considered an improvement from the video inspection method in [6], to include four different parts: Pre-flight Planning: Inspection requirements, photographic sequences, camera trajectories; as well as current wind and weather conditions, natural and man-made ground feature, and the locations of the electrical towers, are all taken into account during the pre-flight planning. Helicopter Inspection and Picture Acquisition: A high resolution digital camera is used to take a set number of images, per tower, to meet the inspection requirements. Satellite-based Global Positioning System (GPS) and moving map displays are used to georeference each photograph taken, back to the tower. Image Processing, Analysis and Condition Assessment: Captured images are examined and given a Condition Rating (CR), typically on a scale of 1 to 4 (1 describing best condition, 4 describing worst condition). The uniformity of the assessment, determined by the individual DNOs requirements, is ensured by this critical step and therefore requires for a detailed condition assessment criteria, application-specific workstations, and accurate in-house training programme for assessors. Condition Based Risk Management (CBRM): A process developed by EA Technology, it combines practical and theoretical knowledge about a specific asset, along with maintenance experience, in order to define its current condition. Taking a different approach, N. Ellis [7] investigates the use of Unmanned Aerial Vehicles (UAVs) to inspect power transition lines. The author investigated the cost, risks and overall efficiency that comes with the use of UAVs, searching for low budget automation strategies to be designed and tested. Unfortunately, due to government regulations and the high capital and operating cost of the UAV, lead the author to the conclusion that the technology is not feasible at the current time. As outlined by most of the sources presented, the introduction of aerial asset management techniques, has made a big improvement on the inspection, assessment and maintenance of an electrical distribution network. Whilst most models present techniques that far surpass conventional inspection methods, the cost that comes with the involvement of specialized labour and helicopters, leaves little room for errors and inconsistent results. However, although the implementation of an UAV was not possible due to the introduction of new risks, the automation techniques, presented in [7], can be applied to previously discussed aerial photography techniques, and mitigate/remove any currently involved risks. 3.2 Autonomous Aerial Photography and Gimbal Control Autonomous aerial photography and control, within the electric power distribution industry, is not a topic that has been widely researched or implemented. However, the use of a camera and aerial images to predict and control the movement of UAVs is something that is commonly discussed and will therefore, be the main focus for this section. E. Skjong et al. [8] investigate the recent commercial availability of UAVs within Search and Rescue (SAR) and Search and Tracking (SAT) applications. The authors then focus on the development of a SAT system, which is able to steer the UAV and focus the gimbal attitude on regions and objects of interest respectively, with the use of Model Predictive Control (MPC). The overall process is made autonomous by allowing computer vision to work directly with the UAV autopilot and MPC, so objects can be simultaneously detected and tracked in an efficient manner. Similarly, C.E. Lin and S. Yang [9] explore the use of UAVs to detect and track specific objects, with the help of aerial photography and camera gimbal control. The authors implement the use of an Inertial Measurement Unit (IMU), which consist of a gyroscope, accelerometer, and magnetometer, along with an Attitude and Heading Reference System (AHRS), to determine and ensure that the angles of the camera gimbal are in the correct reference frame. Both [8] and [9] use Global Positioning System (GPS) to determine the location of both the UAV and the target, using this relationship to implement a reliable autopilot flight control for target detection and photography. R.J. Rajesh and C.M. Ananda [10] move away from controlling the camera gimbal, attached to a UAV, and focus on stabilizing its movement to ensure that clear photograph and/or video footage is taken. The use of Proportional-Integral-Derivative (PID) controller is recommended by the authors, to compensate for the vibrations and gust, as well as control the position of the camera by stabilizing the movement of the gimbal. Manually tuning the controllers parameters is not recommended, as the process is considered time consuming and tedious, instead, the authors recommend the use of Particle Swarm Optimization (PSO) as the preferred algorithm to complete this task. Uncertainty and disturbances are mentioned, but not properly investigated in [9], [8] and [10]. A. Ashok et al. [11] investigate the external disturbances that affect the UAVs, as well as the dynamic and parametric uncertainties that arise in the mathematical autonomous model when subjected to a number of operating conditions. The authors reiterate previous approaches taken to design a robust control system, including the use of a PID controller for linear [12] and linearized [13] models, as well as the use of a Linear Quadratic Gaussian (LQG) controller [14] in the presence of uncertainties, before the Uncertainty and Disturbance Estimation (UDE) method is chosen to synthesize the required controller. The control of a camera gimbal, as outlined by most of the sources above, is necessary in order to ensure the accuracy of photographs or video that is captured by the UAV. Although the use of conventional control methods is described above, only [8] focuses on the use of MPC, which is closely related to the project, to ensure that the UAV is able to detect and track objects efficiently and simultaneously. A clear representation of the projects tasks, has been outlined as a comprehensive project plan from the first to the final day of employment at Fugro-Roames. A visual representation and description of the plan is used to illustrate the timeline of the project, including all achievable milestones, which are related to the aims, objectives and intended scope of the project, discussed in section 1.2. 4.1 Visual Representation of Project Plan The use of a modified GANTT chart was implemented to showcase the proposed flow of the project, from the first to the last day of employment. The timeline is hence separated into 24 weeks that are broken into 5 days, in the same manner as the business week format, where the project milestones and their corresponding tasks are allocated a precise number of days in which work is scheduled to take place. Green solid bars represent the projects milestones, where red solid bars indicate their respective tasks. The progress of the overall project is tracked by the completion of every achievable milestone, which can only be completed by first completing their respective sub tasks. Completed milestones are shown with a blue line through the green bar, and completed tasks are shown with a yellow line through the red bar. Weeks 1 to 12, as shown in Figure 4.1, represent the core work to be completed, as Milestones 3-5 directly relate to the aims, objectives and intended scope of the project. Weeks 13 to 22, as shown in Figure 4.2, outline the analysis and completion of the final pieces of assessment, including the thesis report and demonstration, which require the content from previous milestones to be completed. Weeks 23 to 24, also shown in Figure 3.2, outline a possible Milestone that can be completed until the final day of employment at Fugro-Roames. This milestone does not affect the previous pieces of assessment; however, it will provide the company with important information that could prove vital to the future of the project. 4.2 Milestone Task Breakdown Milestone 1: Project Scope The project scope is necessary to determine the projects main objectives, and will therefore guide the work to be completed throughout the semester. To ensure all expectations are met, and the appropriate time is given to all project milestones, an agreement between academic and industry supervisors is necessary. Task ID Days Description Project evaluation 1.1 5 Evaluate the requirements of the project, including potential goals and outcomes. Collect all necessary information to present during the supervisor meeting. Supervisor meeting 1.2 1 Meet with the projects academic and industry supervisors to discuss the project scope, and agree on the due dates for all pieces of assessment. Scope confirmation agreement 1.3 2 Compile a detailed scope which highlights the projects objectives, as discussed during the supervisor meeting. Resources Workspace with an available computer Availability from both supervisors to organize a meeting Milestone Hazards and Risks Milestone 1 is essential to the project. Any delay could be considered a minor, but possible risk, as it affects the progress of the overall project. If this issue becomes bigger, and the project scope cannot be defined, then it can be classified as a major risk and mitigation strategies should be taken immediately. Clear communication between all parties involved, can reduce and remove the possibility of the identified risks from occurring. Milestone 2: Project Proposal The project proposal is the first piece of assessment, which must be completed as part of the responsibilities for completing the project placement. The report highlights the work from Milestone 1, as it expands on the agreed aims and objectives, outlines the background information related to the projects main topics, and presents a visual and a clear representation of the project plan. A detailed OHS risk assessment, which analyses the potential risk involved with the projects practical work, and any potential equipment used, will also be included in the proposal. Task ID Days Description Research of relevant material 2.1 5 Find background information and prior art related to the projects main topic. Project outline and intended scope 2.2 4 Expand on the projects scope decided in Task 1, expanding on the projects aims and objectives. Background and related work 2.3 3 Summarize and expand on the material obtained from Task 2.1. Project plan summary 2.4 3 Provide a detailed project plan, with logically ordered tasks and their respective milestones. OHS risk assessment 2.5 2 Compile an OHS risk assessment, which highlights the projects practical work and equipment used. Drafting and submission 2.5 5 Assemble the proposals individual sections, review the written report and submit via Turnitin. Resources Completion of Milestone 1 Confirmation of university assessment due dates OHS risk assessments, regarding the use and control of the gimbal rig Milestone Hazards and Risks The project proposal relies mostly on individual and previously completed work, however, certain sections require resources which are not readily available. The most significant obstacles, which would require mitigation, are the confirmation of all university assessment due dates and the risk assessments completed for the gimbal rig, which might be used during the project. Clear and constant communication with the universitys course coordinator, as well as the personnel in charge of the gimbal rig, is essential to mitigate and prevent any issues that could affect the completion of the project proposal. Milestone 3: Receding Horizon Planner Milestone 3 is the first milestone that uses the algorithms created by Dr. Kearney to develop an on-line planner that controls the photograph scheduling plan and the movement of the gimbal throughout the event horizon. The completed Receding Horizon Planner will involve the use of a low level controller, an upper level planner, and an event monitor, to be used in Milestones 4à ¢Ã¢â‚¬  Ã¢â‚¬â„¢7. Task ID Days Description Algorithm testing and improvement 3.1 5 Improve the current photograph feasibility algorithm, and test its efficiency. Model predictive control research 3.2 5 Find related material to be used when designing the Receding Horizon Controller. Lower level controller design implementation 3.3 5 The gimbal and camera are robustly controlled by the photograph scheduling algorithm chosen by the upper level planner. Upper level planner design implementation 3.4 5 Implemented the improved algorithm from Task 3.1 to generate a plan that the system will follow over a prediction horizon. Event monitor design implementation 3.5 4 Connect the results from Tasks 3.3 and 3.4 so that the plan is implemented and changed after certain events occur. Resources Programming and modelling software Access to the projects repository and previous work Milestone Hazards and Risks The progress of Milestone 3 could be significantly affected, if access to the necessary repositories and previous work is delayed. As previous algorithms are necessary to the development of the Receding Horizon Planner, the completion of the project would be significantly impacted. Clear communication with the right personnel can help mitigate this issue before it affect the timeline and progress of the project. Milestone 4: Planner Analysis and Improvement Rigorous testing of the developed Receding Horizon Planner is required to find the necessary efficiency gains, so the planner can be implemented on the projects physical equipment. Data obtained from Fugro Roames, as well as the analysis and reiteration of the testing completed, will be completed to improve the found controller gains. Task ID Days Description Test current and new scenarios 4.1 4 Implement the Receding Horizon Planner on several simulated scenarios, using data received from Fugro Roames. Reiteration of Receding Horizon Planner testing 4.2 3 Fix any errors found in Task 4.1 and repeat the tests. Determine accurate efficiency gains 4.3 3 Determine the required controller gains which provide the most accurate results. Resources Completion of Milestone 3 Sufficient testing data provided by Fugro Roames Milestone Hazards and Risks The lack of testing data used to complete this milestone, is a minor risk that could affect the project. Requesting said data ahead of time, would ensure that it is ready for when testing of the Receding Horizon Planner begins, leaving the project timeline unaffected. Milestone 5: Gimbal Prototype Milestone 5 marks a key point in the project, as the implementation of the Receding Horizon Planner on a working prototype is essential to the projects success. The design of the prototype will be based on the actual gimbal rig owned and created by FugroRoames, to facilitate the implementation of the planner for further testing, at the end of the project. Task ID Days Description Embedded system design and build 5.1 7 Design, build and combine the mechanical, electrical, and software components of the prototype. Implementation of Receding Horizon Planner 5.2 6 Test the Receding Horizon Planner using the gimbal prototype. Sensitivity Analysis 5.3 5 Identify and vary the dominant parameters, testing and improving the Receding Horizon Planner where possible. Resources Completion of Milestone 4 Mechanical, electrical and software design software Working space and necessary build equipment Development of testing scenarios Milestone Hazards and Risks Milestone 5 introduces the use of practical equipment to design, test and build each component of the gimbal prototype. The misuse of the practical equipment, and the lack of component testing, are immediate risks to the completion of the prototype. Following the risk assessment outlines on Chapter 4, as well as completing the required testing before the Receding Horizon Planner is implemented, can help mitigate the risks described and prevent possible delays. Milestone 6: Assessment of Projects Assumptions As previously shown by Dr. Kearney, on the initial report he completed for Fugr-Roames, the introduction of the Receding Horizon Planner required changes to the initial assumptions made when designing the projects photograph allocation and gimbal control algorithms. The change and/or the addition of assumptions, by analysing the projects missing parameters is, therefore, also essential when validating the results obtained in Milestone 5. Task ID Days Description Identify missing parameters 6.1 2 Determine the projects missing parameters based on the assumptions made by Dr. Kearney on his report. Evaluate the effects of missing parameters 6.2 3 Assess how the model is affected by each missing parameter. Update the projects assumptions 6.3 2 Compose a list of updated assumptions based on the results from tasks 6.1 and 6.2, to be used on further work. Resources Completion of the Sensitivity Analysis Task within Milestone 5 Milestone Hazards and Risks The risks to Milestone 6 are relatively small, where the largest possible problem involves the inability to identify the effects of the projects missing parameters. Keeping a record of all parameter changes/assumptions made during previous tests is the best solution to mitigate/prevent this issue. Milestone 7: Project Evaluation and Recommendation for Future Work Identifying the projects limitations is an important process, as it allows recommendations for future work to be made and included on the final thesis report. Task ID Days Description Identify projects limitations 7.1 3 List the projects limitations, based on the results from Task 6. Develop accurate recommendations 7.2 3 Expand on previous work and results from Tasks 6.1 to 6.3, including 7.1, to develop accurate recommendations for future work. Resources Development of the Receding Horizon Planner Sensitivity analysis of the gimbal prototype Completion of Milestone 6 Milestone Hazards and Risks The completion of Milestone 7 is only affected by the work done in previous milestones. If previous tasks are delayed, any future recommendations run the risk of not being completed. To prevent this from affecting the final stages of the project, the plan/timeline outlined should always be followed, noting wher

Motivation As The Key To Performance Improvement Commerce Essay

Motivation As The Key To Performance Improvement Commerce Essay There is an old saying-you can take a horse to the water but u cannot force it to drink; itll drink only if it is thirsty-so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the ivory tower they must be motivated or driven to it, either by themselves or through external stimulus. Motivation is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: Job performance = f (ability)(motivation) Ability in turn depends on education, experience and training and its improvement in a slow and long process. On the other hand, motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation: Positive reinforcement/high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organisation. Intrinsic motivation comes from rewards inherent to a task or activity itself the enjoyment of a puzzle or the love of playing.[2] This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heiders attribution theory, Banduras work on self-efficacy, [3] and Ryan and Decis cognitive evaluation theory. Students are likely to be intrinsically motivated if they: attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in), believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), are interested in mastering a topic, rather than just rote-learning to achieve good grades. Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations. While competing, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. Social psychological research has indicated that extrinsic rewards can lead to overjustification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward[4] These articles on motivation theory and practice concentrate on various theories regarding human nature in general and motivation in particular. Included are the articles on the practical aspects of motivation in the workplace and the research that has been undertaken in this field, notably by Douglas McGregor (theory y), Frederick Herzberg (two factor motivation hygiene theory), Abraham Maslow (theory z, hierarchy of needs), Elton Mayo (Hawthorne experiments), Chris Argyris Rensis Likert and David McClelland (achievement motivation). The incentive theory of motivation A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals.[5] A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment. Drive-reduction theories There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drives strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a desire to eat, making the drive a homuncular being a feature criticized as simply moving the fundamental problem behind this small man and his desires. In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for tasty food, which combine with drives for food in order to explain cooking render it hard to test. [edit] Cognitive dissonance theory Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable. Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may wish to be healthy, believes smoking is bad for ones health, and yet continues to smoke. Need theories [edit] Need hierarchy theory Main article: Maslows hierarchy of needs Abraham Maslows theory is one of the most widely discussed theories of motivation. The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show. The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows: Physiology (hunger, thirst, sleep, etc.) Safety/Security/Shelter/Health Belongingness/Love/Friendship Self-esteem/Recognition/Achievement Self actualization [edit] Herzbergs two-factor theory Main article: Frederick Herzberg Frederick Herzbergs two-factor theory, AKA intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they dont lead to dissatisfaction but no satisfaction.[6] The factors that motivate people can change over their lifetime, but respect for me as a person is one of the top motivating factors at any stage of life. He distinguished between: Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the Motivator-Hygiene Theory and/or The Dual Structure Theory. Herzbergs theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction). [edit] Alderfers ERG theory Main article: Clayton Alderfer Clayton Alderfer, expanding on Maslows hierarchy of needs, created the ERG theory (existence, relatedness and growth). Physiological and safety, the lower order needs, are placed in the existence category, while love and self esteem needs are placed in the relatedness category. The growth category contains our self-actualization and self-esteem needs. [edit] Self-determination theory Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslows hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of autopilot for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness. Broad theories The latest approach in Achievement Motivation is an integrative perspective as lined out in the Onion-Ring-Model of Achievement Motivation by Heinz Schuler, George C. Thornton III, Andreas Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation results from the way broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation. Especially it integrates formerly separated approaches as Need for Achievement with e.g. social motives like Dominance. The Achievement Motivation Inventory (AMI) (Schuler, Thornton, Frintrup Mueller-Hanson, 2003) is based on this theory and assesses three factors (17 separated scales) relevant to vocational and professional success. [edit] Cognitive theories [edit] Goal-setting theory Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goals efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. This explains why some children are more motivated to learn how to ride a bike than mastering algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade . Most children have no idea how much effort they need to reach that goal. Models of behavior change Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action. See also: Health Action Process Approach I-Change Model [edit] Unconscious motivation Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According to Maslow, Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct.[9] In other words, stated motives do not always match those inferred by skilled observers. For example, it is possible that a person can be accident-prone because he has an unconscious desire to hurt himself and not because he is careless or ignorant of the safety rules.[citation needed] Similarly, some overweight people are not hungry at all for food but for fighting and kissing. Eating is merely a defensive reaction to lack of attention.[citation needed] Some workers damage more equipment than others do because they harbor unconscious feelings of aggression toward authority figures.[citation needed] Psychotherapists[who?] point out that some behavior is so automatic that the reasons for it are not available in the individuals conscious mind. Compulsive cigarette smoking is an example. Sometimes maintaining self-esteem is so important and the motive for an activity is so threatening that it is simply not recognized and, in fact, may be disguised or repressed. Rationalization, or explaining away, is one such disguise, or defense mechanism, as it is called. Another is projecting or attributing ones own faults to others. I feel I am to blame, becomes It is her fault; she is selfish. Repression of powerful but socially unacceptable motives may result in outward behavior that is the opposite of the repressed tendencies. An example of this would be the employee who hates his boss but overworks himself on the job to show that he holds him in high regard.[citation needed] Unconscious motives add to the hazards of interpreting human behavior and, to the extent that they are present, complicate the life of the administrator. On the other hand, knowledge that unconscious motives exist can lead to a more careful assessment of behavioral problems. Although few contemporary psychologists deny the existence of unconscious factors, many[who?] do believe that these are activated only in times of anxiety and stress, and that in the ordinary course of events, human behavior from the subjects point of view is rationally purposeful. [edit] Intrinsic motivation and the 16 basic desires theory Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that find 16 basic desires that guide nearly all human behavior. [10] [11] The desires are: Acceptance, the need for approval Curiosity, the need to think Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of ones clan/ethnic group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments Physical Activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social Contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back In this model, people differ in these basic desires. These basic desires represent intrinsic desires that directly motivate a persons behavior, and not aimed at indirectly satisfying other desires. People may also be motivated by non-basic desires, but in this case this does not relate to deep motivation, or only as a means to achieve other basic desires. [edit] Other theories Reversal theory Motivating operation Taylor Frederick Winslow Taylor (1856 1917) put forward the idea that workers are motivated mainly by pay. His Theory of Scientific Management argued the following: Workers do not naturally enjoy work and so need close supervision and control Therefore managers should break down production into a series of small tasks Workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay. As a result workers are encouraged to work hard and maximise their productivity. Taylors methods were widely adopted as businesses saw the benefits of increased productivity levels and lower unit costs. The most notably advocate was Henry Ford who used them to design the first ever production line, making Ford cars. This was the start of the era of mass production. Taylors approach has close links with the concept of an autocratic management style (managers take all the decisions and simply give orders to those below them) and Macgregors Theory X approach to workers (workers are viewed as lazy and wish to avoid responsibility). However workers soon came to dislike Taylors approach as they were only given boring, repetitive tasks to carry out and were being treated little better than human machines. Firms could also afford to lay off workers as productivity levels increased. This led to an increase in strikes and other forms of industrial action by dis-satisfied workers. Mayo Elton Mayo (1880 1949) believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work (something that Taylor ignored). He introduced the Human Relation School of thought, which focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realising that workers enjoy interacting together. Mayo conducted a series of experiments at the Hawthorne factory of the Western Electric Company in Chicago He isolated two groups of women workers and studied the effect on their productivity levels of changing factors such as lighting and working conditions. He expected to see productivity levels decline as lighting or other conditions became progressively worse What he actually discovered surprised him: whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same. From this Mayo concluded that workers are best motivated by: Better communication between managers and workers ( Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback) Greater manager involvement in employees working lives ( Hawthorne workers responded to the increased level of attention they were receiving) Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams) In practice therefore businesses should re-organise production to encourage greater use of team working and introduce personnel departments to encourage greater manager involvement in looking after employees interests. His theory most closely fits in with a paternalistic style of management. Maslow Abraham Maslow (1908 1970) along with Frederick Herzberg (1923-) introduced the Neo-Human Relations School in the 1950s, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work. All of the needs are structured into a hierarchy (see below) and only once a lower level of need has been fully met, would a worker be motivated by the opportunity of having the next need up in the hierarchy satisfied. For example a person who is dying of hunger will be motivated to achieve a basic wage in order to buy food before worrying about having a secure job contract or the respect of others. A business should therefore offer different incentives to workers in order to help them fulfill each need in turn and progress up the hierarchy (see below). Managers should also recognise that workers are not all motivated in the same way and do not all move up the hierarchy at the same pace. They may therefore have to offer a slightly different set of incentives from worker to worker. Herzberg Frederick Herzberg (1923-) had close links with Maslow and believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators). However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygienefactors) Motivators are more concerned with the actual job itself. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion. Hygiene factors are factors which surround the job rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in particular Herzberg believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods. Some of the methods managers could use to achieve this are: Job enlargement workers being given a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting. Job enrichment involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement. Empowerment means delegating more power to employees to make their own decisions over areas of their working life. (http://en.wikipedia.org/wiki/Motivation) (http://www.accel-team.com/motivation/index.html) (http://tutor2u.net/business/gcse/people_motivation_theories.htm)