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Read more. Zero-plagiarism guarantee Each paper is composed from scratch, according to your instructions. Free-revision policy Thanks to our free revisions, there is no way for you to be unsatisfied. The skills taught are based on the outdoor skills found in the Boy Scout Handbook. The following are examples of leadership skills for managers to exemplify.
Skills to Pay the Bills: Mastering Soft Skills for Workplace Success is a true collaboration between government and the youth it serves. Figure 1. The author defines each leadership theory and how it is associated with the function of the leadership coaching progress. March A quorum of the delegates must be present. The teacher needs to be very familiar with this text, and prepared to use it to show the key elements of Christian leadership. What is the role of the cadet staff? How do senior members manage and leadership skills.
Professional development courses and degree programs are also available to help people become eff ective leaders. There is Apollos, mighty in the church, discipled by Aquila and Priscilla, disciples of the disciple of Barnabas: Paul. If your actions inspire others to dream more, leadership. It has two purposes: to provide an overview of Army leadership doctrine, including the principles for applying leadership theory at all organizational levels to meet operational requirements;Note: The entire basis for the philosophy of leadership of this course is taken from Mt.
Assessments evaluate: i. This is a crowdsourced book. Its functional design with easy reference colour coded pages, striking illustrations that complement the text and accurate mappingLeadership skills are the tools, behaviors, and capabilities that a person needs in order to be successful at motivating and directing others.
Air Force Leadership Levels. These levels emphasize a different mix of qualities and experience. Each member has contributed in various degrees to the content and design of this document. If efficiency is unsatisfactory, rebalance using a different decision rule. Five hundred cars are required per day. Production time per day is minutes, and the assembly steps and times for the wagon are given below.
Find the balance that minimizes the number of workstations, subject to cycle time and precedence constraints. Draw a precedence diagram as follows: 2. Determine workstation cycle time. Select assignment rules. Note that D should be assigned before B, and E assigned before C due to this tie-breaking rule. Make task assignments to form workstation 1, workstation 2, and so forth until all tasks are assigned.
It is important to meet precedence and cycle time requirements as the assignments are made. Station Task Task time Remaining Feasible Task with Task with in sec unassigned remaining most longest ope- time in sec tasks followers ration time Station 1 A 45 5.
Calculate the efficiency. Evaluate the solution. An efficiency of 77 per cent indicates an imbalance or idle time of 23 per cent 1. In addition to balancing a line for a given cycle time, managers must also consider four other options: pacing, behavioural factors, number of models produced, and cycle times.
Pacing is the movement of product from one station to the next after the cycle time has elapsed. Paced lines have no buffer inventory. Unpaced lines require inventory storage areas to be placed between stations. Studies have shown that paced production and high specialization lower job satisfaction. One study has shown that productivity increased on unpaced lines. Many companies are exploring job enlargement and rotation to increase job variety and reduce excessive specialization.
For example, New York Life has redesigned the jobs of workers who process and evaluate claims applications. Instead of using a production line approach with several workers doing specialized tasks, New York Life has made each worker solely responsible for an entire application. This approach increased worker responsibility and raised morale. In manufacturing, at its plant in Kohda, Japan, Sony Corporation dismantled the conveyor belts on which as many as 50 people assembled camcorders.
It set up tables for workers to assemble an entire camera themselves, doing everything from soldering to testing. And if something goes wrong, only a small section of the plant is affected. This approach also allows the line to match actual demand better and avoid frequent shutdown because of inventory buildups. A single-model line produces one model with no variations. Mixed model production enables a plant to achieve both high-volume production and product variety.
However, it complicates scheduling and increases the need for good communication about the specific parts to be produced at each station. In turn, the maximum line efficiency varies considerably with the cycle time selected. Thus, exploring a range of cycle times makes sense. A manager might go with a particularly efficient solution even if it does not match the output rate. The manager can compensate for the mismatch by varying the number of hours the line operates through overtime, extending shifts, or adding shifts.
Multiple lines might even be the answer. For process layouts, the relative arrangement of departments and machines is the critical factor because of the large amount of transportation and handling involved. Work centres that interact frequently, with movement of material or people, should be located close together, whereas those that have little interaction can be spatially separated.
One approach of designing an efficient functional layout is described below. List and describe each functional work centre. Obtain a drawing and description of the facility being designed. Identify and estimate the amount of material and personnel flow among work centres 4. Use structured analytical methods to obtain a good general layout.
Evaluate and modify the layout, incorporating details such as machine orientation, storage area location, and equipment access. The first step in the layout process is to identify and describe each work centre. The description should include the primary function of the work centre; drilling, new accounts, or cashier; its major components, including equipment and number of personnel; and the space required.
The description should also include any special access needs such as access to running water or an elevator or restrictions it must be in a clean area or away from heat.
For a new facility, the spatial configuration of the work centres and the size and shape of the facility are determined simultaneously. Determining the locations of special structures and fixtures such as elevators, loading docks, and bathrooms becomes part of the layout process. However, in many cases the facility and its characteristics are a given. In these situations, it is necessary to obtain a drawing of the facility being designed, including shape and dimensions, locations of fixed structures, and restrictions on activities, such as weight limits on certain parts of a floor or foundation.
Fig 2. For manufacturing systems, material flows and transporting costs can be estimated reasonably well using historical routings for products or through work sampling techniques applied to workers or jobs. The flow of people, especially in a service system such as a business office or a university administration building, may be difficult to estimate precisely, although work sampling can be used to obtain rough estimates.
Flow Matrix A flow matrix is a matrix of the estimated amounts of flow between each pair of work centres. The flow may be materials expressed as the number of loads transported or people who move between centres.
Each work centre corresponds to one row and one column, and the element fij designates the amount of flow from work centre row I to work centre column j. Normally, the direction of flow between work centres is not important, only the total amount, so fij and fji can be combined and the flows represented using only the upper right half of a matrix. Flow-cost Matrix A basic assumption of facility layout is that the cost of moving materials or people between work centers is a function of distance travelled.
Although more complicated cost functions can be accommodated, often we assume that the per unit cost of material and personnel flows between work centres is proportional to the distance between the centres. So for each type of flow between each pair of departments, i and j, we estimate the cost per unit per unit distance, cij. Proximity Chart Proximity charts relationship charts are distinguished from flow and flow-cost matrices by the fact that they describe qualitatively the desirability or need for work centres to be close together, rather than providing quantitative measures of flow and cost.
These charts are used when it is difficult to measure or estimate precise amounts or costs of flow among work centres. This is common when the primary flows involve people and do not have a direct cost but rather an indirect cost, such as when employees in a corporate headquarters move among departments payroll, printing, information systems to carry out their work.
Hence, service facility layouts should provide for easy entrance to these facilities from the freeways. Well-organized packing areas, easily accessible facilities, well designed walkways and parking areas are some of the requirements of service facility layout.
Service facility layout will be designed based on degree of customer contact and the service needed by a customer. These service layouts follow conventional layouts as required. For example, for car service station, product layout is adopted, where the activities for servicing a car follows a sequence of operation irrespective of the type of car.
Hospital service is the best example for adaptation of process layout. Here, the service required for a customer will follow an independent path. The layout of car servicing and hospital is shown in Figs. Factory building 2. Lighting 3. Claimatic conditions 4. Ventilation 5. Work-related welfare facilities I.
It has to serve as a part of the production facilities and as a factor to maximise economy and efficiency in plant operations. Factory building is like skin and bones of a living body for an organisation. It is for these reasons that the factory building acquires great importance.
Following factors are considered for an Industrial Building: A. Design of the building. Types of buildings. Following factors are considerations in the designing of a factory building: 1. Flexibility: Flexibility is one of the important considerations because the building is likely to become obsolete and provides greater operating efficiency even when processes and technology change.
Flexibility is necessary because it is not always feasible and economical to build a new plant, every time a new firm is organised or the layout is changed. With minor alternations, the building should be able to accommodate different types of operations.
Product and equipment: The type of product that is to be manufactured, determines column-spacing, type of floor, ceiling, heating and air-conditioning. A product of a temporary nature may call for a less expensive building and that would be a product of a more permanent nature. Similarly, a heavy product demands a far more different building than a product which is light in weight. Expansibility: Growth and expansion are natural to any manufacturing enterprises. They are the indicators of the prosperity of a business.
The following factors should be borne in mind if the future expansion of the concern is to be provided for: i The area of the land which is to be acquired should be large enough to provide for the future expansion needs of the firm and accommodate current needs. Rectangular shapes facilitate expansion on any side. Employee facilities and service area: Employee facilities must find a proper place in the building design because they profoundly affect the morale, comfort and productivity.
The building plan should include facilities for lunch rooms, cafeteria, water coolers, parking area and the like. The provision of some of these facilities is a legal requirement. Others make good working conditions possible. And a good working condition is good business. Types of Buildings Industrial buildings may be grouped under three types: 1.
Single-storey buildings, 2. Multi-storey buildings The decision on choosing a suitable type for a particular firm depends on the manufacturing process and the area of land and the cost of construction. Single-storey buildings offer several operating advantages. A single-storey construction is preferable when materials handling is difficult because the product is big or heavy, natural lighting is desired, heavy floor loads are required and frequent changes in layout are anticipated.
Advantages Advantages of single-storey building are: 1. There is a greater flexibility in layout and production routing. The maintenance cost resulting from the vibration of machinery is reduced considerably because of the housing of the machinery on the ground. Expansion is easily ensured by the removal of walls. The cost of transportation of materials is reduced because of the absence of materials handling equipment between floors.
All the equipment is on the same level, making for an easier and more effective layout supervision and control. Greater floor load-bearing capacity for heavy equipment is ensured.
The danger of fire hazards is reduced because of the lateral spread of the building. Limitations Single-storey buildings suffer from some limitations. High cost of land, particularly in the city. High cost of heating, ventilating and cleaning of windows. High cost of transportation for moving men and materials to the factory which is generally located far from the city.
Multi-storey buildings are useful in manufacture of light products, when the acquisition of land becomes difficult and expensive and when the floor load is less. Maximum operating floor space per sq. This is best suited in areas where land is very costly. Lower cost of heating and ventilation. Reduced cost of materials handling because the advantage of the use of gravity for the flow of materials. Limitations Following are the disadvantages of multi-storey building: 1.
Materials handling becomes very complicated. A lot of time is wasted in moving them between floors. A lot of floor space is wasted on elevators, stairways and fire escapes. Floor load-bearing capacity is limited, unless special construction is used, which is very expensive. Natural lighting is poor in the centres of the shop, particularly when the width of the building is somewhat great.
Layout changes cannot be effected easily and quickly. Generally speaking, textile mills, food industries, detergent plants, chemical industries and software industry use these types of buildings. Good visibility of the equipment, the product and the data involved in the work process is an essential factor in accelerating production, reducing the number of defective products, cutting down waste and preventing visual fatigue and headaches among the workers. It may also be added that both inadequate visibility and glare are frequently causes accidents.
In principle, lighting should be adapted to the type of work. The accumulation of dust and the wear of the light sources cut down the level of illumination by 10—50 per cent of the original level. This gradual drop in the level should therefore be compensated for when designing the lighting system. Regular cleaning of lighting fixture is obviously essential.
The use of natural light should be encouraged. This can be achieved by installing windows that open, which are recommended to have an area equal to the time of day, the distance of workstations from the windows and the presence or absence of blinds. For this reason it is essential to have artificial lighting, will enable people to maintain proper vision and will ensure that the lighting intensity ratios between the task, the surrounding objects and the general environment are maintained.
For uniform light distribution, install an independent switch for the row of lighting fixtures closest to the windows. This allows the lights to be switched on and off depending on whether or not natural light is sufficient. To prevent glare, avoid using highly shiny, glossy work surfaces. Use localized lighting in order to achieve the desired level for a particular fine job. Clean light fixtures regularly and follow a maintenance schedule so as to prevent flickering of old bulbs and electrical hazards due to worn out cables.
Avoid direct eye contact with the light sources. This is usually achieved by positioning them property. The use of diffusers is also quite effective. With excess heat or cold, workers may feel very uncomfortable, and their efficiency drops. In addition, this can lead to accidents. This human body functions in such a way as to keep the central nervous system and the internal organs at a constant temperature.
It maintains the necessary thermal balance by continuous heat exchange with the environment. It is essential to avoid excessive hear or cold, and wherever possible to keep the climatic conditions optimal so that the body can maintain a thermal balance.
Work premise in tropical countries may, on account of general climatic conditions, be naturally hot. When source of heat such as furnaces, kilns or hot processes are present, or when the physical workload is heavy, the human body may also have to deal with excess heat.
It should be noted that in such hot working environments sweating is almost the only way in which the body can lose heat. As the sweat evaporates, the body cools. There is a relationship between the amount and speed of evaporation and a feeling of comfort. The more intense the evaporation, the quicker the body will cool and feel refreshed.
Evaporation increases with adequate ventilation. Now as a result of modern refrigeration, various groups of workers, even in tropical countries, are exposed to a cold environment. Workers in cold climates and refrigerated premises should be well protected against the cold by wearing suitable clothes, including footwear, gloves and, most importantly, a hat.
Normally, dressing in layers traps dead air and serves as an insulation layer, thus keeping the worker warmer. It is relatively easy to assess the effects of thermal conditions, especially when excessive heat or cold is an obvious problem. To solve the problem, however, consistent efforts using a variety of available measures are usually necessary. This is because the problem is linked with the general climate, which greatly affects the workplace climate, production technology, which is often the source of heat or cold and varying conditions of the work premises as well as work methods and schedules.
Personal factors such as clothing, nutrition, personal habits, and age and individual differences in response to the given thermal conditions also need to be taken into account in the attempt to attain the thermal comfort of workers.
In controlling the thermal environment, one or more of the following principles may be applied: 1. Regulating workroom temperature by preventing outside heat or cold from entering improved design of the roof, insulation material or installing an air-conditioned workroom.
Air-conditioning is costly, especially in factories. But it is sometimes a worthwhile investment if an appropriate type is chosen ; 2. Provision of adequate personal protective clothing and equipment for workers exposed to excessive radiant heat or excessive cold heat-protective clothing with high insulation value may not be recommended for jobs with long exposure to moderate or heavy work as it prevents evaporative heat loss ; 6.
Reduction of exposure time, for example, by mechanization, remote control or alternating work schedules; 7. Insertion of rest pauses between work periods, with comfortable, if possible air-conditioned, resting facilities; 8. Ensuring a supply of cold drinking-water for workers in a hot environment and of hot drinks for those exposed to a cold environment.
For a given number of workers, the smaller the work premises the more should be the ventilation. Ventilation differs from air circulation. Ventilation replaces contaminated air by fresh air, whereas as the air-circulation merely moves the air without renewing it. Where the air temperature and humidity are high, merely to circulate the air is not only ineffective but also increases heat absorption. Ventilation disperses the heat generated by machines and people at work.
However, to ensure the necessary air flow which should not be lower than 50 cubic metres of air per hour per worker , air usually needs to be changed between four to eight times per hour in offices or for sedentary workers, between eight and 12 times per hour in workshops and as much as 15 to 30 or more times per hour for public premises and where there are high levels of atmospheric pollution or humidity.
The air speed used for workplace ventilation should be adapted to the air temperature and the energy expenditure: for sedentary work it should exceed 0. For hazardous work it may be even higher. Certain types of hot work can be made tolerable by directing a stream of cold air at the workers. Natural ventilation, obtained by opening windows or wall or roof airvents, may produce significant air flows but can normally be used only in relatively mild climates.
The effectiveness of this type of ventilation depends largely on external conditions. Where natural ventilation is inadequate, artificial ventilation should be used. Some facilities are very basic, but often ignored, such as drinking-water and toilets. Others may seem less necessary, but usually have an importance to workers far greater than their cost to the enterprise.
Without it fatigue increases rapidly and productivity falls. Where possible it should be kept in suitable vessels, renewed at least daily, and all practical steps taken to preserve the water and the vessels from contamination. They are particularly important where chemicals or other dangerous substances are used. Sufficient toilet facilities, with separate facilities for men and women workers, should be installed and conveniently located. Changing- rooms and cloakrooms should be provided.
Washing facilities, such as washbasins with soap and towels, or showers, should be placed either within changing-rooms or close by. First-aid boxes should be clearly marked and conveniently located. They should contain only first-aid requisites of a prescribed standard and should be in the charge of qualified person. Apart from first-aid boxes, it is also desirable to have a stretcher and suitable means to transport injured persons to a centre where medical care can be provided.
They help workers to recover from fatigue and to get away from a noisy, polluted or isolated workstation. A sufficient number of suitable chairs or benches with backrests should be provided and maintained, including seats for occasional rest of workers who are obliged to work standing up. Rest-rooms enable workers to recover during meal and rest breaks. A full meal at the workplace in necessary when the workers live some distance away and when the hours of work are so organized that the meal breaks are short.
Assessment Abnormalities tables alert readers to abnormalities frequently encountered in practice, as well as their possible etiologies More than 60 comprehensive nursing care plans on the Evolve website defining characteristics, expected outcomes, specific nursing interventions with rationales, evaluation criteria, and collaborative problems.
Written by a dedicated team of expert authors led by Sharon Lewis, Medical-Surgical Nursing, 9th Edition offers the same easy-to-read style that students have come to love, along with the timely and thoroughly accurate content that educators have come to trust.
Best of all - a complete collection of interactive student resources creates a more engaging learning environment to prepare you for clinical practice. Highly readable format gives you a strong foundation in medical-surgical nursing. Content written and reviewed by leading experts in the field ensures that the information is comprehensive, current, and clinically accurate.
Bridge to NCLEX Examination review questions at the end of each chapter reinforce key content while helping you prepare for the NCLEX examination with both standard and alternate item format questions.
More than 50 comprehensive nursing care plans in the book and online incorporate NIC, NOC, and current NANDA diagnoses, defining characteristics, expected outcomes, specific nursing interventions with rationales, evaluation criteria, and collaborative problems.
Over full-color illustrations and photographs clearly demonstrate disease processes and related anatomy and physiology.
Unfolding case studies included throughout each assessment chapter help you apply important concepts and procedures to real-life patient care. Managing Multiple Patients case studies at the end of each section give you practice applying your knowledge of various disorders and help you prioritize and delegate patient care.
Expanded coverage of evidence-based practice helps you understand how to apply the latest research to real-life patient care. Separate chapter on genetics expands on this key topic that impacts nearly every condition with a focus on the practical application to nursing care of patients.
Expanded coverage of delegation includes additional Delegation Decisions boxes covering issues such as hypertension and postoperative patient care.
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