Evaluate the strengths and weaknesses of the application of LED bulbs Essay

Evaluate the strengths and weaknesses of the application of LED bulbs for solving climate change - Essay Example Through such an engagement and analysis, it is the hope of this student that the reader will be able to gain a useful level of inference concerning LED technology and the future of how it will be accepted, utilized, and effect a gradual impact on green living within society. There are a range of regulatory frameworks which have been designed to encourage more awareness of energy consumption rates. Schemes such as ‘Smart Grids’ create greater efficiencies in energy consumption by monitoring consumer behaviour within electricity networks (Clastres, 2011). In a similar way the use of LED bulbs is now presented as part of the solution of reducing energy consumption (Humphreys, 2008). This is particularly important, not just as a single appliance saving energy, but as part of a wider shift in how users are adopting LED bulbs for in many respects, In man, it is behavioural changes which are the critical factor in tackling climate change, (Hobson, 2006). This view is supported by Paterson and Stripple (2010) who argue that individuals can contribute to the governing of climate change by undertaking specific actions to solve the problem. Hobson (2008) also notes that a gap currently exists between knowledge and action and that this has prevented the full realisation of a range of benefits from environmentally friendly initiatives. As a result, Hobson (2008) further asserts that policies relating to climate change should focus on removing such barriers through increased public education, infrastructural improvements and improving access to ‘green’ goods. Slocum (2004a) argues that climate change discourse should localize the effects of global warming in order that society has a better understanding about energy consumption and its effects on the local and global environment. With reference to wider issues of lighting, Slocum (2004a) further

Prevention of Chronic Diseases in the USA Research Paper

Prevention of Chronic Diseases in the USA - Research Paper Example The provision on clinical and community preventative services is one of the main provisions of this act that is critical in the prevention of chronic diseases. The professional nurses have an important role in implementing this provision. Prevention of Chronic Diseases Introduction According to Centers for Disease Control and Prevention (CDC) (2013), the American nation spends 75 percent of its health care budget to treat chronic diseases. Chronic diseases are the nation’s leading causes of disability and death. The conditions of chronic diseases leave in their wake compromised life quality, deaths that could have been prevented, as well as burgeoning costs of health care. The Patient Protection and Affordable Care Act (ACA) that President Obama signed into law in March 2010, is a comprehensive health reform that makes preventive care more affordable and accessible for majority of Americans. The Affordable Care Act has numerous provisions that are aimed at making preventive ca re more affordable and accessible for majority of Americans (Fortin et al, 2013). This paper will focus on the specific provision of clinical and community preventive services and the role of professional nurses in implementing this provision. The recommended core set of clinical and community preventative services are largely based on gender and age (Slonim et al, 2013). This provision calls for the joining or linking clinical organizations and public or community health organizations in improving clinical preventive services. It is characterized by their trust, time commitment, and resource exchange and sharing, as well as sharing of responsibilities and risks aimed at improving delivery, quality, and access to preventive services. Clinical and community preventive services also increase public and particular patients’ access to comprehensive and medical care services. Community organizations’ clients lacking regular primary care can be treated and evaluated by clini cians for chronic and acute conditions. Patients of primary care practices significantly benefit from referrals to health organizations at community level, which tend on focusing on social health determinants such as food needs, employment, or housing (Feldman, 2011). The provision of clinical and community preventative services in the Affordable Care Act is fundamental in the prevention of chronic diseases. This provision seeks to enhance the delivery of preventive services in the following areas: physical activity, nutrition, tobacco use, and obesity. The provision also focuses on the broader aspects of prevention of chronic diseases such as health promotion, health professional capacity building and disease prevention (Fortin et al, 2013).

Case Studies on Architectural Design Methodologies

Case Studies on Architectural Design Methodologies How We Build: The Parts and the Whole Precedent Case Studies The two philosophies introduced above, mechanism and systems thinking, have influenced many aspects of our lives. One can arguably note their influences in our built environment, as can be seen in the variety of design methodologies present in architectural design. Both academics and practitioners in the design field have often argued that the architectural practice can be classified as a holistic enterprise. This argument is founded on the fact that many players have a key role in the process of designing a building: the architect, the client, the consultants, the engineers, the planners, the builders and so on. In this context, holism does indeed propel an all-inclusive design process realized as a result of the many members collaborating on a given project. In fact, this trait is even said by many to be unique to architecture as a profession. However, when analyzing the conventional design methodologies employed in architecture, one cannot ignore the hierarchical and sequential separation of design, detailing, documentation, modeling and fabrication that has become prevalent in todays day and age. This type of hierarchical separation and compartmentalization of processes can be seen in many aspects of design, but more specifically between material, form and structure. In order to explain this phenomenon more clearly, two built architectural projects have been chosen for analysis based on these two ideologies in architecture. Analyzing the two built examples below may shed more light on the ways in which machine thinking and systems thinking have influenced architectural design philosophies and methodologies. The first project is considered by many as being the most contemporary technological application of timber construction. The second project was completed approximately three decades ago and continues to be an inspirational precedent regarding the use the inherent material properties of wood, specifically Tiber. Distinguishing between these two projects and their approaches is of great relevance to this research. The aim is not to assess the two projects with the intention of promoting one over the other, but rather to identify the contrasting design methodologies. For this comparison, the focus will lie namely on the design and realization of the roof structures. The inspiration for the roof of the Centre Pompidou in Metz, designed by Shigeru Ban, Jean de Gastines and Ove Arup Partners, was a traditional Japanese straw hat (ill.3). The form that resulted from this inspiration was based on two components: a specified freeform surface with a hexagonal edge, and a flat, kagome lattice consisting of triangles and hexagons that is projected onto the free-form surface. The lattice structural grid was developed using digital processes such as CAD software (ill.4). The digital model created from this step was then developed into a highly complex geometric construction in which every element of the structure was unique in its curvature and shape. The digital form-giving process was used only to establish the geometry of the roof structure. Following this design phase, engineers and consultants working in the realm of computer-based geometry optimized the design of the structure and rendered it buildable. The actual physical construction of this roof structure involved a series of glue-lam girders arranged in three layers (ill.5). Each of these girders is comprised of several segments, fastened to one another in order to achieve the curved appearance of the girders. In total, the entire roof assembly is made up of 1,790 segments, which were classified into three categories (straight, single curved, double curved) (ill.6). The 1,790 individual segments were fabricated by a computerized numerical control (CNC) joinery machine. In order to achieve the final form of the structure, it was necessary to mill away fifty percent of each individual glue-lam beam to obtain the required building component geometry (ill7). In the next phase of the project, the individual components making up the complex geometry of the roof were transported from the fabrication shop with trucks and were assembled incrementally using scaffolding and cranes to make up the final form of the structure (ill.8). This project followed a relatively linear flow of data, beginning with the initial design inspiration, and working up towards a formal design, the development of a CAD model, the refinements and optimization achieved by engineers in rationalizing the process, and finally ending with the computer aided manufacturing of the highly specified components. A similarly linear approach then took place on site for the duration of the incremental assembly process. Overall, this design approach is a direct reflection of mechanistic ideologies. The second project is the â€Å"Multihalle† located in Mannheim and designed by Frei Otto, Carlfried Mutschler, and Ove Arup and Partners (1975). Like the Centre Pompidou this project consists of a double-curved lattice shell, but the design was not the result of a form-giving process (ie. one in which the form was pre-conceived by the designer and a structural system was developed to actualize the form). Instead, this project consists of a more integrated form-finding process informed by material experimentation, material behaviours and constraints along with an extensive series of models and prototyping. It is important to note that the form finding process for the Multihalle involved upside-down hanging chain models (ill.10). This was important because it allowed the architects to determine the three-dimensional geometry of the shell. These models were especially effective in creating pure tension shapes due to gravitys pull on the chains. When an appropriate geometry was a chieved, the model was then inverted to create a pure compression shell. This resulted in a geometry that was structurally stable, devoid of in-plane shear stresses in the lattice structure. In the development of this project, the lattice shell structure was based on two fundamental questions: 1) Could a shell structure be constructed with a tensile uniform mesh and be capable of supporting its own weight without buckling and causing no moment bending? 2) Could a shell structure be constructed using the natural bending properties of wood laths, which were initially assembled as a flat system? The structure of Multihalle is called a grid shell. A grid shell is a double curved surface formed from a lattice of timber laths bolted together at uniform spacing in two directions.†[1] There are two types of lattice shells systems: strained and unstrained. The difference between strained and unstrained shells is that the unstrained shells are made of pre-bent members. In the unstrained shell, curved members experience no strain during the erection process because they have been previously curved to the desired shape. This method was used for the Centre Pompidou in Metz. The Multihall shell structure however, consists of a strained lattice shell, comprised of a 2 double-layer wooden lath system, assembled flat in a square diagrid pattern (ill.11). The initially flat grid is held together by pinned joints (ill.12) that permit the laths to move parallel to one another (ill.13). This allows the grid one degree of movement when flat. However, once the structure is erected and the grid takes on the double-curved geometry of the shell, the forces will deform the square grids into parallelograms (ill.14). In this manner, the structural web can take on specific forms by changing key parameters in the assembly such as scissor-like deformation, adjustable pins, cambering and edge definition of the system. As a result of this double curved design, the members increase in strength and stiffness.[2] Erecting the shell on site required that the entire flat system be lifted at a number of key points with the aid of cranes. Once the web was lifted at these points, the network of wood laths naturally took on the desired geometry due to the flexible bending behaviour of the continuous wood members and the deformation of the network (ill.14). The systems joint connections were then tightened to obtain shear-resistant connections that would maintain the desired shape of the structure (ill.15). Next, steel cable ties were added to provide diagonal stiffness to the shell (ill.16). The grid shell was then fastened to the substructure at specified support points, thereby stabilizing the complex roof The critical difference between these two projects is that one was designed and geometrically defined by the designer and subsequently rationalized for construction, while the other was a result of an extensive form-finding process based on material behaviours, experimentation and structural behaviours. The Centre Pompidou is often referred to as a state-of-art, digitally designed wood construction project. It required six layers of glue-lam beams with cross section of 140 x 440 mm to achieve a 50m clear span. In addition, it was necessary that 50 percent of the glue-lam material be milled off during the CNC fabrication process in order to achieve the desired shape of each member. In contrast, the double layered grid of the Multihalle in Mannheim spans up to 60m and consists of members that only measure 50 x 50 mm in cross section. As a result, the â€Å"Multihalle† project emerged as a grid shell that was extremely cost-effective and material efficient. It also proved much ea sier to construct than many of todays contemporary lattice structures like the Centre Pompidou in Metz. The intention of this comparison is to demonstrate the differences which exist between these two design methodologies. One is the digital continuation of the long-standing hierarchical process in which form-giving takes precedence over rationalization. The other concerns a design process which undergoes constant transformations due to an integrated and informed approach that can anticipate the possibilities of materialization. Frei Otto’s work with lightweight structures as well as the design methodologies employed in his projects serve as exemplary precedents in demonstrating the theory and design methodologies adopted in this research. Similar to Frei Ottos approach, this research will propose a lightweight structural system that seeks to incorporate an integrative approach to form-finding using the material properties and behaviours of wood. In order to fully understand the capabilities of this material, the following chapter explores the material science and characteristics of wood. [1] Happold and Liddell, â€Å"Timber lattice roof for the Mannheim Budesgartenshau,† The Structural Engineer 53 (1975): 99-135. [2] Burkhardt Berthold and Frei Otto. IL 13: Multihalle Mannheim (Stuttgart: Freunde und FoÃÅ'ˆrderer der Leichtbauforschung, 1978).

The Giver Vs. Brave New World :: essays research papers

The Giver by Lois Lowry and Brave New World by Aldous Huxley have many similarities. They both take place in futuristic utopias where happiness is the overall goal. Jonas and Bernard, the major characters in the novels, are both restless individuals who want change. Despite the close similarities, there are many contrasts in the two novels. The childhood, family, and professions arrangements are differently portrayed in the similar novels The Giver and Brave New World. The similarities in the two novels are few despite of the similar concept the novels have. Both deal with utopias where everyone is happy. They both have individuals wanting to change the way society operates. Every individual in the novel is genetically engineered and conditioned to like what he or she has and be happy. Emotions and feelings aren’t supposed to exist in either utopia. Though the utopia in Brave New World is more technologically advanced than the one in The Giver, they are both more advanced than today’s technology. Growing up is very different in the two novels. In The Giver, each child grows up in a similar way to the way today. They each grow up in a family unit, go to school with children their age, and play child games like today’s. They grow to live a normal child until they reach the age of twelve, where they begin training for their assigned profession. In Brave New World, the children don’t experience childhood. After they are born in a lab, they are all conditioned what to like and what to hate according to their social placing. The children entertain themselves by playing very complex games that require much equipment and also by sexual recreation. The two novels’ family unit system is very different from each other. The family structure in The Giver is somewhat similar to ours today. The families consist of parents and children but each family unit is limited. A unit is restricted to two adult parents, one male child, and one female child. Brave New World has no family structure. A motto included in the novel states, â€Å"everyone belongs to everyone else†. Every adult lives alone in his or her own apartment with no spouse but with many sexual partners. Professions were assigned in both novels, but in a different manner. When children turned twelve years old in The Giver, they began training for the professions they were assigned.

Team Building and Group

2. 1 Tuckman's forming storming norming performing model One of the most common and useful models of team management in today’s organization is Dr Bruce Tuckman’s stages of team development. This model was published in the 1987 in five stages of forming, storming, norming, performing and adjourning. As seen in figure 1, this model demonstrate how, as team develop skills, knowledge, and attitude over time, their productivity also increase (Barker, 2011). This part of the group report reviews the performance of our group work according to the stages of Tuckman’s model.Figure 1 Tuckman's team development method 2. 1. 1 Forming Stage This stage is the initial orientation period. The members are not fully clear about the aims and the way of achieving the goals, members do not know each other and other’s abilities yet and are not familiar with the way the team leader and other members functions. This phase is complete if the members start to see themselves as a part of a group. (Barker, 2011) Judging against other groups in this stage, there were meetings held before the activity date, For instance, one of the groups wore blue t-shirts with name badges.Our group had the first meeting at Mount Cotton before the initial activity started and some of our group members were meeting for the first time. Nevertheless, we introduced ourselves, get to know each other and discuss our work experience, study background, and interest. In this time we decided to create and form the work packages and designate responsibilities amongst each other. 2. 1. 2 Storming stage In this phase, members are sorting out their place as team members.After the first stage, members are now more comfortable to work and communicate with each other, sharing their opinion and challenging the team leader’s authority and advices. In addition, some members may become dissatisfied with working with others which may lead to some challenges. This stage of group development i s the start of intergroup conflicts. (Barker, 2011) Each member of our group is from different backgrounds which made it difficult to decide and split the tasks amongst us in order to initiate this stage.For example, we had member with work experience and study backgrounds in industrial, civil engineering and architecture. The resolution that was found was divided by work packages in relation to our interest and study background. In addition to this we separate each task into two parts and formed two smaller groups who could work with eachother efficiently. 2. 1. 3 Norming stage; When conflict is established and resolved members will feel comfortable with themselves and each member will accept each other’s wants and needs.Here norms have been developed, trust is high, individual skill can be efficiently developed, and procedures for operation are clear. (Barker, 2011) Our group consists of different culture backgrounds and ways of thinking which contributed to the difficulty of understanding each member views and using our differences in a useful way so that trust can be built. After working with the group it was found that our differences were useful and helpful to develop ideas. 2. 1. 4 Performing stage;This stage is where you can turn a work group into a team. Conflict happens when the group starts to deal with the main issues. Disagreement in a group can be desirable and inevitable. These disagreements need to be dealt with by the group to move them towards a climate where this can be useful, helpful and purposeful. When dealt with correctly the conflict allows the group to look at all the views and evaluate different points of views. The team won’t be able to progress if the conflict is avoided.Conflict is essential as it leads the group to shared solutions to problems (Barker, 2011). This stage was achieved by high performance and working well together as a group. By achieving this we had to have some ideas to know how to work together. We had to look at other groups to learn more and in some cases shared our experiences to other groups. For example, there was a group who was trying to achieve a solution in the wrong and our group helped them to change their primary ideas and suggested another idea for them.Finally, by gaining some idea and mixing with the other groups, we went back to work and could solve problems quickly without deliberations. 2. 2 How well we performed as a team and what improvements do we need to make (Recommendation) Katzenback and smith (1993) observed necessity of following approaches in successful teams. 1. Establish urgency, demanding performance standards and direction 2. Selecting members for skills and skill and skill potential, not personality 3. Paying particular attention to first meeting and actions 4.Setting some clear rules and expectations for behaviour 5. Setting and seizing on several immediate performance-oriented goals and tasks 6. Challenging the group regularly, with fresh inf ormation 7. Spending time together on work and nonworking activities 8. Exploiting the power of positive feedback, recognition, and rewards. By following the eight item stated by katesenback in figure 2 which displays the strengths and what needs improvement within the teamwork with red representing what needs to be improved and blue representing strengths of group activity.As you can see the majority of items 3 and 7 show what needs to be improved within the group. These items came at the first stages of group building and teamwork. To solve this problem we had to talk to get other inputs from other groups to ensure we were on the right track. This became a consistent problem throughout the group work where every aspect of the decisions was decided last minute. The strengths can be seen when issues were resolved as discussed earlier in the conflict stage where solutions were achieved.These strengths can be seen in setting the tasks, challenging the team with fresh information and i ssuing positive recognition and feedback. Firstly the improvements on communication between the group members are essential in establishing directions and performance standards. Secondly improving participation in group meetings is crucial to achieve the goal of the tea. Lastly, assessing, indentifying and establishing behaviours earlier are essential in order to avoid problems further into the activity. 3. 0 team thinking

Broad Environment Essay

Knowing the Unknown about the Broad Environment University of Tampa MGT 431 Practical Strategic Assessment Dr. George Bud Wynn June 09, 2009 Abstract In â€Å"Foundations in Strategic Management†, pages 21 to 27, author Harrison discusses the influence that the external environment has on a particular company’s operations and how its managers can adapt to environmental uncertainties to sustain their competitive advantages. Harrison also points out why it is important for firm to analyze and evaluate its broad environment. He also mentions how managers can analyze and evaluate external forces and devise strategies to complement the rapid-changing environment in order for their company to be competitive throughout and take advantage of its strengths and minimize its threats. He further divides the broad environment into four sub-headings (socio-cultural, economical, technological and political/legal) and states why each is important and the effect each have on a company’s operations. The purpose of the paper focuses more on informing the reader of the importance of evaluating a particular company’s broad environment. The paper also includes a review of and my opinion on what I think firms and their managers should be aware of when it comes to their company’s broad environment. The Importance of the Broad Environment to Managers Before the 1990’s, if a business had a competitive advantage and opened its doors to the general public, it was almost guaranteed success. However, such cases no longer exist. In modern times, companies with competitive advantages such as sufficient resources, skilled workers, superior technologies and the like can still go under due to the ever-changing environment. Nowadays, successful businesses are shifting focus from just having a competitive advantage in one or two areas, to maximizing on the relevant information that its managers have about its operation environment; including the broad and task environment. In order to operate a successful business, it is important for managers to have a comprehensive understanding of its broad environment in which it plans to operate. The broad environment includes socio-cultural, economical, technological, and political/legal forces which have an effect on how the company plans to gain a profitable market share. Such comprehensive understanding allows managers to save valuable time and money; subsequently making their business profitable. Due to the uncertainties of the rapidly changing economy, it is almost required by top performing firms to research the broad environment; even if its plan to merge or joint venture with another firm elsewhere. In addition, such research is also highly recommended for companies that plan to do business globally; if the company wishes to create a buffer from potential losses. Also, companies that analyze the broad environment effectively are able to maximize its advantages and opportunities while limiting weaknesses and threats. In conclusion, successful firms must recognize the importance of the broad environment in order to take advantage of its strengths and opportunities while minimizing its weaknesses and threats. Well-defined researches coupled with a complete understanding of a company’s broad environment are always important because, when done properly, it can enable companies to seize potential market areas and dominate a particular geographical location. Maintaining a complete understanding of the broad environment is vital to a company’s success. Understanding the broad environment is important for many reasons. Socio-cultural forces occur randomly and without warning. Many firms experience difficulties with these forces many times during operations. Examples of socio-cultural forces range from the influence of terrorism on the economy to the legality of abortion. Proper socio-cultural assessment enables firms to minimize its threats from potential restrictive legislation. Firms which are aware of pending restrictive law changes can avoid huge fines and penalties. In addition, managers should spend ample time researching law changes in order to save their company from falling intothese traps. Managers who are aware of demographic and economic changes in society can take advantage of opportunities that their competition fails to recognize. For example, a careful study of a firm’s social environment can gather information on what products/services or lifestyles people from a particular neighborhood purchase or prefer. In conclusion, a thorough understanding of socio-cultural forces can enable managers to gain from their knowledge about its societal operations and make it work to the best interest of their business. This will enable them to take advantage of strengths while also minimizing their threats. Economic forces play a critical part in the understanding of a firm’s broad environment. Factors such as interest rates, economic growth and inflation are important variables which managers must be aware of in order to process their broad environment effectively. Without such knowledge, it would be almost impossible to run an effective and efficient business and establish a competitive advantage. Furthermore, information gained from economic forces enables managers to allocate resources while allowing time to seek other investment opportunities. For example, multinational firms can benefit from favorable exchange rates. In order words, an understanding of fluctuations in exchange rates can lead such firms to purchase raw materials in countries where their own currency is superior to that of the foreign country. On the other hand, without knowledge of inflation, companies can suffer huge losses when investing in these countries. As a result, managers must be aware of such economical changes beforehand in order to make educated decisions that can assist their company’s growth and production. Another broad environment which managers should be aware of is technology. Nowadays, technology is changing the ways individuals and firms do business. New innovations such as the internet, handheld computers, and direct satellite systems are making it much easier for firms to purchase, deliver, and sell its products/services. Firms must be aware of and adapt to new technological changes in order to stay ahead of its competition in the fight for market shares and profits. If not, these companies are bound to fail or file for bankruptcy. Most firms are pumping millions of dollars into research and development in order to find new ways of improving its product’s life cycle which will in turn, generate more revenue and satisfy customer. One of the world leaders in electronic supply, the Sony Corporation of America, has developed new ideas to save its customer time and money. As a result, Sony is one of the main leaders in its industry and continues to see profits soar in 2008. According to one official, one of its newest inventions, â€Å"Eye on Education†, â€Å"[e]ducation educators receive competitive pricing, exclusive service and support capabilities, financing options, and trade-in opportunities for Sony professional display products. † Technology awareness and continuous improvement in its research and department hasled the company to success over the years. In modern times, in order for any one company to be effective, managers must be aware of the technological forces that can assist their companies to save money, andtime; subsequently improving the business purpose and values. Finally, close attention must be geared towards political/legal forces which can change the company’s focus or purpose in one way or another. Government regulations can alter the ways in which companies wish to perform its business in terms of locally or globally. Therefore, managers must pay attention to different types of changes that their companies might undertake if there is a desire to join multiple or particular industries. Government normally provides advantages to some businesses in the form of tax incentives which promote ethical behavior and remind firms of its responsibilities. Managers who are vigilant can take advantage of these incentives. Overall, a comprehensive understanding of a company’s broad environment such as socio-cultural, economical, technological, and political/legal forces are an essential assessment that needs to be considered before a merger, joint venture, acquisition, or even to successfully run a business. On the other hand, trained personnel must carry out such researches in order to avoid huge losses and business failure. Also, integrated understanding coupled with awareness can provide managers with information on what types of products/services to offer, sell, customers, delivery, and the like to enable their business to accomplish its goals. Assessments are highly recommended for starting up and strugglingcompanies and businesses which wish to operate globally. If somehow a particular set of managers can make a reasonable assessment of its company’s broad environment, they are almost guaranteed to run an effective and efficient company.