Max et Bouzouki Un été à la ferme

Pouvez vous générer cinq questions sur le thème système solaire avec 4 réponses dont une exacte en caractère gras. questions 120 caractères max et réponses 75 caractères max. Tableau de cinq colonnes. Ranger les bonnes réponses dans la première colonne.Numéroter les colonnes réponses.

Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follett’s Organizations as communities The Hawthorne studies Maslow’s theory of human needs Mcgregor’s Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published “adminisration Industrielle et Generale” (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follett’s Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating “communites” of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New “social setting” led workers to do good job Good “Human relations” = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslow’s Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human “needs,” also has had a major impact in the behavioual apporach to management Maslow’s hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregor’s Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyris’s theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No “one best way” to manage The “appropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on “hard facts” about what really works

Processo costruttivo : modalità esecutive utilizzate per la realizzazione di ogni parte costitutiva dell’edificio. La scelta deve essere riferita ad aspetti contingentati come: la cultura tecnologica locale, gli obbiettivi economici, capacità di organizzazione nel lavoro del cantiere, sistemi di approvvigionamento dei materiali. Fasi del processo costruttivo: Programmazione (rilevamento esigenze, scelta dell’obbiettivo, studio o progetto di fattibilità, definizione dell’intervento edilizio) Progettazione (formato da metaprogetto, progetto preliminare, progetto definitivo, progetto esecutivo) Realizzazione (affidamento dell’appalto, stipula del contratto, nomina del direttore dei lavori, gestione e controllo delle fasi esecutive, collaudo dell’opera) Gestione e dismissione ( esercizio impianti tecnici, manutenzione, recupero, demolizione) Gli attori di questo processo sono degli Enti ( Pianificatori, normatori, di Attuazione) In passato il processo costruttivo si basava sul sistema costruttivo tradizionale (cioè nella realizzazione delle murature portanti) Da trent’anni a questa parte è cambiato: tecnologie più evolute, razionalizzazione del cantiere. Anche l’introduzione del cls armato ha cambiato radicalmente: necessità di separare in modo più netto le attività destinate alla realizzazione di fondazioni, strutture portanti e opere di completamento. Così anche dal maggiore sviluppo delle macchine da cantiere, di molteplici attrezzature, di materiali innovativi. Tipologie di sistemi costruttivi: Tradizionale : realizzazione di ogni elemento direttamente in cantiere (basso contenuto tecnologico, alto contenuto di lavoro) Razionalizzato o ibrido : vantaggio di efficenza costruttiva e quindi economico , ha strutture portanti di calcestruzzo armato ma permette l’uso anche di elementi caratteristici di altri sistemi costruttivi ) Industrializzato o a pie d’opera : elementi strutturali realizzati direttamente in cantiere utilizzando diverse tipologie di casserature; processo produttivo basato su 24h in cui viene fatto tutto ( dalla posata delle casserature al compattamento del getto) Queste casserature possono essere di diverso tipo: Tunnel, usato per gli interventi di grandi dimensioni (crea una canna pari a un piano dell’edificio) , Banches et Tables , ampiamente utilizzata il vantaggio è la velocità , Sistema Grigliato tipo Peri Gridflex crea un piano di sicurezza per gli operatori permette di creare dei solai con 33 cm di spessore, Sistema Alumecano stessa funzione del precedente Prefabbricazione : processo che prevede la scomposizione dell’edificio nelle sue parti, preparazione elementi in un luogo diverso dal cantiere. La prefabbricazione può essere fuori d’opera, a piè d’opera, a pie di fabbrica. Fasi: produzione viene fatta con stampi metallici , vengono inserite in officina direttamente gli infissi e la tubazioni, gli elementi finiti vengono trasportati in cantiere e assemblati. Gli elementi possono essere classificati in base a tre criteri: geometrico (monodimensionale, bidimensionale, tridimensionale), del peso (leggera: ciò che non è strutturale ne portante, pesante: elementi bidimensionali e tridimensionali,strutturali e portanti), del sistema prefabbricato (chiuso: prevede che si usino solo elementi del sistema prefabbricato, meno flessibile e meno economico , aperto: elementi del sistema integrati con altri sistemi costruttivi) Prefabbricazione metallica: preparazione in officina del elementi, il montaggio avviene tramite bullonature e saldature elettriche, può essere totale o parziale\mista Sistemi costruttivi lignei di tipo prefabbricato: numerosi vantaggi. Ballon Frame: montanti che hanno l’altezza di due piani collocati ad un interasse di 45 cm, connessione mediante chiodatura, basta un solo uomo per montare tutto. Paltform frame: evoluzione del Ballon, montanti ogni 3m max, ogni piano funge da piattaforma per i piani superiori, fondazioni a platea. Blockbau: soprattuto edifici di uno o due piani, forma primordiale delle costruzioni. Setti portanti e sopra delle travi (panconati), incastro maschio-femmina, connessione al terreno mediante un solaio areato, all’involucro invece viene aggiunto uno strato di isolante. Sistema a travi e pilastri: sistema tradizionale riletto in chiave moderna. Montanti lignei verticali ed elementi orizzontali posti a breve distanza di “interasse”, nelle intercapedini c’è l’isolamento Sistemi a panelli intelaiati : dotato di un telaio leggero fatto di segati e dei pannelli formati da più strati incollati tra loro (completo di aperture) X-Lam : pannello monolitico formato da un compensato strutturale di legno massiccio formato da lamelle poste a strati incrociati, arrivano in cantiere pretagliati (basamento a platea, per impedire che il sisma ribalti o faccia scorrere la parete ) Differenza calcestruzzo armato gettato in opera e calcestruzzo precompresso: il primo copre una luce di 5,5\ 6m , il secondo se ha solo la trave precompressa 7,2 m e 10 se ha sia la trave che il solaio.

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