76 research outputs found
Beschouwing van bestuurlijke taakgebieden in organisaties : een bestuurstechnisch onderzoek aan de hand van een stadsuitbreidingsproject en daarop aansluitende literatuur
No full textVIEW ON MANAGERIAL TASK FIELDS IN ORGANISATIONS A management- technical analysis on basis of an urbanisation project and literature connected to it.The purpose of this study is to get a better idea of managerial aspects of complex managerial situations as an urbanisation project.For this study the author did a case-study (an urbanisation project) and a study of literature connected to it.In the urbanisation project, a study has been made of the urban planning process. Central theme is the process of co-operation between the various people and organisations involved in the planning process such as urban planners, projectmanagers, local-, provincial- and national government.For this study the author used the view of Professor Drs. A.A. Kampfraath, Professor in (Industrial) Business Administration of the Dutch Agricultural University at Wageningen.Out of his distinguished managerial processes and basic managerial concerns or task-fields that are to be filled-in, in each organisation, an analytical frame-work is developed. Concerning the managerial processes there is made a distinction between the managed process, the managing process, the managing of the managing proces etc. (respectively the A-, B-, C-process etc.). Concerning the managerial task-fields there is made a distinction between the strategic-, conditioning-, executionary- and operational task-field (respectively the managerial task-fields If IIa, IIb and III).This analytical frame-work is based on the different managerial task- fields and the managerial processes.out of this case-study, the author made some statements, concerning the planning process and the organisational conditions under which this planning process takes place.Apart from the case-study, the author made a study of the literature concerning the urban planning process and the organisational conditioning of interdisciplinary co-operation.The author made a selection out of literature concerning, decision- making, systems- and process approach of organisations and forms of organisational co-operation.For an analysis of the contribution of the selected literature to a better idea of the planning process, and to get a better idea of managerial aspects of complex managerial situations is general, the literature is projected against the analytical frame-work.From the case-study and the study of the literature the author came to conclusions concerning the planning process and the way of getting a better understanding of it and to get a better idea of managerial aspects of complex managerial situations in general.Chapter 1, describes the historical process of this dissertation.Chapter 2, describes the design of the dissertation.Chapter 3, describes the analytical frame-work.The analytical frame-work consists of the basic managerial task-fields to be filled in on different levels of managing: the planning process (B-level), managing of the planning process (C-level), managing of the managing of the planning process (D-level). At the same time a difference has been made between managing-beforehand (-b) and managing-during (-d). The A-level concerns the executing process to be managed, for example the building process.Chapter 4, describes the planning process of the urbanisation project, with the use of the analytical frame-work.Chapter 5, describes an analysis of the case-study. The author issued some statements concerning the planning proces and the organisational conditioning of the co-operation under which the planning process takes places. For example it appears to be possible to order the observed managerial activities to the managerial task-fields of the analytical frame-work and that there is a coherence between the planning process (BIIIb) and its operational managing (CIIIb en CIlId).At the same time it appears that there are a number of questions, for example "how, by whom and in what way of co-operation the managerial task-fields are filled-in?", that can not be discussed by using the analytical frame-work.Chapter 6, describes the study of the literature. Literature concerning the urban planning process and the organisational conditioning of interdisciplinairy co-operation are described and projected against the analytical frame-work.Special attention is paid to the questions:- which managerial task-fields of the analytical frame-work the literature is dealing with?- what is the contribution to a better idea of the way all the managerial task-fields are filled in, in general and some of them in particular?Also the consequence of the study of the literature for the case- study, has been described.Chapter 7, provides the conclusions. They can be summerized as follows:- with the urbanisation project a great number of managerial task- fields, among which those from the analytical framework, are demonstrable filled in;- there is a coherence between the planning process (BIIIb) and the operational managing of it (CIIIb and CIIId). In the actual planning processing the operational managing and the executionary managing of the planning process (CIIbd and CIIId concerning BIIIb), easy merge with the planning process itself (BIIIb);- to fill in the managerial task-fields a certain number of managerial activities are carried out. At the D-managerial level much less managerial activities are carried out than at the Cand B-managerial level;- at a closer look at the actual urban planning process it appears not only to in be questionable, which managerial task-fields are under discussion; also how, by whom, and in what form of co- operation these managerial task-fields are filled in. The analytical frame-work seems to be a usefull instrument to get a better idea of complex managerial situations and as a check of completeness of the managerial approach. The analytical frame- work does not give the apportunity to discus the questions mentioned above;- the described literature does deal with the questions mentioned above. Partly it deals with the HOW-question of filling in a managerial task-field in general and of the planning process (BIIIb), the strategic managing of the executing process (BI) and the organisational conditioning of the planning process (CIIa) in particular. Concerning the organisational conditioning the literature deals with the WHAT-question as well. The literature describes also some conditions for filling in the managerial task- fields in general. The described literature concerning the urban planning process does not distinguish the managerial levels B, C and D. The literature concerning the systems and process approach of organisations does distinguish the B- and C-level (metamanaging), but does not work it out. The D-level is not mentioned in the described literature.An important merit of the analytical frame-work comparing to the described literature is that some elements that are described apart from each other in that literature, are integrated and are more worked out in the analytical frame-work;- for a more comprehensive description of, in case of this study, an urbanisation project, a more comprehensive conceptual model than the analytical frame-work is required. Such a conceptual model should at least enclose:· a sub model of the urban planning process (see for example the literature concerning the urban planning process);· a sub model that indicates the managerial task-fields that have to be filled in for the realisation of urban plans (see for example the analytical frame-work);· a sub model that indicates how, by whom and in what form of co-operation these managerial task-fields are filled in-(see for example the literature concerning the organisational conditoning of interdisciplinaire co-operation).In particular chapters 3.2., 4.4, 5., 6.4. and 6.5. produce a start for such a conceptuel model.For the time being there is no reason to suppose that such a conceptual model should not also be inforced as well for other than urbanisation projects such as automatisation projects, reorganisation projects, etc. and for questions of managing and organisation in general.Chapter 8 presents a recommendation.It is recommendable to do further practical and theoretical survey on the managerial task-fields at the managerial levels C- and D.In particular for the urban planning process discussion it is to recommend to involve the managing of the planning process (C-level) and the managing of the managing of the planning process (D-level) into this discussion
AND TRANSITIONS OF NO EMISSION IN THE INFRARED
No full textAuthor Institution: Digilab, Inc., Cambridge; Department of Physics The Ohio State University, Columbus, Ohio, 43210 A. W. Mantz, Sally A. Shafer, and K. Narahari Rao, Applied Optics 15, 599 (1976).Continuing the Investigation of NO emissions ( transitions) in the 5-7 region reported by Mantz, Shafer, and Rao, the experimental conditions required to study the transitions were established and the emission bands observed including the 6-4 hand. A Fourier transform spectrometer was used in this research
Addicted to Mansfield: a glimpse at the Ruth Elvish Mantz Collection in Texas
No full textThis chapter discusses the Ruth Elvish Mantz Collection in the Harry Ransom Center at the University of Texas at Austin. Mantz wrote the first biography of Mansfield in 1933, in conjunction with Mansfield’s husband, John Middleton Murry, who was brought in as a co-author by the publishers. The finished biography was not what she originally intended to write. She spent the rest of her life writing numerous unpublished manuscripts reworking the events of Mansfield’s life into book form. All her papers are now in Texas, and offer a fascinating insight into Mansfield’s first biographer
Re engineering history: Flight of the Phoenix, what can we learn from a movie crash?
No full textOn the 15t hof December 1965 the motion picture “Flight of the Phoenix” was released in the United States of America theatres. In the closing movie credits the following text is shown:It should be remembered. . . that Paul Mantz, a fine man and a brilliant flyer gave his life in the making of this film. Who was Paul Mantz? What happened? And what can we learn from a movie crash? This paper will examine the Tallmantz Phoenix P-1 accident which was captured on film for the motion picture “Flight of the Phoenix”. This paper will study the “Flight of the Phoenix“ story, the people involved and the special purpose aircraft build. Literature will be reviewed and analyses will be done to gain new insights to the crash of the Tallmantz Phoenix which occurred on July 8th1965Structural Integrity & CompositesAerospace Structures & Computational Mechanic
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