scholarly journals Smartphone Operated Elevator

2021 ◽  
pp. 133-139
Author(s):  
Prof. Vineeta Philip ◽  
Bhushan Valecha ◽  
Prashik Bhujade ◽  
Chinmay Kulkarni
Keyword(s):  
Cell Phones ◽  
Change Strategies ◽  
Continuous Change ◽  
Change Strategy ◽  
Two Agents ◽  
The Common ◽  
Change Framework ◽  
Lift Control

additionally as an interface as a connection among cell phones and lift control boards. Moreover, we'll show the arrangement of the apparatus which animates an effect board for the lift call and interface which can get signals, measure them and send them to the fundamental lift instrument board. The introduced framework may be used in shrewd house projects and, particularly for crippled individuals. The common link change framework includes a long change cycle on the change of level floor, running bends, and including running parts for the lift. Then again, it generally requires close coordination between two agents. So this paper plans a lift remote change framework, including Bluetooth innovation, Android telephone innovation, and microcontroller innovation. The lift remote change framework makes the technique for change natural, decreases the responsibility of the adjustor, and speeds up the lift change cycle. Contrasted to the typical lift change strategy, this procedure makes it conceivable to utilize an Android telephone as a lift change apparatus to troubleshoot the lift with Bluetooth. Other than contrasted and other remote lift change strategies, the remote module is fixed on the regulator for the lift as opposed to the lift regulator, this technique maintains a strategic distance from the restriction of remote distance and subsequently, the adjustor simply should remain inside the lift while changing the boundary of the lift instead of running here and there, the continuous change result's fit to be seen inside the Android telephone. The test has demonstrated the achievability, viability, and dependability of the plan of a lift remote change framework.

Crisis as change strategy in public organizations

2008 ◽  
Vol 74 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Claude Rochet ◽  
Olivier Keramidas ◽  
Lugdivine Bout
Keyword(s):  
Organizational Change ◽  
Performance Evaluation ◽  
Public Sector ◽  
Case Studies ◽  
Public Organizations ◽  
Change Strategies ◽  
Change Strategy ◽  
The Public ◽  
The Common ◽  
Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

scholarly journals Outperforming Peers Through A Comprehensive Climate Change Strategy: The Case of Electric Utilities

1970 ◽  
Vol 35 (2) ◽  
pp. 1-28
Author(s):  
Edeltraud Guenther ◽  
Alexandra Schmidt ◽  
Anne Bergmann ◽  
Julia Hilmann
Keyword(s):  
Climate Change ◽  
Financial Performance ◽  
Electric Utilities ◽  
Change Strategies ◽  
Change Strategy ◽  
Corporate Managers ◽  
Paired Samples ◽  
Corporate Context ◽  
Combat Climate Change ◽  
Better Than

Firms increasingly aim to combat climate change. For corporate managers,the question whether a related strategy affects financial performance arises. Sinceempirical research on this topic is rather sparse, this study investigates whetherpursuing a corporate climate change strategy leads to better corporate financialperformance. By applying paired samples t-tests, a sample of 62 companies fromthe electric utilities sector matched in pairs is investigated over a five-year timespan. Results indicate that firms with a comprehensive climate change strategypredominantly perform significantly better than their competitors without such astrategy. These findings might contribute to promoting climate change strategies ina corporate context.

Correctional Policy

1971 ◽  
Vol 17 (4) ◽  
pp. 373-386 ◽  
Author(s):  
Vincent O'Leary ◽  
David Duffee
Keyword(s):  
Policy Reform ◽  
Change Processes ◽  
Change Strategies ◽  
Important Criterion ◽  
Change Strategy ◽  
Correctional Policy ◽  
The Relationship

This article points up the need to study the assumptions that underlie correctional administration and to examine correctional change processes systematically. The nature of correctional goals and the different ways they may be classified are described. The authors argue that the offender's motivation of behavior within the system is an important criterion in classifying goals. The change strategy typology of Herbert Kelman is described, and the change agent's modes of compliance, identification, and internalization are related to specifically correctional concerns. Using these change strategies as a base, the authors develop and describe four models of correctional policy: reform, rehabilita tion, reintegration, and restraint. The results of administering a policy questionnaire are reported, with the conclusion that perception of policy may be quite different at various levels in a correctional organization. The relationship between correc tional policy and correctional research is discussed.

Time to change: a review of organisational culture change in health care organisations

2016 ◽  
Vol 3 (3) ◽  
pp. 265-288 ◽  
Author(s):  
Anya Johnson ◽  
Helena Nguyen ◽  
Markus Groth ◽  
Karyn Wang ◽  
Ju Li Ng
Keyword(s):  
Health Care ◽  
Culture Change ◽  
Health Care Organizations ◽  
Good Practice ◽  
Organizational Outcomes ◽  
Change Strategies ◽  
Content Type ◽  
The Common ◽  
Successful Change ◽  
Business As Usual

Purpose The culture of an organization shapes the attitudes and behaviors of employees and plays a key role in driving organizational outcomes. Yet, it is enormously challenging to manage or change. The purpose of this paper is to review the recent literature on culture change interventions in health care organizations to identify the common themes underpinning these interventions. Design/methodology/approach The paper is developed from an extensive review of the literature on culture change interventions in health care from 2005 to 2015, building on previous reviews and highlighting examples of good practice. Findings All culture change interventions included in the review used processes and techniques that can be classified into Lewin’s (1951) three stage model of change. These include providing evidence for the need for change through data, a range of successful change strategies, and strategies for embedding the culture change into business as usual. Practical implications There is no “one size fits all” recipe for culture change. Rather, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization, and strategies to embed the culture change are important for the change process to happen. Originality/value The authors provide an important insight into the key principles and features of culture change interventions to provide practitioners with guidance on the process within health care and other organizations.

scholarly journals The influence of organizational culture on organizational preferences towards the choice of organizational change strategy

2012 ◽  
Vol 57 (193) ◽  
pp. 25-51 ◽  
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Causal Relationship ◽  
Change Process ◽  
Change Strategies ◽  
Organizational Cultures ◽  
Change Strategy ◽  
Distribution Of Power ◽  
The Way

Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy?s and Trompenaars? classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

scholarly journals Nutrition change strategies: the new frontier

2008 ◽  
Vol 11 (10) ◽  
pp. 1063-1075 ◽  
Author(s):  
Milla McLachlan ◽  
James Garrett
Keyword(s):  
Change Processes ◽  
Change Strategies ◽  
Transformative Change ◽  
Theory U ◽  
Dynamic Learning ◽  
Nutrition Policies ◽  
Current Change ◽  
Change Framework ◽  
Descriptive Framework ◽  
Global Nutrition

AbstractObjectiveTo advance understanding of nutrition change dynamics and strategies needed to tackle complex global nutrition challenges.DesignTwo frameworks, a descriptive framework of orders of change and a change model (Theory U), are introduced to advance understanding of how to promote effective action on a complex social problem like nutrition. The descriptive framework explores the types of change pursued by four current global nutrition initiatives and the strategies they use to achieve their goals. Theory U provides a conceptual model to help understand breakthrough or transformative change, i.e. change that shifts the entire system.SettingThe focus is on global and regional nutrition initiatives.ResultsUsing the criteria of desired outcomes, purpose, participation and process, the orders of change framework categorizes programme strategies according to the levels of change likely to be achieved. Such a framework can help to structure conversations among actors about prerequisites for, and the likelihood of, transformative change. Theory U provides a conceptual framework to facilitate transformative change by providing insight into change processes and levers for action.ConclusionsNutrition is a complex social issue, and not only a biological or technical challenge. But nutritionists seldom inquire into the nature of changes required to achieve goals or the processes through which change occurs. Lack of understanding and failure to address such change processes directly mean that nutrition policies and programmes continue to fall short. There is a need to understand the dynamics of change in nutrition; to learn from current change experiences; and to create dynamic learning communities.

Catalogue reduction techniques

1978 ◽  
Vol 48 ◽  
pp. 389-390 ◽  
Author(s):  
Chr. de Vegt
Keyword(s):  
Adjustment Process ◽  
Proper Motions ◽  
Measuring Process ◽  
Aerial Photogrammetry ◽  
Reduction Techniques ◽  
Observational Technique ◽  
The Common ◽  
Astrometric Data

AbstractReduction techniques as applied to astrometric data material tend to split up traditionally into at least two different classes according to the observational technique used, namely transit circle observations and photographic observations. Although it is not realized fully in practice at present, the application of a blockadjustment technique for all kind of catalogue reductions is suggested. The term blockadjustment shall denote in this context the common adjustment of the principal unknowns which are the positions, proper motions and certain reduction parameters modelling the systematic properties of the observational process. Especially for old epoch catalogue data we frequently meet the situation that no independent detailed information on the telescope properties and other instrumental parameters, describing for example the measuring process, is available from special calibration observations or measurements; therefore the adjustment process should be highly self-calibrating, that means: all necessary information has to be extracted from the catalogue data themselves. Successful applications of this concept have been made already in the field of aerial photogrammetry.

Sign in / Sign up

Export Citation Format

Share Document