People Management and Organisation Development

Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation.2.2.1 Key elements of the strategyThe strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement.2.2.2 Critical assessment of the strategy’s appropriatenessAccording to the literature, organisational dev elopment is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the following fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly re duced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employ ees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley & Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley & Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley & Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley & Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108.

HVDC Light Technology Essay

Abstract—This document reveals theHVDC Light DC transmission technology.It is used in underground transmission and moreover provides point to point transmission.HVDC Light requires only two elements namely a converter station and a pair of ground cables. The new HVDC Light cable is an extruded, single-pole cable. It is ideally suited for feeding power into growing metropolitan areas from a suburban substation. HVDC Light is inherent environmentally friendly cables instead of OH transmission lines. Virtually no magnetic field. The environmental gains would be substantial, since the power supplied via the DC cables will be transmitted from efficient power plants in the main AC grid. 1. INTRODUCTION A hundred years ago, the transformer and a new transmission and distributionbe controlled precisely and independentlycan replace overhead lines at no costcontrol capabilities that are not present oreconomically feasible to connect smallscale,Equally important, HVDC Light hasfor inefficient, polluting local generationfrequency, active and reactive power canislands, mining districts and drillingloads from a main AC-gridof each other. This technology also relieson a new type of underground cable which penalty platforms can be supplied with power frompossible even in the most sophisticated ACrenewable power generation. Renewable power generation plantssuch as diesel units. The voltage, . Connect small scale Feeding remote isolated Flexible transmission System technology, HVDC Light, makes it the main grid,thereby eliminating the needto the main AC grid. Vice versa,using thevery same technology, remote locations asthe three phase system made it possible totransmit AC power efficiently and economically over vast distances and todistributethe power toamultitude ofusers.Since then all aspects of transmission anddistribution have developed by means oftechnical improvement and evolution. This AC transmission and distributiontechnology has made it possible to locategeneratingplants in optimum locations, andtoutilize them efficiently. This has alsoresulted in great environmental gains.Thermal plants have been located wherethey can be supplied with fuel through anefficient transportation system, therebyreducing waste and pollution. Hydro plantshave been located where the hydroresources can be used at the greatestadvantage. And large generating plantshave meant fewer overhead lines than amultitude of smaller generating plantswould have required.However, today’s AC transmission anddistribution systems are, at least inprinciple, based on ideas that haven’tchanged much since a hundred years ago. To transmit power, step up the voltage withtransformers, transmit power, step downthe voltage and distribute power. Despitetheir proven advantages, it is difficult andexpensive to adapt AC transmission anddistribution systems to the numerous smallscalegenerating plants that are being built,or to the increasingly complex and variableproduction and load demands.Environmental concerns and regulationsalso put heavy restrictions on building right-of-ways and on small-scale, fossilfuelledgenerating plants, such as dieselgenerating plants.These new trends require networks that areflexible. The networks must be able to copewith large variations in load and frequentchanges in productions patterns with tougher environmental regulations.Also, in such flexible networks, the powerflow and the voltages require precisecontrol in order to make the grids stable and economic. 2. TECHNOLOGY As its name implies, HVDC Light is a DCtransmission technology. However, it isdifferent from the classic HVDCtechnology used in a large number oftransmission schemes. Classic HVDCtechnology is mostly used for large point-to-point transmissions, often over vastdistances across land or under water. It requires fast communications channelsbetween the two stations, and there mustbe large rotating units – generators orsynchronous condensers – present in theAC networks at both ends of thetransmission. HVDC Light consists of only two elements: a converter station and a pair ofground cables. The converters are voltagesource converters, VSC’s. The output from the VSCare determined by the controlsystem, which does not require anycommunications links between the differentconverter stations. Also, they don’t need torely on the AC network’s ability to keepthe voltage and frequency stable. Thesefeatures make it possible to connect theconverters to the points bests suited for theAC system as a whole. Power range up to 100 MW Independent control of active and reactive power Can feed power to AC network without ownGeneration DC The converter station is designed for apower range of 1-100 MW and for a DCvoltage in the 10-100 kV range. One suchstation occupies an area of less than 250sq. m. (2 700 sq. ft.), and consists ofjust a few elements: two containers for theconverters and the control system, threesmall AC air-core reactors, a simpleharmonics filter and some cooling fans. 20MW:18x12m The converters are using a set of six valves,two for each phase, equipped with highpowertransistors, IGBT (Insulated GateBipolar Transistor). The valves arecontrolled by a computerized controlsystem by pulse width modulation, PWM.Since the IGBTs can be switched on or off, the output voltages and currents onthe AC side can be controlled precisely.The control system automatically adjuststhe voltage, frequency and flow of activeand reactive power according to the needsof the AC system.The PWM technology has been tried andtested for two decades in switched powersupplies for electronic equipment ascomputers. Due to the new, high powerIGBTs, the PWM technology can now beused for high power applications as electricpower transmission.HVDC Light can be used with regularoverhead transmission lines, but it reachesits full potential when used with a new kindof DC cable. The new HVDC Light cable isan extruded, single-pole cable. As anexample a pair of cables with a conductorof 95 sq mm aluminum can carry a load of30 MW at a DC voltage of +/-100KV.Handling the cable is easy. Despite its large power-carrying capacityit has a specific weight of just over 1 kg/m.Contrary to the case with AC transmission;distance is not the factor that determinesthe line voltage. The only limit is the costof the line losses, which may be lowered bychoosing a cable with a conductor with alarger cross section. Thus, the cost of apair of DC cables is linear with distance. Insulation: 5.5 mm triple extruded Screen: Copper wire Sheath: HDPE Weight: 1.05 kg/m Voltage: > 100 kV DC Current: > 300 A Power: > 30 MW Conductor: 95 mm^2Aluminum A DC cable connection could be more costefficientthan even a medium distance ACoverhead line, or local generating unitssuch as diesel generators.The converter stations can be used indifferent grid configurations. A singlestation can connect a DC load or generatingunit, such as a photo-voltaic power plant,with an AC grid. Two converter stationsand a pair of cables make a point-to pointDC transmission with AC connections ateach end. Three or more converter stationsmake up a DC grid that can be connected toone or more points in the AC grid or todifferent AC grids. An HVDCLight network can be configured radial or meshed,like any network. The DC grids can be radial with multi-dropconverters, meshed or a combination ofboth. In other words, they can beconfigured, changed and expanded in muchthe same way AC grids are. 3. APPLICATIONS 3.1 OVERHEAD LINES In general, it is getting increasingly difficultto build overhead lines. Overhead lineschange the landscape, and the constructionof new lines is often met by public resentment and political resistance. Peopleare often concerned about the possiblehealth hazards of living close to overheadlines. In addition, a right-of-way for a high voltage line occupant valuable land. Theprocess of obtaining permissions forbuilding new overhead lines is alsobecoming time-consuming and expensive.Laying an underground cable is a mucheasier process than building an overheadline. A cable doesn’t change the landscapeand it doesn’t need a wide right-of-way.Cables are rarely met with any publicopposition, and the electromagnetic fieldfrom a DC cable pair is very low, and also astatic field. Usually, the process ofobtaining the rights for laying anunderground cable is much easier, quickerand cheaper than for an overhead line.A pair of HVDC Light cables can beplowed into the ground. Despite their largepower capacity, they can be put in placewith the same equipment as ordinary, AChigh voltage distribution cables. Thus,HVDC Light is ideally suited for feedingpower into growing metropolitan areasfrom a suburban substation. 3.2 REPLACING LOCAL GENERATION Remote locations often need localgeneration if they are situated far awayfrom an AC grid. The distance to the gridmakes it technically or economicallyunfeasible to connect the area to the maingrid. Such remote locations may be islands,mining areas, gas and oil fields or drillingplatforms. Sometimes the local generators use gas turbines, but diesel generators aremuch more common.An HVDC Light cable connection could bea better choice than building a local powerplant based on fossil fuels. Theenvironmental gains would be substantial,since the power supplied via the DC cableswill be transmitted from efficient powerplants in the main AC grid. Also, thepollution and noise produced when thediesel fuel is transported will be completelyeliminated by an HVDC line, as the needfor frequent maintenance of the diesels.Since the cost of building an HVDC Lightline is a linear function of the distance, abreak-even might be reached for as shortdistances as 50- 60 km. HVDC Light lowest cost AC + Overhead line HVDC Light + cable Cost inside AC grid Distance from the AC grid eliminate local diesel Cost/kWh 3.3 CONNECTING POWER GRIDS Renewable power sources are often builtfrom scratch, beginning on a small scaleand gradually expanded. Wind turbine farms is the typical case, but this is alsotrue for photovoltaic power generation.These power sources are usually locatedwhere the conditions are particularlyfavorable, often far away from the mainAC network. At the beginning, such aslowly expanding energy resource cannotsupply a remote community with enoughpower. An HVDC Light link could be anideal solution in such cases.First, the link could supply the communitywith power from the main AC grid,eliminating the need for local generation.The HVDC Light link could also supply thewind turbine farm with reactive power for the generators, and keeping the powerfrequency stable.When the power output from the windgenerators grows as more units are added,they may supply the community with asubstantial share of its power needs. Whenthe output exceeds the needs of theCommunity, the power flow on the HVDCLight link is reversed automatically, and thesurplus power is transmitted to the mainAC grid. Wind power Small scale hydropower HVDC Light Extruded cable Distant ac- grid Waste gas is usually burned at offshoredrillingplatforms, since it is too expensive,or technically difficult, to use the gas for power generation and transmit it by an ACcable to the main grid on the shore. Thus,the energy content of the gas is wasted, andthe primitive burning process is source ofpollution. With an HVDC Lightunderwater cable transmission, the gas canbe used as gas turbine fuel, supplying boththe platform and the main AC grid withpower. The process of burning the gas ingas turbines would also produce much acleaner exhaust than simple burning woulddo.The DC underwater cable network could easily be extended to other offshoreplatforms. 3.4 ASYNCRONOUS LINKS Two AC grids, adjacent to each other butrunning asynchronously with respect toeach other, cannot exchange any powerbetween each other. If there is a surplus ofgenerating capacity in one of the grids itcannot be utilized in the other grid. Each ofthe networks must have its own capacity of peak power generation, usually in the formof older, inefficient fuel fossil plants, ordiesel or gas turbine units. Thus, peakpower generation is often a source ofsubstantial pollution, and their fueleconomy is frequently bad.A DC link, connecting two such networks,can be used for combining the generationcapacities of both networks. Cheap surpluspower from one network can replace peakpower generation in the other. This willresult in both reduced pollution levels andincreased fuel economy. The powerexchange between the networks is alsovery easy to measure accurately. 4. ADVANTAGES * Transmission by HVDC Light saves the environment by replacing local fossil-fueled generation withtransmission from main AC-grid. * Connecting small scale renewable power to main AC –grid. * HVDC Light is inherent environmentally friendlycables instead of OH transmission lines. * Virtually no magnetic field. * No ground currents because of bipolar transmission. 5. CONCLUSION HVDC Light technology saves theenvironment by replacing remote fossilfuelledgenerators with cost-efficienttransmission of power from efficient andclean, large-scale generation productionunits. The efficiency of a modern, largescale, thermal generating plant is usually 25percent higher than that for a modernsmall or moderate scale diesel generatorplant,Vice versa, HVDC Light provides aconvenient and cost-effective way forconnecting renewable and non-pollutingenergy sources as wind power farms andphotovoltaic power plants to a main grid.The HVDC Light technology in itself hasstrong environmental benefits. Since poweris transmitted via a pair of underground cables, the electromagnetic fields from thecables cancel each other. Any residual fieldis a static field, as opposed to the powerfrequencyfields radiated from AC cables.Since HVDC Light transmissions arebipolar, they do not inject any currents intothe ground. Ground currents can disturbcommunications systems or causecorrosion on gas or oil pipelines.A pair of light-weight DC cables can beeasily plodded into the ground at a costthat is comparable to or less than for acorresponding AC overhead line. Asopposed to an overhead line, anunderground cable pair has no visualimpact at all on the landscape. Usually it’salso much easier to obtain permissions andpublic approval for a cable transmissionthan for an overhead line, especially inresidential areas. ACKNOWLEDGEMENT Our sincere thanks to HOD and FACULTIES for encouraging us to prepare the above document. A special thanks to IEEE.org REFERNCES [1] K. Eriksson, â€Å"HVDC Lightâ„ ¢ and development of Voltage SourceConverters†, IEEE T&D 2002 Latin America, Sà £o Paulo, Brazil, March. [2] L. Carlsson, G. Asplund, H. Bjà ¶rklund, M. Ã…berg, â€Å"Present trends inHVDC converter station design† IV SEPOPE Conference, Foz doIguacu, Brazil. [3]IEEE explorer.org

Career Plan building Activity

My work culture results showed that I am well resourced, high powered, and teamwork centered. I noticed that these results were parallel with my interest profiler and competencies results. I was shocked by being considered as high powered. I have never really been a person who wants a lot of responsibility. I have been a lead person on a past Job experience. I had the opportunity to be the supervisor but I didn't apply for it due to fear of failure.I do on the other hand agree with the fact of high salaries, career advancement, and career development. It was revealed to me that some of my better strengths are adhering to values and coping with pressure. It was not hard for me to believe the part about adhering to my values. That is something I do believe in along with ethics. But I didn't think that coping with pressure would come out as a strength. I guess coping with pressure became a strength for me because I try my hardest to let something's go and not let people now that it may have bothered me.Within the teamwork centered portion of the work culture results, It showed that I work in a close knit team, have lots of Interdependence, and that I am friendly and supportive of colleagues. I agree with this whole heartedly. I try to be an overall helpful person. Anyone who knows me knows that I am all for the team, if there Is positivist involved. Within the well-resourced section it stated that I like safe places to work, well-designed and comfortable places to work.As for the career plan I was able to see different positions that may suite me according to the results. Some of the careers I never would imagine doing then on the other hand there are some that I would do. These things include being a lawyer, Judge, librarian, curator, archivists, material recording, and scheduling, dispatching and distributing workers. Now some of these careers I did all In one Job title when I was a Lead Phlebotomy's at a hospital I once worked at.

Homeostasis Essay Example | Topics and Well Written Essays - 1250 words

Homeostasis - Essay Example A natural process in which certain characteristics are transmitted from parents to off springs. The transmission of these characteristics from parents to off springs depends on the genetic makeup of parents (Cummings,8). Any abnormality in the genetic machinery will lead to abnormal products and thus abnormal characteristics. Regarding the mode, in case of abnormality in the genetic machinery in the parents, the transmission of defeat is subject to abnormality in parents. Autosomal includes autosomal dominant and autosomal recessive. The second is dominant and recessive. Further these patterns of inheritance depends on the defective genetic material transmission through sex chromosomes. Autosomal chromosomes (each individual has 23 pair chromosomes, 22 pairs being autosomal and 1 pair of sex chromosome (Russo et.al,579). Trineucleotide repeat disorders: Most of these genetic disorders present in young and middle age individuals. Prognosis of individuals with genetic disease on the basis of age factor. The question that genetic diseases in young population are more lethal than being in elderly population, the aggressiveness of a genetic disease depends on the following factors,which will be even explained with examples. First is mode of inheritance. Second is age. Third is severity and nature of individual genetic disease. Fourth is Phenomenon of anticipation. Fifth is complications developed as a result of genetic diseases. Thalassemia, a blood disorder, in which there is a genetic defect and leads to abnormal gene formation resulting in an abnormal beta-Globin protein, a component of the oxygen carrying molecule hemoglobin. Depending on the number of genetic mutations, the corresponding number of globin chains are being abnormal, resulting in abnormal hemoglobin formation, ranging from a single globin gene

Cost Report for the Average Physical Education teachers Salary Essay

Cost Report for the Average Physical Education teachers Salary - Essay Example Teacher salary follows a strict clustering system, which ensures that every teacher receives a pay commensurate to his or her duties. The cost of an average teacher in the state of Georgia is $ 74,985.07; this is the sum of a basic teacher salary and a number of other benefits, which make the career more attractive. The American government has a set minimum wage for every employee in the country, a feature that protects every citizen from exploitation by employers. The minimum wage in the state of Georgia is $ 20,000 implying that teacher salary is above the minimum wage and therefore conscious of the economic factors in the country. Among the common benefits that teachers enjoy are health insurance, medical insurance, social security, and workman’s compensation insurance. These benefits also vary depending on the nature of a teacher’s responsibilities in the school. The United States of America is a developed country and the government strives to provide the basic life support features in every region thereby dispelling the need for hardship allowances. The table below breaks down the teacher salaries in the state of Georgia: Average teacher cost Pay schedule $ 52,852.32 Local supplement $ 4,447.68 Health insurance $ 10,619.98 FICA $ 830.85 TRS $ 5,890.44 Total teacher salary $ 74,985.07 The additional costs such as the health insurance and the social security contribution all apply in form of uniform percentages of the scheduled pay. This implies that a teacher with a higher basic salary receives larger additional benefits thus validating the salary disparities among the teachers. The salary tabulation above refers to that of an average teacher in the state of Georgia and is therefore applicable to the physical education teacher at Alcovy High School, which is in the Newton county school management system. This therefore exempts Alcovy High School from paying its teachers the social security’s benefits. This way, after paying the teacher their basic remuneration of $52,852.23, the school will further pay the teachers an additional $17,685.07 in benefits thus resulting in a total of $74,985.07, which therefore becomes the cost of an average physical education’s teacher at the facility. There are different sources for this money, teachers are civil servants and therefore paid by the government. However, the school and its other related school systems and state departments also have a prerogative for paying teachers owing to their roles in the subsequent positions. Teachers have their entitlement depending on the nature of their assignments at the facility. The school for example must consider its teacher student ration to ensure that it does not overwork its teachers. The state for example pays every teacher $47,957.59 out of the total $74,985.07, which is the actual cost of every teacher. This implies that the rest of the funding comes for the subsequent systems and departments. In this context, the state send s this money to the Newton county school system. The system and the department thus pay every teacher the additional $27,093.01 to make the figure complete. However, teachers just as the rest of civil servants remit their taxes to the government. This therefore reduces the cost of hiring a teacher, since it is the same government paying the teachers and accepting their tax remittance.

Comapring with life Essay Example | Topics and Well Written Essays - 750 words

Comapring with life - Essay Example Discrimination becomes an ugly word especially when it is associated to race or color. We continuously wonder why such difference in skin color or genes would merit a severe consequence. Discrimination in any form teaches us that the value or quality of an individual lies in the physical or the material not by his virtue or ability, that those who are deemed inferior because of the standards that popular culture or society has set deserve less which unfortunately mean cruelty and animosity. Science has always purported that man is of one kind, one species. There are no other breeds, no other classifications, no subdivisions. Any man is a man in his essential or universal form or nature, sub specie aeternitatis. Furthermore, diversity does not necessarily mean inequality. In the face of such injustice, man must at all times take action. Inasmuch as we openly celebrate whatever is good and beautiful, humankind must also earnestly articulate resistance for injustice and evil. We can be patient in the pursuit of our dreams but not in the search for justice. This has been proverbially expressed as "justice too long delayed is justice denied. Those who are oppressed must rise or must be lifted from the dark dungeons of complacency." (King, Jr.) These actions have taken various names as well resistance, strike, campaign, direct action, protest, which in legalistic term is freedom of expression. As King stated, steps have to be taken to bring these evils in the open, to the light of human conscience and the air of national opinion before it can be cured, the same way boils must be opened with all its ugliness to the natural medicines of air and light. Then again, people have differing opinions on what should be done and how it is to be done. Those in opposition are often accused of unreasonable impatient dissatisfaction. Thus, man grapples whether those in authority are flawed or those who react are just simply dissatisfied. Subsequently, they are cautioned to practice sobriety. The so-called peacekeepers say "Wait!" and this, in the long run, would mean "delay" or "never". (King, JR) However, our conscience dictates that spectators, those who are not in the face of suffering are not in the proper position to judge those who suffer. According to King, "We know through painful experience that freedom is never voluntarily given by the oppressor; it must be demanded by the oppressed." which gives man more reason to take direct and immediate action. Then, man must always take caution in all his actions, lest he ends up breaking the law and bring about anarchy. At all times must he upheld what is both legal and moral. Reason dictates that all conflicts must be taken to the courts but many times people would question the infallibility of our courts. Moreover, is legality always equivalent to morality The line must be drawn, especially in matters of opinion, especially when opinion matters. Does the law apply to all How do we establish morality in a multicultural world Practically, the root of all these things is differences and these differences have been a constant challenge to man, something that he must always try to reconcile with and understand. Taking things to a higher plane, reconciliation, compromise, tolerance, empathy, and compassion might turn up to be the better answers to the issue of discrimination and conflict. We must realize that we should always choose

Representations of Love Essay Example | Topics and Well Written Essays - 750 words

Representations of Love - Essay Example This essay compares and contrasts Shakespeare's ideas about love in three of his most popular plays, Midsummer Night's Dream, The Merchant of Venice and Twelfth Night. The play Midsummer night's dream revolves around the fundamental difficulties of love. Through out the play this universal concept has been discussed through the effective use of contrast. Shakespeare has used symbolism to develop his ideas in the play and to present a fair view regarding the theme. In Act I, scene I Theseus and Hippolyta discuss their wedding which is to scheduled in four days, from here the story begins and the play gradually describes the ideas of love and the magical powers of dreams. Shakespeare presents his personal views on love with the help of this play. An analysis of the play points out that Shakespeare was of the view that although love is a beautiful emotion cherished by all individuals but finding love is the hardest of all as an individual has to face a lot of tension and stress to find love. The central idea of the play is to prove that a childish love, which is known as teenage love, is foolish in nature. He has included four central characters in the play which are young children who fall in love with the young girls. Eventually at the end of the play, they discover their foolishness. William successfully conveyed his message that teenage love is slightly foolish in nature. The other play under scrutiny is the Twelfth Night which is most simply put is a story of cross dressing and mistaken identity. It is filled with sexual tension between characters and poetic words on love. Twelfth Night is nearly as much a study of service and master-servant relations as it is a comedy of romantic love. The relationships and tensions between lovers are clearly discernible in the play's manifold variations. Viola's status as Orsino's servant is the condition of possibility and impossibility of her love for him and also of Olivia's erotic desire for her as Cesario; Orsino himself embodies courtly infatuation as a form of service in his dotage on Olivia; Malvolio exemplifies, Sonnet-like, the servant's fantasy of social elevation through erotic conquest; Antonio's homoerotic affection for Sebastian restates in a different key courtly devotion to the belove. O spirit of love, how quick and fresh art thou, That notwithstanding thy capacity Receiveth as the sea, naught enters there, Of what validity and pitch so'er, But falls into abatement and low price Even in a minute. (1.1.9-14) Orsino's opening meditation on his unrequited love for Olivia encompasses some of the most famous lines and images in the whole Shakespeare canon. The lines also identify the major themes and concerns of Twelfth Night. In the lines above, the references to love and to the sea encompass elements that will resound throughout the action of the play. Orsino compares the capacity of love to the capacity of the ocean in its ability to be. The third play is the Merchant of Venice which centers on the struggle between Portia and Antonio for Bassanio's affection, or the competition between friendship and marriage. In the Elizabethan context Antonio and Bassanio's relationship does not