Showing posts with label Industrial engineering. Show all posts
Showing posts with label Industrial engineering. Show all posts

Saturday, August 13, 2016

How much land can one person patrol?

Assuming the earths land area was divided up into cells, each of which is the responsibility of one person to monitor, how large an area could each person monitor, and how many people would be needed?

Given that average walking speed is 5 km/h, and suggested limit is 25 km/day, which equates to 5 hours of activity. The suggestion on hand books on human fatigue, and shift work also suggest working for no more than 5 hours between rest periods with a minimum duration of 10 minutes. Also the approximate distance can see is 5 km to the horizon.

So assuming a circular region of 5 km radius, then a person located at the centre can see to the boundary, whilst when at the boundary they can see back to the centre. All assuming have relatively flat land and no obstructions in the line of sight. The perimeter of the circle is 31.4 km, if patrol comprises of walking from centre along radius to the perimeter, around the perimeter and then back along a radius to the centre. Then the two radial legs total 10 km, leaving 15 km for the arc of the perimeter. It would therefore take 2 days to patrol, unless increase daily travel to 41.4 km. Accepting two days for the patrol, then would need 1,896,363 people to monitor the whole planet.

If do not accept the two days, and do not accept increase in total distance travelled, then need to reduce the size of the region: assuming no technological advantage. If do so then the radius decreases to 3.018 km., or diameter of 6.036 km. Which doesn't fit with my preferences for simple multiples of 5 or 10. So rather than only being able to see the centre from the boundary, have so that can see the opposite boundary, and further can see the centre of the adjacent cell from the centre. That puts the diameter of the cell at 5 km, and its circumference at 15.7 km, and the total trip at 20.7 km, requiring a population of 7,585,452.

Of course rugged terrain and obstructions would create a maze which would have to be travelled, and that would further reduce the size of the cell. Whilst the size of the cell can be increased by the use of look out towers, telescopes/binoculars, and the use of a mechanised vehicle. However whilst a vehicle can travel faster, such increase in speed would not be much use except for large open regions. Assuming car travelling at 50 km/h and still limit activity to 5 hours, then maximum travel per day is 250 km. Then the diameter of the cell is increased to 60.4 km, however do not have a view of the perimeter from the centre nor a view of the adjacent cell. Assuming that is acceptable then total population required reduces to 52,045.

It would therefore appear that the planet is occupied by enough humans that they can locate observers across the whole land area, and monitor the environment. For that matter most countries have large enough populations that they can place their own observers across the planet.

It also suggests that a town should be less than 5 km diameter. Messes up my previous concept of an industrial city-state 100 km diameter, divided into towns 10 km diameter, each divided into villages 1 km diameter, into estates 100 m diameter, into personal dwellings 10 m diameter. The city-state having a maximum imposed population of 10 million, and maximum of 2/3rd land taken up by the infrastructure or otherwise no less than 1/3rd for residences. Also assuming a maximum sustainable world population of 10 billion, then 1000 industrial city-states would be needed, taking up approximately 5% of the land area.

At some point in the future all mining operations should be shutdown and all materials held in the city-states. The only activity outside the city-states being agriculture, tourism and environmental monitoring. Most agriculture however would be intensive agriculture within the boundaries of the city-states.

Also given long range aircraft can travel distances of 10,000 km, and typical commercial aircraft can travel 5,000 km, Then aircraft can get from coastline to coastline of most land masses, and from coastline to the central interior. Coastline to coastline is also possible by sea going ship, whilst slower, a sailing ship doesn't require fuel to be transported to the destination at some previous time. Ships are also typically used for transporting fuel not aircraft, the use of aircraft for fuel transportation seems limited. Therefore getting fuel to the interiors requires land transport or pipelines. Ultimately pipelines are wasteful if have small quantities, as the pipe has to be filled with unused fuel. It seems a diesel electric train can travel 1000 km. Therefore the starting point to occupy and hold the land would be a network of railway stations and outposts at 1000 km centres, pushing fuel to airports at 5000 km centres. To this network would then be car fuel stations and general stores at 500 km  centres, and then added to this would be human rest and refreshment stations a 5 km centres. Civilisation is where the inn's, hotels and motels are no more than 5 km apart. When the next nearest inn is more than 5 km away, then reached the edge of civilisation, the edge of the occupied zone. {Assuming can walk 25 km each day, then can push this distance to 25 km on condition that there is at least some space where a person can rest, and they carry their own refreshments.}

Using modern GIS, it shouldn't be too difficult to over lay a grid of circular or hexagonal cells on the land areas. To individually triangulate the networks of motels, fuel stations, railway stations, shipping ports, airports, mining towns and farming regions. To then identify the edge of civilisation and the great unexplored wilderness. Once have the triangulation to also compare with the actual roads and railways. Then to create pathways forming a travel plan visiting at least one hotel in each 5 km to 25 km diameter cell, and travelling around the world doing so. The trip should follow the coastline and crisscross through the interior. If all nodes cannot be visited in one year, then have a 5 year up to 10 year plan to visit all nodes. However long the plan is, the world is traversed each and every year: the nodes visited each year just change until all nodes have been visited, then the cycle repeats.


Related Posts

Revisions:
[13/08/2016] : Original

Tuesday, May 26, 2015

Bundle of my ExcelCalcs UpLoads

{The link to download the bundle is at the bottom of the post.}

Whilst my preference is that my spreadsheets are downloaded via ExcelCalcs and that queries are placed in the ExcelCalcs forum, it is apparent that people request the spreadsheets without need to join ExcelCalcs. Most of my spreadsheets are dependent on links to other workbooks, some .xls and others .xla, in consequence the download limits on ExcelCalcs may prevent new users from obtaining a fully working set of my workbooks. None of my spreadsheets are dependent on XLC , whilst I believe it is good software, I have moved beyond the need to format my calculations in standard text book format. For my comparison of MathCAD/SMath type applications versus spreadsheets read:
Electronic Calculations (eCalc's) .
My primary concern is calculating results and making decisions, not documenting the journey taken, as a consequence I make extensive use of visual basic for applications (vba), with MS Excel primarily being used to provide: a file format, editor, and reporting capability.

The spreadsheets are primarily concerned with structural design of manufactured structural products (MSP). Such products mainly comprise of steel, cold-formed steel, and timber sheds and canopies. The spreadsheets are modifications of the production spreadsheets we have used for design for many years at MiScion Pty Ltd (also Trading as Roy Harrison and Associates).

The spreadsheets we use in-house are for more complete buildings, involving member and connection design (eg. schShedDesignerR01.xls is a cut down version). The idea of releasing the spreadsheets was to provide the building blocks for others to build custom workbooks for other more specific building forms. If people want custom workbooks or vb.net/vba applications for their structural product then I can be contacted at MiScion Pty Ltd.

Structural design of a product can be divided between the following three major activities:
  1. Brief Description: Design Brief
  2. Evidence-of-Suitability
  3. Detail Description:Specification
Provision of Structural Calculations primarily falls into the evidence-of-suitability activity. Whilst drawing falls into both the design brief and specification activities.

Structural design can also be considered divided into the following:
  1. Product Structure/Description
  2. Dimension & Geometry
  3. Design Actions
  4. Design Action-Effects
  5. System/Component Stability/Resistance
    • Design/Assessment of Structural Form
    • Design/Assessment of Members
    • Design/Assessment of Connections
    • Design/Assessment of Interface/Supports (Footings)
The spreadsheets are listed below roughly divide into the above categories. For further information links to ExcelCalcs and Blog posts are provided. At present most of the blog posts simple display the ExcelCalcs page, but in the future I will add more detail about the workbooks. Also note that the graphics on the ExcelCalcs page were put there by the site administrator not myself, and don't always reflect the nature of the spreadsheet: and editing the page is limited, therefore the blog posts here will be up dated and modified first.

(c)Copyright 2015 Steven Conrad Harrison
The Bundled Package Comprises of the following Files:
FILENAME DESCRIPTION Blog ExcelCalcs
gpl.txt

readme.txt

Chart9BTC3 y04m06d14.pdf ColdFormed Steel Sheds Australia Height Span Limits of C-Sections. blog ExcelCalcs


TECHNICAL LIBRARY
schTechLIB.xla Libary of functions. schTechLIB contents blog ExcelCalcs
schTechLIBV2.xla Library without DAO references

ENVIRONMENT
Beaufort.xls Beaufort wind Scale blog ExcelCalcs
as4055.xls AS4055 Simplified wind loading for products blog ExcelCalcs
as4055v1.xls AS4055v2 Simplified wind loading for products blog ExcelCalcs
schWindAssessment_r02.xls Wind Loading to AS1170.2 blog ExcelCalcs



DIMENSION & GEOMETRY


drawWorkSheet2009.xls Experiments with Parametric Sketches using XY Charts. blog ExcelCalcs
schAcadLTCivilScriptWriter.xls Civil engineering Long Profiles and Sections. blog ExcelCalcs
schBuildingDimensions.xls Dimension and Geometry of Gable Frame shed Frame Member Lengths and Bracing Lengths. blog ExcelCalcs
schDrawSection.xls Draw Sections. blog ExcelCalcs
schCADDv2.xls CADD. blog ExcelCalcs


drawShed.zip CAD: Automatic generation of framing plans and elevations simple gable frame. blog ExcelCalcs
sample.dwg

schDrawShed.xls



vbaDXF.zip VBA Experiments Parsing ACAD DXF files. blog ExcelCalcs
DXFtoolsV01.xls

vbaDXF1.xls

vbaDXF2.xls

vbaDXF3.xls



drawShedDC1.zip CAD: Experiments with DesignCAD: Draw 3D framing of American Barn type structure. blog ExcelCalcs
Column1.dcd

schDrawShedDC1.xls



ExcelShapes.zip VBA Experiments with Excel Shapes Layer: Structural Framing Plans. blog ExcelCalcs
struMtrl.mdb

shapesTut01B.xls



drawTut.zip VBA Experiments with ACAD Script Automation. blog ExcelCalcs
drawTut01.xls

drawTut02.xls

drawTut03.xls

drawTut04.xls

drawTut05.xls

SampleSCR1.xls

UnSymmetricalGableSCR.xls

vbaDraw01punch.xls

vbaDraw02.xls

vbaDraw03.xls

vbaDraw04.xls



schHolePunching.xls Estimating: Hole punching requirements for roll-formed sections.




PRODUCT STRUCTURE TREE
bomStructureTreeStage3.xls exploded BOM (Bill of Materials). blog ExcelCalcs
schBOMStructureTreeStage1.xls Indented Bill of Material. blog ExcelCalcs


explodedBOM.zip IE/POM/CAPM Automatic Explosion of Bill of Materials. blog ExcelCalcs
Assemblies.xls

Materials.xls

mrpBOMv2.xls



ASSEMBLY ANALYSIS/DESIGN
schGableCanopyTimber.xls Gable Canopy to Australian Codes. blog ExcelCalcs
schKleinlogel03.xls Kleinlogel. blog ExcelCalcs
schShedDesignerR01.xls Wind Loads on Gable Frame to Australian Wind Code AS1170.2. blog ExcelCalcs


schDesignEngineR01.zip Application for Generation of Height Span Charts Gable Frame Sheds. blog ExcelCalcs
AcadScript.xls

BeamCalc.xls

Building00.xls

DBGtrace.xls

DataCosmos.xlt

DesignEngine.xls

GUI_lib.xls

Geom3D.xls

HeightSpanTableForm.xlt

Klein3.xlt

Primer.xls

RigidFrame.xls

Structure.xls

XStrings.xls

Xmaths.xls

as1170.xls

as4600.xls

struMtrl.mdb





MATERIALS
schStruMtrl.xls Structural Materials Data Steel. blog ExcelCalcs
schTimberMatrl.xls Timber Data for AS1720. blog ExcelCalcs
struMtrl.mdbMS Access database of properties. origin of schStruMtrl.xls.
MEMBER DESIGN
schDsgn1720.xls Calculator assessment of timber structures to AS1720. blog ExcelCalcs
schColdformedCee.xls Example Using Circular References to Force Iteration: Calculation Effective Section Modulus for Coldformed C-Section to AS4600. blog ExcelCalcs
schDsgn4600.xls
schDsgn4600R2013.xls
Calculator for assessment of cold-formed steel structures to AS4600.

Further information on set up can be found here.
blog ExcelCalcs
schDsgn4100.xls Calculator for assessment of steel structures to AS4100. blog ExcelCalcs


CONNECTIONS DESIGN
schTechNote022pt2.xls Tables for strength of bolted joints in thin cold-formed steel sheets to AS4600. blog ExcelCalcs


PRODUCTION AND OPERATION MANAGEMENT
schPlannerCalendar.xls Planner Calendar. blog ExcelCalcs
schWorkStudy.xls IE: Work study flow process chart. blog ExcelCalcs


GEOGRAPHICAL INFORMATION SYSTEMS
centralPlaces4.zip Experiments with Geographical Information System (GIS) central places. blog ExcelCalcs
CentralPlaces4ShedSuppliers.xls



MISCELLANEOUS
vbaObjects.zip VBA Experiments with Class Objects. blog ExcelCalcs
objTut01.xls

objTut02.xls

objTut03.xls



dataStruct.zip VBA Experiments with Abstract Data Structures. blog ExcelCalcs
dataStruct00.xls

dataStruct01.xls

dataStruct02.xls

dataStruct03.xls

dataStruct04.xls

dataStruct05.xls

orgDataStru.xls

treeExperiments.xls



vbaTuts.zip Excel/VBA Tutorials. blog ExcelCalcs
Node.dwg

NodeA.dwg

MyTest.txt

MyTest2.txt

TestNodes2.txt

vbaTut33.TXT

vbaTut00index.xls

vbaTut01.xls

vbaTut02.xls

vbaTut03.xls

vbaTut04.xls

vbaTut05.xls

vbaTut06.xls

vbaTut07.xls

vbaTut08.xls

vbaTut09.xls

vbaTut10.xls

vbaTut11.xls

vbaTut12.xls

vbaTut13.xls

vbaTut14.xls

vbaTut15.xls

vbaTut16.xls

vbaTut17.xls

vbaTut18.xls

vbaTut19.xls

vbaTut20.xls

vbaTut21.xls

vbaTut22.xls

vbaTut23.xls

vbaTut24.xls

vbaTut25.xls

vbaTut26.xls

vbaTut27.xls

vbaTut28.xls

vbaTut29.xls

vbaTut30.xls

vbaTut31.xls

vbaTut32.xls

vbaTut33.xls

vbaTut34.xls

vbaTut35.xls

vbaTut36.xls

vbaTut37.xls

vbaTut38.xls

vbaTut39.xls

vbaTut40.xls

vbaTut41.xls

vbaTut42.xls

vbaTut43.xls

vbaTut44.xls

vbaTut45.xls

vbaTut46.xls

vbaTut47.xls


The zip package can be downloaded free off charge from MiScion Pty Ltd: spreadsheet Bundle . MS Excel should automatically update the workbook links to the current folder. If create a subfolder of "My Documents" called eCalcs and below this create a folder called materials. The materials data files should be placed in this folder. The materials files are:
  • struMtrl.mdb
  • schStruMtrl.xls
  • schTimberMatrl.xls

Revisions:


  1. [26/5/2015] : Original Bundle Release
  2. [11/6/2015] : Updated the zip file to include revised versions of workbooks which had previously been uploaded to ExcelCalcs. These mainly comprise of changes to the AS4600 and AS4100 workbooks, which now have a button to open the section library, and  also worksheet application parameters to enable the DAO functions to find the MS Access database of sections properties (this currently only required for AS4600.). For more information refer to : My spreadsheets DAO and 64 bit Windows 7. For those not using AS4600 there is also a alternate version of schTechLIB which does not have the references to Microsoft DAO 3.6 object library, this is named schTechLIBV2.
  3. [01/02/2016] : Changed source of zip file from dropbox to MiScion Pty Ltd (the family business)

Sunday, May 24, 2015

Ramblings on Pricing and Selling Time

"The successful producer of an article sells it for more than it cost him to make, and that's profit. But the customer buys it only because it is worth more to him than he pays for it, and that's his profit. No one can long make a profit producing anything unless the customer makes a profit using it. " [Samuel B. Pettengill]
Price is not cost plus desired profit. Price is the mutually agreed value of exchange between buyer and seller. Further more unless there are crazy laws in place, it is not necessary to make a profit on each item, it is the over all business which needs to make a profit. Considered another way the contents of a retail store are an assembly of components, it is the sale of this assembly which has to make a profit, not the sale of an individual component within the assembly. If a sole proprietor does not make a profit then they will not get fed: profits are their bread and butter. If a proprietary limited  (Pty Ltd) company with owner-operators does not make a profit, it does not matter as the owners are paid wages by the company which is a different entity than the owners themselves. Therefore a Pty Ltd company can operate as a zero profit company. If there are non-working shareholders then the company needs to make profits.

Desired weekly wages, annual salary or hourly pay rate, are simply numbers pulled out off a hat, they are subjective opinions, they are not a matter of science. At any point in time, there are items in the market place available at some currently defined price. Some of these things are essential to the individual for  survival, others are imposed needs by society, and still others are optional extras. Thus we can identify 3 different levels of income:

1) Survival
2) Social
3) Optional

For an individual can also identify their current level of income, this may be higher than the minimum social level but less than the desired optional level. Whilst we can calculate these levels based on prices in the market place none of these levels are fixed. The survival income for one person can be considerably different than that for another. There will also be differences between different geographical locations, and different cultures. The income levels are therefore relative values not absolute values. Further more individuals have differing capacities to adapt and improvise: so that whilst one person may struggle with a specified minimum wage, another person may flourish or at least get by comfortably. As I have mentioned many times before, once something is released to the market and environment, people will find uses for it way beyond the original intents of the designer.

In similar manner to the income levels for individuals, it is possible to work out different price levels for goods and/or services. However when working these prices out we should also give consideration to the entire assembly of goods and services, or the over all product mix, and  the over all performance of the business. Most important of all is what the buyer is willing to pay. An amount for the price which exceeds what the customer is willing to pay, isn't a price. The amount the customer is willing to pay, is an impression, a feeling, a perception of worth: something pulled out off a hat. That whimsical intangible perception of worth, is transient and can be changed.

So can work out accurately how long a job is going to take and then multiply by an hourly rate, the resultant value however is not the price unless a customer is willing to pay such amount. There should be no buts or may be's about it, the hourly rate was pulled out off a hat. Sure may have checked industrial awards for minimum rates, and checked job advertisements for market rates in excess of the minima: but at the end  of the day all the numbers were dreamed up by someone, and the numbers felt right, or they were all they could afford. Not much point conducting complex mathematical calculations with fiction.

So calculated an amount from time and hourly rate, and the customer perceives it as way too high. If the customer can perceive it is too high, then the person doing the calculation should also be equally able  to perceive that it is too high. Now could review the project, reduce feature's and thus reduce total time, or otherwise revise estimates of times for the existing features, however the real problem is that not every hour is worth the same value.

By being focused on selling time and using a constant hourly rate as a measure of self worth, proposed prices are exceeding the markets willingness to buy. If can pull a number out off a hat for desired annual salary or for hourly rate, then can also pull a number out off a hat to define a fixed price for a project.

Prices placed on goods in a retail store are an indirect negotiation with the customer. If they like the proposed prices they will buy, if they do not like the proposed prices then they will not buy. The retailer therefore has to adjust their prices in response to the market behaviour.

In a more traditional market place, there is a more direct negotiation between buyer and seller. Further more the buyers go to the sellers: there is no annoying people who are not in the market to buy. Such people have no stated need for the items, and no stated discretionary income they are willing to spend on such items, then some seller comes disturbing them: the negotiation has one major outcome no current sale and no future sale. No future sale because there is no price low enough to encourage keeping such an annoying enterprise in business.

Like a retail store, or mail order catalogue, the proposed price has to be there to be found by the potential customer. That means that potential customers need to have reason to visit the vicinity of the stores even though they have no need or intention of buying anything. Shopping malls, plaza's and precincts draw people in with regular consumable services, and whilst there, they may then become buyers of more discretionary items.

So for example, the confectionery stall in a department store draws parents, with kids, into the store. If the confectionery stall is near the middle of the store, the customers then have to pass more expensive items, where upon there is potential to buy such things. The confectionery may not make much profit itself, but it is essential to the over all experience of the store which ultimately results in sale of high value items. Similarly the cafe, potentially makes less profit than the department store selling electrical gadgets and operating from the same precinct. But without the cafe, the precinct is likely to be empty and no one buying tthe electrical goods. Owners of such shopping centres should take such things into consideration before charging the shop rents which are typically seen as extortionate. Be certain as to who is generating the traffic, and who is benefiting from such traffic.

The point is, that price, cannot be calculated. Calculate expected times, give consideration to the cashflow requirements over the time frame of the project., use an hourly rate if must do, but make the final proposed price a judgement. This can be done by applying weightings either to the over all calculated price or to the components of the calculated price.

It should also be noted that whether selling goods or services, there is a component of work which is not directly attributed to the product being sold. The cost of this work needs to be recovered by applying an overhead charge to each item sold. Say for example that intend to spend 2000 hours per year, but only 1000 of those hours are directly billable. The other 1000 hours is used up on adiministration, research design and development of product made available, marketing and finding new projects to work on, learning and training to keep up to date and develop greater proficiency, and a multitude of other minor activities too small to identify or otherwise track. So every hour billed has to cover the cost of every two hours worked. if throw sick days and vacation time in, then every hour worked has to cover even more indirect costs.

That a product has to be designed before it can be made, isn't always noted by the customer, plus many products are just repetitive copies, so there is an expectation that costs of design have been recovered already. Additionally such costs of design are hidden from the customer with respect to physical goods like cars and electrical gadgets, whilst with services it is not all that apparent that design is required in the first place. So can end up formulating an hourly rate which is heavily weighted by factors which have little value to the buyer of services.

Consider a retail store again. The store sits there and people come in and either buy or don't buy the goods which are on display. At the end of the year either the shop made enough money to cover the living expenses of the owner or it didn't. One major problem for the store owner is not so much the price of the items, but the mix of the items and whether or not they are of any value to any of the people who visit the store. If have the wrong product then it won't sell at any price. If have the right product but wrong price then it won't sell.

Now goods and services are interchangeable. A product previously offered as a goods, can be converted to a service or substituted/complemented by a service. A product previously offered as a service can be changed into a physical goods. For example when lawnmowers are few and expensive, then more likely to hire someone to cut the lawn with a mower. When lawn mowers are plentiful and low cost then people more likely to cut their own lawn, if they have the time. There are thus competing  circumstances which shift the demand in favour of either the service or the dependent product.

Similarly designing a building is time consuming activity, but if design the building once and distribute the cost of design across many buildings then the cost of design per item is considerably reduced. This is essential for small buildings, as the cost of engineering is not proportional to the size of the building but to the complexity and risk involved. Small buildings with the same structural form as large buildings require the same design effort. With small buildings therefore the cost of engineering can exceed the cost of the building. With large building projects, fees are likely to be a proportion of the capital value of the project: this can be far in excess of the costs and therefore highly profitable. Whilst for the small buildings the cost exceeds the market price of the engineering: and therefore its is not a viable business to engineer small buildings on a one-off project basis. There has to be repetitious use of the engineering, in the form of documentation, so that the cost of the engineering can be recovered by the sales of multiple documents. Price is therefore intimately tied to the product definition.

Another example is the design and development of web sites, this can be a time consuming exercise and expensive. However today there are many blogging platforms, and more general purpose platforms like WordPress. Almost everyone can build themselves a website in a few minutes. The value of the services offered by the website designers/builders thus decreases significantly. The web designers can jump up and down and complain about the quality of such sites, identify flaws, wish for regulations and monopolies, talk about solutioneering and insist that custom design is a must: but at the end of the day they have to prove the value of their services. Just like architects and engineers of buildings the majority just talk about custom design for the site, they don't actually do it.

A general principle is to introduce no more than 20% of the total features as new, novel and original. These 20% of the features will take 80% of the time. The implication is that if we therefore know 80% of the features or characteristics with certainty then we can calculate the total time for the project: however doing so is likely to generate an unacceptable time frame and unreasonable price if we resort to selling time.

Rather what it tells us, is that the time for 80% of the characteristics is relatively certain, and that it effectively defines a fixed product with a fixed price. The other 20% of the characteristics involve a high level of uncertainty, and therefore a highly variable cost and consequently unknown ultimate price to the buyer. I would contend that the majority of people want to buy off-the-shelf exactly what they want. They do not want the uncertainty of custom design at the point in time they seek suitable product to satisfy their needs. Designers and makers therefore need to be pro-active and make product available for selection. Concept documents are easier to produce than full production documentation, and documentation is easier than actual manufacture of physical object. When it comes to computers and digital products then production and distribution are relatively low costs.

A society built around selling time is going to be in big trouble when production times are cut to near zero. Whilst time may be a measure of an employees work, it is not a measure of the employees contribution to the income of the business. People become self-employed so that they get a greater share of the income that they perceive their work actually generates: though without all the resources of their previous employer the usual result is that the self-employed person earns less but possibly with less pressure. Some employees have to generate income to cover wages of other employees: employees who do not produce directly billable or saleable work.

If don't sell time then what do you sell? In the main sell expertise and know how, and willingness to do the work required. For example the person selling lawn mowing services could charge by the hour or sell at a fixed price. They have a willingness to do work that the home owner may not be interested in, further more they can develop expertise in grass and weeds, they can turn a weed ridden patchy lawn, into a well manicured lawn. Household lawns have relatively similar sizes therefore all take similar time to complete, so a fixed fee would be possible. However different lawns irrespective of the size may require different amounts of work to maintain depending on the environment, and depending on whether in a poor state needing improvement or a good state needing maintenance. This may therefore suggest having hourly rates and selling time. I suggest this is a bad idea.

To start with most things have a minimum fee. So for example say that decide want $30/hour and determine that the time required for the job is 0.5 hours, therefore the fee for the job is $15. From a perspective of convenience however people are likely to have more $20 dollar notes in their wallets than fives and tens, at a sale price of $15 the supplier needs a ready supply of $5 dollar notes to provide change to the customers. The hourly rate was a desired rate, its not an absolute. Does $20 seem unreasonable for the work? Note that people go into stores and hand over a lot more than that, for physical goods, in a few minutes.

Take from another perspective the job takes 2 hours and therefore the fee would be $60, does that seem reasonable and is it convenient to pay? Would it be better if the fee was dropped back to $50? Similarly is an hourly rate of $29.95 a sensible rate to have? It may mislead some people into working with blocks of 20 instead of 30, which is roughly the marketing objective of such prices: however the customer is not going to be happy with the final price if they believe they have been misled.

Note that it is the seller setting the buyer up with perceptions of price. A seller should have some awarenesss of average incomes, and disposable portion of income, for their market sector. Also if accept cheques or credit cards then the inconvenience of various denominations is removed, but then again there are minimum fees which are acceptable.

Given that in an industrialised nation less than 10% of population is involved in agricultural, can assume that the majority of the population is attempting to grab a share of the disposable portion of peoples income, that portion not required for food or other essentials. Assuming that with time all the other essentials also only requires a small portion of the population: housing for example, once it is built it can last for 50 to 100 years possibly longer: so with the bulk of the housing existing already do not expect many people involved in housing construction. So have a relatively small percentage of population supplying essentials, and rest trying to find something to supply.

Time isn't really something that people want to buy, especially if the output of the work effort is lower quality than they could produce themselves, and their own hourly pay rate is less than that of the service purchased. The funds available to the buyer are an important aspect of how they perceive value. For example say that a person can put $50 away each week, then they can save $2600 per year. Then chances are they are not going to be impressed paying some $1800 for a weeks worth of design producing a few drawings and some calculations: if the perception concerns selling and buying time and the report they get turns out to be defective relative to their needs but otherwise what they asked for. The longer it takes to save the money the more discerning the buyer is likely to be about the purchases they make: on the other hand they may lack adequate knowledge to make a proper selection of suitable supplier.

{... lost my track.}


However, just because should avoid selling time, doesn't mean shouldn't measure time.

Sunday, January 06, 2013

ORGANISATIONAL-CULTURE


{Originally Submitted for Business Psychology Assignment January 1993, UniSA}





TABLE OF CONTENTS

1 ABSTRACT      4

2 INTRODUCTION            4
THE IDEAS AND LANGUAGE      4
EVOLUTION OF IDEAS    4
BORROWING OF CONCEPTS AND THE CONFUSION OF MEANING         5

3 EVOLUTION OF ORGANISATIONAL‑CULTURE               6
VIEWS OF ORGANISATIONAL‑CULTURE             7

4 ORGANISATIONAL-CULTURE   7
CULTURE AND CHANGE             8

5 REFERENCES           10

6 BIBLIOGRAPHY         12






1. ABSTRACT

The concept of organisational-culture is born out of culture, and its acceptance and application is dependent upon culture. Further more any particular form of the idea, of organisational-culture, is dependent upon which culture adopts the idea, and how they adapt it to suit their particular needs. There are thus many different and useful views of organisational-culture, but by far, the most useful is the original study of culture and organisations by social anthropologists.

2. INTRODUCTION

3. THE IDEAS AND LANGUAGE

Organisations are both effected by, and affected by the needs of human society and culture. Therefore :

...I find it difficult to separate "management thought" from the broader literature dealing with man and society. I think it relevant that those who dominate the literature that is labeled[sic] "management thought" frequently claim that their intellectual heritage is outside of management literature (Wolf,1974)[1].

The concept of organisational-culture follows this trend of coming from outside the narrow field of organisational theory, in that 'The study of cultural influences, a topic that is central to social anthropology, has existed for some time, buts its application to business organisations is a fairly recent phenomenon (Vecchio,Hearn,Southey, 1992, pp 574).'

4. EVOLUTION OF IDEAS

But why so long to apply the concept of culture to business organisations ? The answer to this question lies with the culture of society itself. First an idea needs to be distributed and otherwise communicated to the members of society. Second the society needs to beable to comprehend the idea :

Inventions born before their time must remain useless until the level of common intellect rises to comprehend them( Louis Napoleon quoted by Smiles, 1863)[2].

Third, on comprehending the idea, the idea then has to be accepted :

But advancements often appear to wait until the times are ready. There is something in the environment that causes certain concepts to flourish. There is a zeitgeist ‑ a climate of opinion ‑ which admits new conceptualizations[sic]. (Wolf,1974)

During this time of comprehension and acceptance, however, the ideas do not remain static and independent of cultural influences.

"The canon"[study of culture in this case] is an ineluctable facet of the dynamics of cultural change, in a world in which culture is an artifact[sic] and therefore a product of the social reconstruction of extant reality (Samuels, 1991)[3]'

The ideas get moulded until they are comprehended and accepted by those groups which find some use in the ideas. Thus one idea may take on as many forms as there are groups interested in the idea.

5. BORROWING OF CONCEPTS AND THE CONFUSION OF MEANING

When considering this borrowing, moulding and evolution of ideas, to gain acceptance and comprehension by some other group, it should be noted :

There is a danger that, when one area of study borrows key concepts from other disciplines, the concepts become either stereotyped or distorted in the transfer. Also, when concepts are borrowed from other disciplines, they may not be borrowed in toto: that is rather than accepting an entire 'package' ‑ which include the historical debates surrounding 'proper' uses of concepts ‑ people only select aspects of the concepts that suit their interests and thinking at a particular time. (Meek, 1988, pp455‑473, cited in Vecchio,Hearn,Southey, 1992, pp587)[4]

Part of the distortion occurs with the meanings of words.

... the semantics of management are [still] horrible. Terms are used in different senses without precise definition ‑ eg., organization[sic] can be a noun synonymous with firm, or company, or it can be a process of management such as organizing[sic] the management of work. (Wolf,1974)

Now, not only is there confusion as to whether organisation is something a group : does, has, or is, the various uses of the word 'culture' is now added. Culture being what a group has, or is. In social anthropology there is apparent clarity on this point, culture is what a society has.

A society consists of people interacting in the many tasks necessary for survival. ... Culture is the way of life a society creates to satisfy its basic needs. There is no human society that does not have a culture. ... Culture is a total pattern. ... culture refers to a people's total way of life. (Newhill, La Paglia, 1974)[5]

Given such a seemingly all inclusive description of culture, it is easy to see why a group with a particular culture is referred to as the culture. And so the culture, becomes what the society is, rather than what it has. Hence, Meeks(1998, cited in Vecchio,Hearn,Southey, 1992, pp587) view that 'Culture should be regarded as something an organization[sic] 'is', not as something that an organization[sic] 'has' : it is not an independent variable, nor can it be created, discovered or destroyed by the whims of management.'



6. EVOLUTION OF ORGANISATIONAL‑CULTURE

If organisational‑culture is a concept evolving within a cultural perspective, then the current confusion of terminology is potentially of little concern. But is the idea evolving, or is it hidden in some book, lost in a library, collecting dust ?

It would appear that the concept of organisational‑culture is evolving. According to Guptara(1992)[6] the idea has been spread far and wide by Peters and Waterman's book "In Search of Excellence" . The "zeitgeist" that allowed this was

a time when it[America] was beginning to doubt its economic pre‑eminence for the first time since the Second World War : In Search of Excellence provided reassurance that there was much which was still excellent in America. (Guptara, 1992)

However, whilst the concept is popular and known by many managers, its usefulness and acceptance is still under question. Since 'the vast majority of managers who use the word do not understand what 'culture' means ‑ or indeed how penetrating a way culture provides into the guts of any organization[sic](Guptara,1992)'.

One of the problems preventing acceptance, is that organisational‑culture follows in the path of many other management ideas, such as quality circles and total quality management, all of which were treated as a 'quick fix' to management problems. Since the 'quick fixes' didn't eventuate, most new management ideas are considered to be fads.

There is [thus] the expectation that it is just a matter of time before the culture fad will be dropped, and a new "hot" management topic will emerge. (Kilmann, Saxton, Serpa, 1986, cited in Newstrom & Davis, 1989)[7]

Kilmann, Saxton and Serpa(1986, cited in Newstrom & Davis, 1989) however consider that organisational culture is not a fad and that '... culture will continue to be studied but will be called something else'. They further point out that organisational culture is itself related to previous topics of study in management, such as the human relations movement, participatory management and democratisation of work.

This relationship to previous topics of management, however, would seem to be a confusion between organisational-culture and change of culture through organisational-development. That is to say that culture itself is not dependent upon participatory management, nor democratic processes, though organisational-development tends to be. A culture, however, can be either highly autocratic or democratic.



7. VIEWS OF ORGANISATIONAL‑CULTURE

Most writers on the subject of organisational‑culture frame the subject in terms of myths and legends about heroes of the organisation, plus the rites and rituals that all members of the group are expected to carry out (Kreitner[8], 1989; Kreitner & Kinicki[9], 1989; Megginson,Mosley,Pietri jr[10], 1989). They talk about symbols which allow a person to identify themselves with the organisation. Such concepts of culture whilst colourful are rather superficial and trivial. 'Cultural features do not exist merely as badges of identity to which we have some emotional attachment. They exist to meet the necessities and to forward the purposes of human life. (Sowell, 1991)[11]'

Others such as Pitre and Sims jr(1987, cited in Newstrom & Davis, 1989)[12] put culture into a cognitive framework and view it 'as consensual patterns of thought'. Still others (Kilman, Saxton,Serpa, 1986 cited in Newstrom & Davis, 1989 ) consider culture as occurring at different levels. Vecchio, Hearn and Southey(1992), cite these levels has having been identified by Schein(1985)[13], and that the three basic levels are : artefacts and creations, values, and basic assumptions.

This seems the most acceptable view of organisational-culture since it does not ignore the physical world. The technology produced by and used by an organisation, is not ignored. The importance of technology can be highlighted by Coombs, knights and Willmott's[14](1992) study of the introduction of information communication technology (ICT) into the UK national health service, where they concluded that : 'The study of I.C.T's [technology] in organisations cannot therefore plausibly be abstracted from the social practices which imbue their presence and products (e.g. information)[technology] with meaning.' Further insight to the importance of technology can be obtained from Turnbull's[15](1992) study of the containerisation of ships cargo and the consequent decline of the docker's occupational culture.

8. ORGANISATIONAL-CULTURE

Given that organisational‑culture includes all aspects of organisational‑behaviour and good deal more besides, organisational‑culture could be considered as offering little more than a new title for the study‑of‑organisations.

It does however offer more than just a new title, it offers a new perspective for viewing organisations. Whilst organisational‑behaviour tends to work from a solid foundation of individual behaviour which is applied to explaining the behaviour of groups. Culture is a somewhat more vague concept, in that it argues that individual and group evolve together in total, it has no identifiable starting point. But culture is not merely the study of behaviour, it is also the study of the results of behaviour, such as the technology that it produces, and the consequent affect upon future behaviour. Culture adds historical, geographical and physical perspectives to the study of organisations. It allows artificial system boundaries to be either expanded bringing more of society within the organisational context, or for such system boundaries and views to be ignored as being totally irrelevant.

Whilst the study of cultures within organisations is new to the subject of organisational-studies, it is not new to the study of culture. 'Organisations are themselves products of a culture' (Vecchio,Hearn,Southey, 1992, p575) and as such have been studied both, as a microcosm of the greater culture of society in which they exist, and as a subculture within greater society.

This greater study of society should not be forgotten, since most texts on organisational-culture tend to have a rather narrow view of organisational culture, and may tend to imply that all organisations have a culture, and further more this culture is founded within the organisation.

This is not so. The problem is that most organisations are not isolated entities, but are instead a series of overlapping entities. In western culture these overlapping entities are,  at the minimum, the business organisation that an individual works for and the occupational organisation that the individual belongs to. And it should be noted that many occupational groups are dominated by various world cultures. For instance 'we find Jews prominent, often predominant, and usually prospering, in the apparel industry' (Sowell, 1991). Thus occupational cultures and world cultures tend to be more important when studying organisations, compared to some notion that the organisation itself has a culture.

Culture therefore gives an holistic, all encompassing view of an organisation, to restrict organisational-culture to just a few elements of organisational-behaviour is to severely diminish the power of 'culture' as a tool for analysing organisations.

9. CULTURE AND CHANGE

Organisational-culture generally precedes discussions on organisational-change and organisational-development in most texts on management or organisational-behaviour. Why, is not quite clear ? Since the methods of change given generally ignore cultural perspectives.


To quote Kreitner and Kinicki(1989, p666) 'OD is Value-Loaded. Owing to the fact that OD is rooted partially in humanistic psychology, many OD consultants carry certain values or biases into the client organisation'. That is OD consultants have their own cultural group to which they belong, and recent research by Schaller(1992)[16] suggests 'that scientists and laypersons alike are prone to motivated biases in logical and statistical reasoning, thus hiding in-group favoritism[sic] and group stereotyping behind a dangerous "cloak of objectivity".' Such biases that OD consultants bring with them being preferences for cooperation, self-control, and democratic and participative management, none of which is going to work too well in an autocratic culture.

Thus the use of organisational-development to change organisations is highly questionable, since it maybe in direct opposition to the culture of the organisation.

More importantly a culture cannot be changed, a culture is everything about a people, to change a culture is to change a people. To change something called corporate style, corporate identity or corporate symbolism is one thing. But it is not changing culture. Culture evolves, and undoubtably through deliberate action, but without an overall plan of moving from one cultural form to another. And it as already been mentioned that cultures are not founded within organisations, most especially not business organisations.



10. REFERENCES



[1]Wolf, William B, (1974), 'The Meaning of management thought' in "Contemporary Management : Issues and Viewpoints" editor Joseph W. McGuire; Prentice-Hall, Englewood Cliffs, New Jersey. pp113-115
[2]Smiles, Samuel(1863) (reprint with foreword by L.T.C Rolt, 1968), "Industrial Biography : iron workers and tool makers", August M. Kelley Publishers, New York. p170
[3]Samuels, Warren J (1992), 'Dynamics of Cultural Change', "Society" Vol 29. No. 1, Nov/Dec 1991, Transaction Publishers pp23-26
[4]Meek, V.L (1988), 'Organisational Culture : Origins and Weaknesses', "Organisational Studies", 9 (1988) pp455-473.

Vecchio, Hearn, Southey (1992), "Organisational Behaviour : Life at Work in Australia", 1st Australian Edition, Harcourt Brace Jovanovich Publishers, Sydney.
[5]Newhill and La Paglia (1974), "Exploring World Cultures", Ginn and Company(a xerox education company), Lexington, Massachusetts. pp1-5
[6]Guptara, Prabhu S,(1992), 'Corporate Culture and Competitive Advantage', in "HandBook of Management 3rd edition" edited by Dennis Lock, Gower Publishing Co. pp66-72
[7]Kilman, Saxton and Serpa (1986) 'Issues in Understanding and Changing Culture' in "Organizational Behavior : Readings and Exercises" edited by Newstrom and Davis(1989), McGraw-Hill. pp404-410
[8]Kreitner, Robert (1989), "Management, 4th edition", Houghton Mifflin Company, Boston. pp544-580
[9]Kreitner and Kinicki (1989), "Organizational Behavior", BPI Irwin. pp640-672
[10]Megginson, Mosley and Petri Jr (1989), "Management : Concepts and Applications",3rd/edition, Harper & Row Publishers Inc. pp373-399
[11]Sowell, Thomas (1991), 'A World View of Cultural Diversity', "Society" Vol 29, No. 1, Nov/Dec 1991, Transaction Publishers. pp37-44
[12]Pitre and Sims Jr (1987), 'The Thinking Organization : How Patterns of Thought Determine Organizational Culture'in "Organisational Behaviour : Readings and Exercises" edited by Newstrom and Davis (1989), McGraw-Hill. pp411-420
[13]Schein, E.H. (1985), "Organisational Culture and Leadership", Jossey-Bass, San Francisco.
[14]Coombs, Knights, Willmott (1992), 'Culture, Control and Competition; Towards a Conceptual Framework for the Study of Information Technology in Organizations', "Organisation Studies", 13 issue 1, 1992, Walter De Gruyter, Berlin/New York. pp51-71
[15]Turnbull, Peter (1992), 'Dock strikes and the demise of the docker's 'occupational culture' ', "The Sociological Review", Vol 40, No. 2, May 1992. pp294-318
[16]Schaller, Mark(1992), 'In-Group Favoritism and Statistical Reasoning in Social Inference : Implications for Formation and Maintenance of Group Stereotypes', "Journal of Personality and Social Psychology", Vol 63, No. 1, July 1992, American Psychological Association Inc. pp61-74
11. BIBLIOGRAPHY

Bartol & Martin, (1991), "Management", McGraw-Hill.

Rachman, Mescon, Bovee & Thill, (1990), "Business Today 6th/edition", McGraw-Hill.