Installation Of Storage Tanks Construction Essay

Installation Of Storage Tanks Construction Essay The proposal contains the detailed scope of works on various discipline of the tender, procedures developed for execution of Storage tank construction of the project Construction of Oil Terminal, the purpose of this technical proposal is to provide clear direction in the form of procedures, controls and administration practices in order that the services provided by contractor are in accordance with the tender and contractual requirements and in accordance with CGL internal quality systems and procedures. The intent of this document is also to communicate the execution strategy to all concerned. Proposal Purpose : This proposal sets out the scope, programme and terms to provide a single window service, with all the expertise and technical competence for the entire work related to the storage tank construction as given below. Design and engineering Procurement of materials for the tanks Fabrication Field erection , welding and testing Surface preparation , painting Assistance during Pre commissioning, commissioning and training All the works shall be carried out as for the completeness of the project. This proposal is in accordance with the engineering specifications, drawings, all the statutory regulations and international codes and standards have been considered in our proposal for this Job. Basis of offer Proposal is based on tender enquiry, data sheets, specifications, drawings issued as the tender documents. Validity This proposal will be valid for acceptance within 60 days from the date of commercial tender submission any further extension on proposal validity shall be subject to mutual agreement between the client and contractor. B. Detailed Scope of Works 1 Proposed List of Tanks Sr. No Tank Tag no Product Type Qty (Nos.) Capacity m3 Size in Meter Diameter Height 1 T-2011/2012 Gas oil / UGL EFR (single deck ) 2 750 11.5 8.5 2 V-4011 Jet A1 Horizontal 1 10 2 3 3 TF-T-2005 ULG 98 EFR (single deck ) 1 5000 22.5 15 4 V-2011 ULG 91/95/98 Horizontal 1 10 2 3 5 T-7001/T-7002 Firewater CS Dome 2 6500 22.5 19 6 TF-T-2003/2004 ULG 95 EFR (single deck ) 2 20000 36 22 7 V-1011 Gas oil Horizontal 1 10 2 3 8 TF-T-1001/1002/1003 Gas oil EFR (single deck ) 3 20000 36 22 9 TF-T-2001/2002 ULG 91 EFR (single deck) 2 20000 36 22 10 T-5001/5002/5003/5004 Jet A1 CS Dome 4 24000 41 22 2. Scope of Supply and Works 2.1 Scope of Supply All permanent material for tanks such as Plate Materials, nozzles manholes, wind girder and stiffener etc. required for the tanks. Internal External floating roof, Floating roof Seal, all the permanent accessories of the Floating roof. Internal and external accessories indicated on data sheet Clips for platform/ladder/pipe support directly welded on tank body. Bolts/nuts, clamps, gaskets for internal Blind flanges together with bolts/nuts and gaskets for blinded nozzles and manholes Davits and/or hinge for manholes. Vortex breaker (if required). Platforms, spiral stairway with handrails, roof handrail. Internal pipe with support Breather valves/ emergency drain / Rim vents and gauge hatch (if required). Name plates with bracket Earth bosses or lugs Settlement check lugs Support clip for firewater and Foam system piping connected to the tank. Surface preparation and Painting material for equipment Test plate for PQT and WPQT Spare parts of gasket and B/N for construction and pre-commissioning. Construction Equipments Electricity for construction.(fabrication and erection ) Heavy equipment, all machineries and other facilities for construction Welding rods, grinding wheels, cutting gases and other Miscellaneous Consumables for construction All the NDT equipments for testing and inspection Hydraulic Jacks Power Pack for the tank erection Pumps temporary pipes and fittings for hydro testing Tools and jigs including scaffolding for construction Consumable material for erection Blind flanges together with bolts/nuts and proper gaskets for hydrostatic test Corrosion inhibitor for hydrostatic test (if required) Direct and Indirect Manpower Dedicated design and drafting item for the project. Dedicated Construction management team at site Dedicated project management at Office Supervisory staff for Fabrication and erection QA/ QC personnel for testing and inspection Safety and EHS officers a site Skilled, semi skilled and unskilled man power for the fabrication and erection and testing at site 2.2 Scope of Work Mechanical design (strength calculation and detail design) Loading data for tank foundation design. Manufacturing drawings Documentations (procedure fabrication construction, ITP and others) Submission of as-built documents and drawings Material procurement Shop fabrication Packing list (packing volume, size weight, etc) Packing and inland transportation of shop fabricated components. Unloading of materials at site PWHT for 1st course shell with nozzles as per code requirement. Hydro-test and water drainage as broom clean condition after hydro-test and drying Settlement checking during hydrostatic test Temporary work of utility for construction and test Site construction Inter connecting walkway between tanks. Inspection test at shop and test. Surface preparation and painting for exterior surface as per specification. Internal Coating as per spec Hot dip galvanizing of tank handrails and staircase Project management and control Third party inspection agency review Attending the meeting with client and consultant Over all construction management of storage tank package Documentation for government approvals if any Mechanical guarantee Other activities to meet requirements of inquiry 2.3 Out of Scope of Supply Work Tank foundation and civil works Oil Pass required for the site crew and staff. Electrical, Instrumentation accessories Process Piping, Plant piping, inter connecting pipes between tanks. Cabling (including earth cable) and wiring materials. Supply of anchor bolts (if required)/ Grouting for tank bottom All kinds of valves including shut-off valves for draw-off sumps and external piping. Companion flanges and bolts/nuts Pumps , Heaters , Hearting coils if any Insulation material and work (if required) Fire protection material and work Customs clearance and taxes duties if any Government permit and approval (for local regulation) Tank Gauge (Radar Type) Level instruments (High Low) and transmitters All kind of instrumentation and Electrical works Lightning protection if any , Earthing 2.4 Facilities to be provided by Client Oil passes for our crew and staff. Adequate space for the Lay down area in the vicinity of site Adequate space for the fabrication and painting yard in the vicinity of site(if space is not provided we will fabricate Prime the tank plates at our fabrication shop in Dubai and transport it to sites for erection ) Site office for our staff Rest room facilities for our crew C. Project Execution Design and detail engineering : Contractor In house Fabrication and shop priming: At site(if fabrication area is available) If no area is available at site, then fabrication will be done at our fabrication shop Erection at site: Contractor In house team Surface preparation and painting through reputed sub contractors. Typical Project Execution Plan Project execution plan organization Contractor formal role in the project implementation will commence from the signing of the Agreement between the Client and Contractor. However, the effective participation of the contractor will start from the date of receipt of letter of intent (LOI) and the project kick off meeting, where project scope and basis will be formally agreed. Contractors Organization Charts The Contractor will appoint a Project Manager to take total charges of scope of work for which they are responsible. The structure is shown in the organization charts. 1.2 Overall Project Execution The Project Manager and his team are the primary interface point between the Contractor and Client. It is via this interface that all the day-to-day correspondence passes and project report are issued. The Project Manager with his team oversees the contractors scope of work. The projects coordinator is responsible for the coordination between Client, Engineering, Procurement, Fabrication and the Site Operation. As soon as LOI is issued internal Kick-off meeting will be held to firm up the project procedures. In order the successfully achieve its objective the Project Manager issues the Project Dossier detailing the interface between Contractor and the Client. It sets out the detailed working method to be employed by them though all phases of the job. With the co-ordination procedure the project schedule and methods of measuring progress and controlling the work are also issued. Inventory Procedure Quality Control Shipping Procedure and Forecast Field Project Control Procedure Field Safety Procedure Change Order Procedure. 1.3 Design and Engineering The Client has given the basic design. The detailed design for Contractor (in house) will carry out the project 2. Procurement Sub- contracting Contractor will prepare material requisition for all plant, equipment and materials and the Procurement in-charge shall manage the procurement and sub contracting. He will establish the procurement plan, identifying the finite list of requisition to be issued by the engineering groups, to start procurement cycle. Contractor will issue enquiries and obtain offers. Purchase orders will be placed by the contractor on vendors approved by Client, offering best Techno-commercial terms. A list of critical long lead items will be established including long lead item and those critical to programs. Special monitoring of these items will be carried out to ensure timely delivery. Procurement service offered by the contractor will include bid evaluation, arranging vendor coordination meetings, selection, placement of purchase orders, amendment of purchase order and modified if necessary, to reflect any specific requirements of the specific order. 3. Construction Contractors Construction group will supervise the construction to be carried out in a phased manner. It will be responsible for field inspection, material and inventory control and logistics for timely executing of the project. Contractors Project Manager will ensure quality and schedule so that the construction is done as per the detailed design/engineering document prepared by Client and within agreed time frame. 4. Pre-commissioning and commissioning The Commissioning Group headed by the Commissioning Engineer of the contractor will direct and supervise to provide the necessary assistance to the pre-commissioning and commissioning activities of Client. Project in co-ordination with the Commissioning in-charge of Main contractor/consultant. The major activities of this group will include: Check plant units for mechanical completion at size. Prepare pre-commissioning programme to assign priorities during final stage of counteraction work. Planning and scheduling of plant start up activities. Co-ordinate and supervise the start up of the plant. Main contractor/consultant shall conduct process guarantee test turns. 5. Project scheduled, control and reporting Contractors system of project planning scheduling and monitoring is designed to provide comprehensive planning services to the project management team. This system is instrumental in devising realistic schedules establishing checkpoints, keeping overall watch on the progress, deviation from schedules, pinpointing the problem and recommending areas of corrective actions. The details are given below: 6. Planning Scheduling 6.1 Proposed Schedule and overall project schedule The proposed project schedule is submitted along with this proposal. This indicates the project starts date, end date and major milestones of the project the proposed schedule is prepared in the form of bar chart schedule. On award of the control, the proposed schedule is converted into an overall project schedule in the form of squared PERT network on time scale. This network includes overall engineering, procurement and construction duration as well as critical and near critical items for each system. This overall schedule forms the basis for execution of the contract and is used for corporate project review. 6.2 Master Network For project control, master network is prepared for the project, master network is updated internally every month, this is revised if (i) The overall project schedule is revised, (ii) There is a major change in the scope of work, (iii) unforeseen events beyond contractors control. The master network forms the basis for detailed scheduling and project control. 6.3 Function Schedules At the level of the executing departments, functional schedules are prepared for all functions, viz. process, residual engineering, ordering and delivery. Standard Networks for various functions are used for sequencing various activities in the schedules. These schedules are also used for scheduling projects physical progress and its measurement. 6.4 Key Construction Network This network is delivered from master network. This is made, work area wise, on time scale The number of networks to be prepared depends upon the workload into which the plant is divided. These networks are prepared at a time when engineering and procurement activities have sufficiently advanced and construction activities are about to begin or major milestones such as deliveries of equipments at site, start and completion of civil works, mechanical erection etc., are about to be achieved. 6.5 Reports Basically, three types of reports are produced. First type of report contains activities to be performed in next two months and is known as Activity List. Second type of reports gives the status of drawings, materials, etc. and is named Status Report, which highlights the deviations and exceptions and immediate actions. The Third Type of Reports is the one, which summarize progress report at various time intervals. 6.6 Monthly Progress Report Monthly progress report is basically meant for Client. This report gives a comprehensive coverage of engineering, procurement and construction activities carried out during the month under review. The monthly report apprises the Client of the progress of the project and holds up if an in achieving the progress. The report contains the following information: Overall progress statistics Status of milestones List of problems/hold ups Functional progress curves Quantitative status report for equipment Detailed status of construction D. Work Breakdown Structure E. Bar Chart (Project Schedule) Please Refer Annexure I Project Organization Chart G. Man Power Deployment Schedule H. Construction Equipment Deployment Schedule List of Proposed Vendors and Suppliers Sr No Description Supplier Origin 1 Carbon Steel Plates Corus European(West / East) For tanks Arcelor Mills European(West / East) Posco Korea Dongkuk steel Korea Duffer co Belgium Dillinger Hutte Germany Nippon steel Japan Stemcor South Africa Sumittomo Japan 2 Carbon Steel Pipes Dalmine Spa Italy Manses man Brazil / Germany Nippon steel Japan NKK steel Japan Kawasaki Japan NSC Japan Hyundai pipes Korea Korea pipes Korea 3 Carbon Steel Pipe Benkan corp Korea Fittings Awaji sangayo Corp Japan BKL UK BKL Thailand OMR Italy Techno forge Italy Tect tubi Italy Vanleeuwen Holland 4 Flanges Bebitiz Germany FAD flange Italy Geldbech Germany Korea flange Korea 5 Floating Roof seal Ultra float USA Korea Flot Korea HMT USA CTS Nether land 6 Paint International Paint Jotun Hempel Sigma Responsibility Matrix SR.NO DESCRIPTION Division of Responsibility (subcontractor) (Main Contractor) A ADMINISTRATION 1 Visa/work Permit à ¢Ã‹â€ Ã… ¡ 2 Accommodation à ¢Ã‹â€ Ã… ¡ 3 Food à ¢Ã‹â€ Ã… ¡ 4 Transportation à ¢Ã‹â€ Ã… ¡ 5 Site first Aid Facilities à ¢Ã‹â€ Ã… ¡ B TAXES DUTIES / INSURANCES 1 WCP Insurance à ¢Ã‹â€ Ã… ¡ 2 Automobile Insurance à ¢Ã‹â€ Ã… ¡ 3 Captial machinery insurance à ¢Ã‹â€ Ã… ¡ 4 Contractor All Risk Erection Policy à ¢Ã‹â€ Ã… ¡ C FACILITIES 1 Laydown yard / Fabrication Yard à ¢Ã‹â€ Ã… ¡ 2 Stores à ¢Ã‹â€ Ã… ¡ 3 Site office facilities à ¢Ã‹â€ Ã… ¡ 4 Worker rest room toilets à ¢Ã‹â€ Ã… ¡ 5 Parking Spaces for Vehicles à ¢Ã‹â€ Ã… ¡ 6 Drinking water Portable water à ¢Ã‹â€ Ã… ¡ 7 Electricity for site office and rest room à ¢Ã‹â€ Ã… ¡ 8 Electricity for Fabrication à ¢Ã‹â€ Ã… ¡ 9 Blasting and Painting Facilities à ¢Ã‹â€ Ã… ¡ 10 Carbagge Disposal à ¢Ã‹â€ Ã… ¡ 11 Hazardous Mateial Disposal à ¢Ã‹â€ Ã… ¡ 12 Removal of Construction Debris à ¢Ã‹â€ Ã… ¡ 13 Electricity for Site Construction à ¢Ã‹â€ Ã… ¡ 14 Safety Interface with Client à ¢Ã‹â€ Ã… ¡ 15 Personal Protection Equipments à ¢Ã‹â€ Ã… ¡ D DESIGN ENGINEERING 1 Design à ¢Ã‹â€ Ã… ¡ 2 Engineering à ¢Ã‹â€ Ã… ¡ 3 Detailed drawings à ¢Ã‹â€ Ã… ¡ 4 Support details à ¢Ã‹â€ Ã… ¡ 5 Structural Drawings à ¢Ã‹â€ Ã… ¡ 6 Asbuilt Drawings à ¢Ã‹â€ Ã… ¡ E PROCUREMENT SUPPLY 1 Direct Material (Plates for shell bottom and roof, Structural for stairway, roof handrail and roof structures) à ¢Ã‹â€ Ã… ¡ 2 Consumables à ¢Ã‹â€ Ã… ¡ 3 Gaskets / Bolt / Nuts for hydro testing à ¢Ã‹â€ Ã… ¡ 4 Permanent Gasket/Bolt/Nuts à ¢Ã‹â€ Ã… ¡ 5 All Galvanized items for platform/stairway etc à ¢Ã‹â€ Ã… ¡ 6 All tank mounting appurtenances and Instruments à ¢Ã‹â€ Ã… ¡ 7 Material unloading at site à ¢Ã‹â€ Ã… ¡ F Plant Machinery At Site 1 Crane à ¢Ã‹â€ Ã… ¡ 2 Hydra Crane à ¢Ã‹â€ Ã… ¡ 3 Fork Lift à ¢Ã‹â€ Ã… ¡ 4 Rolling Machine à ¢Ã‹â€ Ã… ¡ 5 Welding Machine à ¢Ã‹â€ Ã… ¡ 6 Generators à ¢Ã‹â€ Ã… ¡ 7 Hydraulic Jacks System (Jacks, power packs, hoses, accessories etc.) à ¢Ã‹â€ Ã… ¡ 8 Tools such Grinding, cutting ,beveling Etc à ¢Ã‹â€ Ã… ¡ G PRE FABRICATION 1 Plate cutting Edge preparation (Shell, Roof, Bottom Annular) à ¢Ã‹â€ Ã… ¡ 2 Sand Blasting and Painting of internal and external surfaces of tank as per client approved Painting procedure. à ¢Ã‹â€ Ã… ¡ 3 Shell plate rolling à ¢Ã‹â€ Ã… ¡ 4 Nozzles Manway Neck Rolling à ¢Ã‹â€ Ã… ¡ 5 Sump Plate Rolling, Welding External painting à ¢Ã‹â€ Ã… ¡ 6 Roof Structure and Floating Deck prefabrication à ¢Ã‹â€ Ã… ¡ H CONSTRUCTION 1 Civil work à ¢Ã‹â€ Ã… ¡ 2 Instrumentation à ¢Ã‹â€ Ã… ¡ 3 Tank Insulation à ¢Ã‹â€ Ã… ¡ 4 Scaffolding for Erection and painting, if any à ¢Ã‹â€ Ã… ¡ 5 Tank Erection -Bottom ,Annular, Shell, Roof, Roof Structure, Floating Deck , shell Roof Nozzles Man way, Sump à ¢Ã‹â€ Ã… ¡ 6 Painting Jobs as per client approved procedure à ¢Ã‹â€ Ã… ¡ 7 Meeting Clients construction Schedule à ¢Ã‹â€ Ã… ¡ I TESTING 1 Liquid Penetrent Testing à ¢Ã‹â€ Ã… ¡ 2 Magnetic Partical Testing à ¢Ã‹â€ Ã… ¡ 3 Radiographic Testing à ¢Ã‹â€ Ã… ¡ 4 Ultrosonic Testing if any à ¢Ã‹â€ Ã… ¡ 5 Post Weld Heat Treatment if any à ¢Ã‹â€ Ã… ¡ 6 Facilities for Hydro-testing à ¢Ã‹â€ Ã… ¡ 7 Water for Hydro Test à ¢Ã‹â€ Ã… ¡ 8 Drain point for hydro-tested water near to tank bottom (Max 250 M) à ¢Ã‹â€ Ã… ¡ 9 Dewatering Drying à ¢Ã‹â€ Ã… ¡ 10 Tank Calibration à ¢Ã‹â€ Ã… ¡ J HANDING OVER 1 Punch list à ¢Ã‹â€ Ã… ¡ 2 RT film Submission à ¢Ã‹â€ Ã… ¡ 3 AS Built Drawing à ¢Ã‹â€ Ã… ¡ 4 Final Dossier submission à ¢Ã‹â€ Ã… ¡ 5 Pre commissioning assistance à ¢Ã‹â€ Ã… ¡ 6 Commissioning assistance à ¢Ã‹â€ Ã… ¡ K GENERAL 1 Third Party Inspection Costs à ¢Ã‹â€ Ã… ¡ 2 All the approvals from Local authorities à ¢Ã‹â€ Ã… ¡ 3 Necessary gate passes / permits to carry-out our works à ¢Ã‹â€ Ã… ¡ 4 Coordination with Client à ¢Ã‹â€ Ã… ¡ Project Estimation Summary Sr.No. DESCRIPTION QTY. Unit Rate Amount I PRELIMINARIES Mobilization of Manpower/Equipment 1 70,000 70,000 Establishment of site facilities 1 200,000 200,000 Insurance 1 200,000 200,000 Demobilization of Manpower/Equipment 1 70,000 70,000 Design/Engineering 1 80,000 80,000 Documentation 1 30,000 30,000 Sub Total AED 650,000 II PROCUREMENT Steel Plates( A 537 Cl.1 ) 3,363 2,931 9,856,953 Steel Plates( A 36 ) 2,258 2,488 5,617,904 Structural 96 2,800 268,800 Pipes Fittings/Flanges 1 510,000 510,000 Fasteners 8 7,000 56,000 Aluminium Dome 1 7,000,000 7,000,000 Hatch / Accessories 1 Jet Mixer + Misc 8 Galvanizing 8 5,000 40,000 Stairway Steps 8 16,500 132,000 Sub Total AED 23,481,657 III CONSTRUCTION Sub-Contract 5,450 1,000 5,450,000 Consumables 1 100,000 100,000 Safety Equipments 1 398,200 398,200 Salary for Staff 1 500,000 500,000 Wages for Fabrication Crew 1 Wages for Erection Crew 1 Equipments ( Hire) 1 1,661,000 1,661,000 Equipments ( Purchase ) 1 600,000 600,000 Mobilization of Pre fabricated material to site 1 320,000 320,000 Scaffolding Erection Tools tackles 1 42,000 42,000 Fuel 1 617,400 617,400 Freight, Visa ,Food Accommodation for Crew 2,663,200 2,663,200 Testing Requirement 1 Site Communication/Stationary/Utilities 1 Office Communication/Stationary 1 Heating Nitrogen Coil 1 3,849,468 3,849,468 Sub Total AED 10,751,268 IV SUB-CONTRACT Civil Foundation Misc. Works 1 8,389,450 8,389,450 Civil Design 1 Soil Improvement 1 Reduce backfilling (1 M) 1 Surface Preparation Painting 1 2,476,700 2,476,700 Belzona application 1 NDT works 1 1,150,000 1,150,000 Third Party Inspection 1 150,000 150,000 Calibration 1 64,000 64,000 Hydro Test 1 200,000 200,000 Sub Total AED 12,430,150 V OTHERS BG Charges 100,000 Finance Charges 150,000 Commission to Agents

The Bell Jar Essay -- Essays Papers

The Bell Jar People's lives are shaped through their success and failure in their personal relationships with each other. The author Sylvia Plath demonstrates this in the novel, The Bell Jar. This is the direct result of the loss of support from a loved one, the lack of support and encouragement, and lack of self confidence and insecurity in Esther's life in the The Bell Jar. It was shaped through her success and failures in her personal relationships between others and herself. Through life, we often lose someone we loved and cared deeply for and supported us through life. This is demonstrated by the loss of a loved one when Esther's father died when she was nine. "My German speaking father, dead since I was nine came from some manic-depressive hamlet in the Prussia." (Sylvia Plath page 27.) Esther's father's death had showed that she was in need of a father figure for love, support and to act as a model for her life. Esther grew up with only the one influence of a parent, her mother. Often times the loss of a friendship can be a great loss of support and confidence within our lives because we can lose them forever. This is demonstrated when Buddy Willard Esther's boyfriend break up. "He told me that his annual fall chest x-ray showed he had caught tuberculosis...in the Adirondacks" (Sylvia Plath pg. 58.) Buddy and Esther break up due to the fact that he was not very honest with her in many ways. He did not have the courage to admit to a certain side of his character and not only that Buddy was diagnosed with an illness but he had other relationships aside from Esther. Therefore Esther experienced another loss of a loved one. Within life, we gain the support from someone that helps us get through life but often times leaves us when we need them most. This is proven when Doreen; Esthers co-worker at the modeling magazine begins to lose contact with Esther through life "Doreen is dissolving... none of them mean anything anymore" (Sylvia Plath pg.17) Doreen begins to lose contact with Esther throughout life, just when Doreen had opened new doors to her. Esther was coming through a very difficult time in life, when Doreen started drifting away from Esther. Once again, Esther experienced the loss and support of a great friend and advocate. Ones' life is made up by framework. You gather friends and folks together and ... ...a Plath page 93) After finding out that she had not made the writing course, Esther thought to herself; that even before entering the essay, she knew she would not make the course. Proving that even before entering her essay for the college, she had no confidence in being accepted. After building confidence within herself, Esther decided to write an autobiography using herself as the heroine but she felt that she could not write a novel based on life because she felt she had not experienced it. "How could I write about life...baby or even seen anybody die." (Sylvia Plath pg. 99) Thus, this proves that Esther did not even have the self confidence within herself to follow through with her own ambition of becoming a writer. During a journey through life one starts with a foundation to build on and decide on framework of ones life. In order to sustain and maintain life one needs a basis of love, support, food for thought and life to breath, expression and experience. If an individuals life is shaped and directed by the successes or failures of human relationship, without substance, one might as well seal up their life with a vacuum lid and live in a glass jar.

Human Relations Vs Classical Approach To Management Essay

This essay will explore the main features in both the â€Å"Human Relation Approach† & â€Å"Classical Approach† to the management of organisations. The essay will compare both approaches and explain why? In my view, the human relation approach is superior to the classical approach in the management of organisations. Before we can declare that the human relation approach is superior to the classic approach in the management of organisations, we must first explore the main features of the two approaches. The Classical Approach The classical approach to management began to come to the fore of management in the first half of the 20th century as organisations looked for more ways in which to improve the number of issues that were surrounding industrial management from that time. Management were striving to find new ways in which to increase productivity, lower costs, increase quality of their products, improve employee/manager relationships and increase efficiency at their factories. The main concern for management using the classical management approach was to find the â€Å"Best Possible Way† in which employees were to perform and manage their daily tasks. What were to come from this were 3 separate branches of the classical approach to management. The 3 branches were as follows, Bureaucratic Management, Classical Scientific Management and Classical Administrative Management. Each of these branches had the one goal of finding the â€Å"Best Possible Way†. Bureaucratic Management The example I will use to explain Bureaucratic Management is Max Webber’s theory on bureaucracy. In the late 1800’s Max Webber criticised organisations because of the way they ran their companies, in some cases like a huge extended family. An example of a company running the business like this would be for a manager to promote a family member for a job  position over another employee simply because he is a relation. The other employee may even be better skilled to carryout the job on offer but this won’t make a difference when the decision is being made. Another scenario would be for management to pick an employee for promotion simply because he gets along with this employee better than he does with the other employees. Webber believes this informal organisation of supervisors and employees inhibited the potential success of a company because power was misplaced. Webber believed in a formal rigid structure of organisation called bureaucracy. This non-personal view of an organisation follows a certain structure of rules, authority and competence. Webber believed that a supervisor’s power within an organisation should only be based on the individual’s position within the organisation, the level of professional competence and the supervisor’s adherence to the organisations rules and regulations. In other words if a company was to make you a supervisor it would be on merit alone or to reverse an old saying â€Å"it’s not who you know it’s what you know†. Following the organisations rules and regulations will ensure that an organisation follows the correct procedures that facilitate consistency in management practices. An example of these rules and regulations would be when an employee calls in sick, the employee must follow the correct procedure i.e. call supervisor before 10am, all employees are expected to follow this procedure and the supervisor is expected to enforce it. The division of labour and work specification was another one of Webbers theories. If an organisation has a workforce of 50 people and management had 4 specific jobs to carry out, the organisation would distribute the jobs to the employees who had the most experience in the specific field in which the job required. Impersonal management was also an important part of Webber’s theory. He believed that while management should be friendly and active with employees they should maintain an impersonal relationship as to promote fair and equal treatment of employees so that unbiased decisions can be made. Classical Scientific Management This branch of classical management focused on the methods and theories in the creation of specialized work processes and workforce skills to complete  a number of the organisations production tasks efficiently. Frederick Taylor, Henry Grant and Frank & Lillian Gilbreth are some of the people who pioneered the classical scientific management theory. They spent their time researching how specific jobs in their companies were being carried out, what steps were taken by an employee to complete the work and the amount of time it took for the worker to complete a task using different methods. These steps were used to determine which way was the most effective. This research led to the 4 principles of scientific management. Number 1, management provide employees with a precise, scientific approach for how a worker completes individual tasks. Number 2, management should choose and train each employee on one specific task. Number 3, management must communicate with staff and ensure the method used to complete the task is in fact the most efficient way to do a task. Number 4, management should create the appropriate division of labour. Following these 4 principles ensured that any organisation that used classical scientific management was left with â€Å"Best Possible Way† of doing things The division of labour allowed management to break down complex and difficult tasks into much smaller and manageable jobs and tasks that single employees could complete. Each employee is given precise instructions and training, specifically in how to best perform their jobs and tasks, each tasks is then watched closely by management who will ensure that the method used is the most efficient method for completing the task. When management is happy with all the methods being used they will watch as the product is passed on from employee to employee. If you think of an assembly line in a factory were each worker has one single job to do over and over in the production of a product on an assembly line, the product is finally ready for sale after each worker completes their specific tasks along the assembly line. Henry Ford’s mass production of the Model T car is a great example of how the assembly line really worked within an organisation. Ford used the  classical scientific management theory along with his own engineering background to determine the â€Å"Best Possible Way† in which he could mass produce the Model T car using the assembly line. First he rationalized the most effective way to build the car based on the size of parts. He then determined the best order to assemble similar sized parts. Workers were trained in assembling these parts on an assembly line. Once the process was defined in only took 93 minutes to produce a Model T car using the assembly line. This allowed Ford to mass produce the car. Classical Administrative Management When systematic management grew in popularity, the number of people who where interested in defining and improving the practice, the likes of Max Weber & Henry Fayol to name a few were among the theorists who sought an alternative more general approach from the specialized functions of scientific management. Where scientific management focused on the workers productivity, administrative management focused on management processes and principles of the organisation. The goal of management theory shifted from exact work methods to the development of managerial principles, which in turn led to the birth of administrative management. The administrative theorist tackled the idea of management from many angles with the goal to designating management as a profession the can be taught to companies anywhere in the world. Weber & Fayol researched topics such as organisational principles, philosophy of management & organizational structure to list a few in order to make management a legitimate force within organisations. For Weber & Fayol management was a profession and an important role within an organisation. Scientific management focused on how to best get a job done administrative management focused on the best way to pull all the jobs together to organise a business. Simply put scientific management was concerned on the parts and administrative management was concerned on the sum. Human Relation Approach As a result of developing the classical management theory by the likes of  Frederick Taylor, Henry Grant and Frank & Lillian Gilbreth was that critics began questioning classical management theory for the potentially harmful effects on employees. It was not so much the way in which management went about finding the most effective way to complete a task that concerned critics, but the assumption of classical management theorist that management and workers would meet half way on their attitudes on standardisation. Many believe that the emphasis on standardisation had in avertedly created an attitude among managers that employees were merely just the clogs in a machine, in this case the organisation. While machines and processes could be standardised, it was unrealistic to expect that standardisation among emotional human beings. Instead the 2 needed to be looked at individually. While Taylor and other classical management theorist continued to study and rollout the standardisation of jobs and processes, others began to look at a new research and approaches that involved the employee. This led to the creation of the human relation approach. The human relation approach attempted to incorporate the behavioural sciences into management thought in order to solve the problems that were encountered when incorporating the classical approach to management. The theory behind this idea was that the roll of management was to use employees to get the work done in organisations, rather than focus on production, structures or technology the human relation approach was concerned with the workers. Human relation theorists concentrated on questions that concerned how to best way to motivate structure and support employees within the organisations. A study during this time called the Hawthorn study was originally devised by a company called Western Electronics and was carried out by their own industrial engineers in 1924. The company was the manufacturing division of the American Telephone and Telegraph Company. The Hawthorn Works employed up to 30000 people and at the time was considered a prime example of the techniques and processes that are involved in the mass production of products and the work organisation methods that were advocated by the likes of Fredrick Taylor and Henry Ford. However, there was a difference mainly being the company’s personal and welfare policies that included pensions, medical care, disability benefits and recreational facilities. The first phase of the study aimed at examining the effects of various lighting levels in the workplace and how these lighting levels could affect workers productivity. They divided workers into 2 groups, one that would have the light varied in the room and one that would have a constant illumination level in the room. Engineers expected to see various results in the group with changing light levels in order to determine the correct level of light, however the opposite happened. The group with the changing light levels in their room surprised engineers by actually increasing their output. The only time their work actually decreased was when the light in the room was actually so dim that the work could not continue. Even more startling was that the group with the same constant light levels also increased their work output. The second phase of the study wanted to establish the effects on productivity with increased rest periods, for example shorter working days, reduced working week, refreshments and better friendly communication between workers and supervisors. They tested a group of 6 women in an assembly test room and gave them the new privileges. The initial results were noted by Gillespie (1991:59) [Their] privileged status and a modicum of control over work days brought about a strong identification with the test room among the workers . . . With the introduction of refreshments during the morning rest period, the women’s status soared higher still. Within 2 years of phase 2 starting productivity in the group of 6 had increased up to 30%. This led to the commissions of even more tests being carried out on various groups of people using the new techniques of reducing working hours and providing better care for their employees. The great results in output and employee job satisfaction undermined the assumptions regarding human behaviour that had been previously perceived by other classical management theorists. The study concluded that it was not the changes in the environment such as lighting and refreshments that had improved the production output in the group, but it was in fact the personal and special attention that the workers were receiving that made them perform better. It was in fact that they were being studied that made them improve  performance. This later became known as the â€Å"Hawthorn Effect†. This was the reason why the group had that had same consistent lighting in there room also showed increased performance levels. They also felt special because they were being studied which led to them wanting to impress the people who were studying them. Two major propositions came from the core of the Human Relations approach. The first proposition related to the importance of informal groups within organisations. The Hawthorn Study had proved that employees performed better when they worked as a collective force that cooperated throughout the organisation with no barriers between higher management and the employees. The second proposition was that humans are emotional beings who have a deep need for recognition and the feeling of belonging to something or someone. The Hawthorn Study found that employee’s performance and attitude can change dramatically once these needs are met. This also did not go un noticed by the organisations who also needed to gain the collaboration of these new working groups if they were to get the best performance from their employees. Conclusion For me the Human Relation Approach to management is by far the most rewarding and fair approach between the two. Using this approach to management is both rewarding to the employee and the organisations for which they are working for. The employees get the job satisfaction, acknowledgment and felling of belonging to an organisation through this type of management. The employees will feel proud and honoured by the work that they carryout for the company and will feel secure and happy by the rewards offered. For the organisations, they get a work force that is happy to work for an organisation that treats its employees so well and fair. The production levels increase as a result of this. We as human beings need to be acknowledged in the work place and made to feel we belong to something, in turn we will continue o perform to the best of our abilities. References Bernard Burns (2009). Managing Change a Strategic Approach to Organisational Dynamics. 5th ed. Harlow England: Pearson Education Limited. P9-90. Bureaucracy: Max Weber’s Theory of Impersonal Management, Education Portal, YouTube 9th October 2014, Viewed 11th November 2014 https://www.youtube.com/watch?v=buJcTq2b6sE Classical Management Theory, Education Portal, YouTube 31st December 2013, Viewed 02 November 2014, https://www.youtube.com/watch?v=kE9XvUWgwaI Classical Management Theory, Education Portal, YouTube 9th October 2013, Viewed 04 November 2014, https://www.youtube.com/watch?v=PTBAMdA7YGg Classical Administrative School of Management, Education Portal, YouTube 14th October 2014, Viewed 10 November 2014 https://www.youtube.com/watch?v=vOhJtRlFgno Classical Administrative School of Management, Education Portal, YouTube 14th October 2014, Viewed 15th November https://www.youtube.com/watch?v=vOhJtRlFgno Neoclassical Theory of Management: The Human Relations Approach, Education Portal, YouTube 14th October 2014, Viewed 16th November 2014 https://www.youtube.com/watch?v=nhSJplS8tPY

Retrospective Analysis Of Personality And Personality

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