368
Chapter 14
Fence Standards
Chain-Link Fence
Manufacturers Institute
Recommendations
Chain-link fencing has been the product of choice for security fencing for over 60 years because of its
strength, corrosion resistance, “see-through capabilities,” ease of installation, versatility, variety of
product selection, and value. A chain-link fence is one of the primary building blocks for a facility’s
perimeter security system.
The physical security barrier provided by a chain-link fence provides one or more of the following
functions:
• Gives notice of a legal boundary of the outermost limits of a facility.
• Assists in controlling and screening authorized entries into a secured area by deterring entry
elsewhere along the boundary.
• Supports surveillance, detection, assessment, and other security functions by providing a zone for
installing intrusion detection equipment and closed-circuit television (CCTV).
• Deters casual intruders from penetrating a secured area by presenting a barrier that requires an overt
action to enter.
• Demonstrates the intent of an intruder by their overt action of gaining entry.
• Causes a delay to obtain access to a facility, increasing the possibility of detection.
• Creates a psychological deterrent.
• Reduces the number of security guards required and frequency of use for each post.
• Optimizes the use of security personnel while enhancing the capabilities for detection and
apprehension of unauthorized individuals.
• Demonstrates a corporate concern for facility security.
• Provides a cost-effective method of protecting facilities.
Security Planning
Chain-link fence enhances the goals of good security planning. In-depth security planning takes into
consideration the mission and function, environmental concerns, threats, and the local area of the
facility to be secured. This can be translated into an A-B-C-D method that points out the values of
chain-link fencing to a security program.
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EBSCO : eBook Academic Collection (EBSCOhost) - printed on 9/26/2019 3:31 AM via UNIVERSITY OF THE CUMBERLANDS
AN: 485985 ; Fennelly, Lawrence J..; Effective Physical Security
Account: s8501869.main.eds_new
369
A. AIDS to security. Chain-link fencing assists in the use of other security equipment, such as the use
of intrusion detectors, access controls, cameras, and so forth. Chain-link fences can be employed as
aids to protection in an exterior mode or an internal protected property, as a point protection, and
for general protection as required.
B. BARRIERS for security. These can be buildings, chain-link fences, walls, temporary checkpoints,
and so on.
C. CONTROLS support the physical securit ...
We published this white paper to help educate the marketplace on perimeter guarding and how it relates to improving workplace safety.
PowerSafe Automation, authored by Shawn Mantel, 8/8/2016
Strainlabs - Wireless sensor technology for a predictable futureGösta Rydin
Why wait until something preventable occurs? Use sensors and IoT to communicate with your bolted jonts, and analyse and use the collected data to optimize your asset.
Conveyor belt is among the costliest components and fully functional conveyors are vital for the plant operations. The increasing cost of operations has made it important to ensure safe and efficient running of the systems.
High speed electric sky pods for passenger and cargo presentation by link vueMahesh Chandra Manav
India is Witness and adopting High Speed, Comfort with Safety Surface and SKY High Transportation Like Bullet Train ,Hyper Loop(Capsule Type) POD Taxi Ground and Sky Elevated this will help us to reduce Time for Journey .
Technology and Science ,Innovation and Successful Trail and Safety Certification all to gather many time High Investor who are in capable to take Risk in the Business.
India Still no a Rich and capable to do Such risky investment always looking for international Partner .
We have recent 4 Year Experience for Project on paper Hyper Loop ,and POD TAXI which is not shown any development .
Plz Find Picture of SKY High SPEED POD Passenger Taxi Trail Run for 2.4 KM also planning for Cargo .
Link Vue System Continues in process to gather latest technology updating and Share to our valued Customers.
You can Invite us for Following for Design , Engineering , Selection of Genuine and Right Components which meet Technical and Economical ,Supply along with Installation Support.
Electrical Safety
Earthing ,Lightning ,Surge Protection , Industrial Plug Socket , Building Electrical Internal Wiring Free Joint Connectors, Socket for Power ,Data and Communication.
Networking LAN, Fiber and Wireless
Building Automation ,Data Logger , Protocol Convertor
CCTV ,Fire Alarm ,Access Controls, Security Systems ,PIDS
Solar PV Power Plant , High Energy Battery Storage Systems, Electric Vehicle Charging Infra.
You can send Inquiry ,Web meeting manav.chandra@linkvuesystem.com
M-9811247237
Mahesh Chandra Manav HOD
Link Vue System Pvt Ltd
India/Australia
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
We published this white paper to help educate the marketplace on perimeter guarding and how it relates to improving workplace safety.
PowerSafe Automation, authored by Shawn Mantel, 8/8/2016
Strainlabs - Wireless sensor technology for a predictable futureGösta Rydin
Why wait until something preventable occurs? Use sensors and IoT to communicate with your bolted jonts, and analyse and use the collected data to optimize your asset.
Conveyor belt is among the costliest components and fully functional conveyors are vital for the plant operations. The increasing cost of operations has made it important to ensure safe and efficient running of the systems.
High speed electric sky pods for passenger and cargo presentation by link vueMahesh Chandra Manav
India is Witness and adopting High Speed, Comfort with Safety Surface and SKY High Transportation Like Bullet Train ,Hyper Loop(Capsule Type) POD Taxi Ground and Sky Elevated this will help us to reduce Time for Journey .
Technology and Science ,Innovation and Successful Trail and Safety Certification all to gather many time High Investor who are in capable to take Risk in the Business.
India Still no a Rich and capable to do Such risky investment always looking for international Partner .
We have recent 4 Year Experience for Project on paper Hyper Loop ,and POD TAXI which is not shown any development .
Plz Find Picture of SKY High SPEED POD Passenger Taxi Trail Run for 2.4 KM also planning for Cargo .
Link Vue System Continues in process to gather latest technology updating and Share to our valued Customers.
You can Invite us for Following for Design , Engineering , Selection of Genuine and Right Components which meet Technical and Economical ,Supply along with Installation Support.
Electrical Safety
Earthing ,Lightning ,Surge Protection , Industrial Plug Socket , Building Electrical Internal Wiring Free Joint Connectors, Socket for Power ,Data and Communication.
Networking LAN, Fiber and Wireless
Building Automation ,Data Logger , Protocol Convertor
CCTV ,Fire Alarm ,Access Controls, Security Systems ,PIDS
Solar PV Power Plant , High Energy Battery Storage Systems, Electric Vehicle Charging Infra.
You can send Inquiry ,Web meeting manav.chandra@linkvuesystem.com
M-9811247237
Mahesh Chandra Manav HOD
Link Vue System Pvt Ltd
India/Australia
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
Explains MOLEX - facts and figures, Global Reach, Diagnostic Imaging, Patient Monitoring, Premise Networks in India, key factors to be considered for Right cabling system for health care Environments and applications. For more information visit: http://www.transformhealth-it.org/
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
"Funded by the Department of Labor, Employment and Training Administration, Grant #TC-23745-12-60-A-53"
Learn more about the PACE-IT Online program: www.edcc.edu/pace-it
PPS UK are exclusive distributors of Flexco products in West Africa - Process & Plant Sales Limited Tel: +44 1902 495 913 Email: james.wood@processandplant.co.uk
Ghana, Mali, Cote D'Ivoire, Burkina Faso, Mauritania, Senegal, Liberia, Togo, Sierra Leone etc.
Network Cabling is essential to every company’s IT infrastructure. Using this article’s advice, you can minimize downtime and maintain a quick, dependable, and secure network. Contact: +971-547914851 or visit www.structurecabling.ae to reach Techno Edge Systems LLC, a top Network Cabling in Dubai.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
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CompTIA exam study guide presentations by instructor Brian Ferrill, PACE-IT (Progressive, Accelerated Certifications for Employment in Information Technology)
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Network Cabling is essential to every company’s IT infrastructure. Using this article’s advice, you can minimize downtime and maintain a quick, dependable, and secure network. Contact: +971-547914851 or visit www.structurecabling.ae to reach Techno Edge Systems LLC, a top Network Cabling in Dubai.
4.1 EXPLORING INCENTIVE PAY4-1 Explore the incentive pay a.docxlorainedeserre
4.1 EXPLORING INCENTIVE PAY
4-1 Explore the incentive pay approach.
Incentive pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss212) or
variable pay
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/bm01#bm01goss462)
rewards employees for partially or completely attaining a predetermined work objective.
Incentive or variable pay is defined as compensation, other than base wages or salaries that
fluctuate according to employees’ attainment of some standard, such as a preestablished
formula, individual or group goals, or company earnings.
Effective incentive pay systems are based on three assumptions:
Individual employees and work teams differ in how much they contribute to the
company, both in what they do as well as in how well they do it.
The company’s overall performance depends to a large degree on the performance of
individuals and groups within the company.
To attract, retain, and motivate high performers and to be fair to all employees, a
company needs to reward employees on the basis of their relative performance.
Much like seniority and merit pay approaches, incentive pay augments employees’ base pay,
but incentive pay appears as a one-time payment. Employees usually receive a combination
of recurring base pay and incentive pay, with base pay representing the greater portion of
core compensation. More employees are presently eligible for incentive pay than ever before,
as companies seek to control costs and motivate personnel continually to strive for exemplary
performance. Companies increasingly recognize the importance of applying incentive pay
programs to various kinds of employees as well, including production workers, technical
employees, and service workers.
Some companies use incentive pay extensively. Lincoln Electric Company, a manufacturer of
welding machines and motors, is renowned for its use of incentive pay plans. At Lincoln
Electric, production employees receive recurring base pay as well as incentive pay. The
company determines incentive pay awards according to five performance criteria: quality,
output, dependability, cooperation, and ideas. The company has awarded incentive payments
every year since 1934, through prosperous and poor economic times. In 2014, the average
profit sharing payment per employee was $33,984.
Coupled with average base
pay, total core compensation for Lincoln employees was $82,903. Over the past 10 years,
Lincoln’s profit-sharing payments averaged approximately 40 percent of annual salary.
1
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end1)
2
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end2)
3
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end3)
4
(http://content.thuzelearning.com/books/Martocchio.7916.16.1/sections/ch04lev1sec11#ch04end4)
4.1 Exploring Incentive Pay
4/15/20, 8:49 PM
Page 1 ...
38 u December 2017 January 2018The authorities beli.docxlorainedeserre
38 u December 2017 / January 2018
T
he authorities believe he slipped across the United States-Mexico
border sometime during the summer of 2016, likely deep in the
night. He carried no papers. The crossing happened in the rugged
backcountry of southeastern Arizona, where the main deterrent to
trespassers is the challenging nature of the terrain—not the metal
walls, checkpoints, and aerial surveillance that dominate much of the border.
But the border crosser was des-
ert-hardy and something of an expert
at camouflage. No one knows for cer-
tain how long he’d been in the United
States before a motion-activated cam-
era caught him walking a trail in the
Dos Cabezas Mountains on the night
of November 16. When a government
agency retrieved the photo in late Feb-
ruary, the image was plastered across
Arizona newspapers, causing an imme-
diate sensation.
The border crosser was a jaguar.
Jaguars once roamed throughout
the southwestern United States, but
are now quite rare. A core population
resides in the mountains of northern
Mexico, and occasionally an adventur-
ous jaguar will venture north of the bor-
der. When one of these elusive, graceful
cats makes an appearance stateside,
Mrill Ingram is The Progressive’s online media editor.
‘The Border Is
a Beautiful Place’
For Many, Both Sides of the
Arizona-Mexico Border Are Home
B
O
R
D
ER
A
R
TS
C
O
R
R
ID
O
R
By Mrill Ingram
Artists Ana Teresa Fernández in Agua Prieta, Mexico, and Jenea Sanchez in Douglas, Arizona, worked with dozens of community members to paint sections
of the border fence sky blue, “erasing” it as a symbolic act of resistance against increasing violence and oppression of human rights along the border.
https://apnews.com/79c83219af724016b8cfa2c505018ac4/agency-reports-rare-jaguar-sighting-mountains-arizona
The Progressive u 39
usually via a motion-triggered camera,
it may get celebrity status.
“We’ve had positive identifications
of seven cats, alive and well, in the last
twenty years in the United States,” says
Diana Hadley of the Mexico-based
Northern Jaguar Project, which works
with people in both countries to pro-
tect the big cat. One of those cats be-
came known as El Jefe, after he took
up residence in 2011 in the Santa Rita
Mountains south of Tucson, Arizona.
His presence was proof that the United
States still had enough wild habitat to
support a jaguar.
The new cat was especially excit-
ing because, based on size and shape,
observers initially thought it might
be female. “A lot of people in Arizona
would be very happy to have jaguars
from Mexico breeding in Arizona,” re-
marks Hadley.
In September 2017, the Arizo-
na-based Center for Biological Di-
versity released new video of the cat,
apparently a male, caught on a mo-
tion-triggered camera ambling through
the oak scrub forest in the Chiricahua
Mountains. He’s been named Sombra,
or Shadow, by schoolkids in Tucson.
Such things will no longer ...
3Prototypes of Ethical ProblemsObjectivesThe reader shou.docxlorainedeserre
3
Prototypes of Ethical Problems
Objectives
The reader should be able to:
• Recognize an ethical question and distinguish it from a strictly clinical or legal one.
• Identify three component parts of any ethical problem.
• Describe what an agent is and, more importantly, what it is to be a moral agent.
• Name two prototypical ethical problems.
• Distinguish between two varieties of moral distress.
• Compare the fundamental difference between moral distress and an ethical dilemma.
• Describe the role of emotions in moral distress and ethical dilemmas.
• Describe a type of ethical dilemma that challenges a professional’s desire (and duty) to treat everyone fairly and equitably.
• Discuss the role of locus of authority considerations in ethical problem solving.
• Identify four criteria to assist in deciding who should assume authority for a specific ethical decision to achieve a caring response.
• Describe how shared agency functions in ethical problem solving.
NEW TERMS AND IDEAS YOU WILL ENCOUNTER IN THIS CHAPTER
legal question
disability benefits
ethical question
prototype
clinical question
agent
moral agent
locus of authority
shared agency
moral distress
moral residue
ethical dilemma
Topics in this chapter introduced in earlier chapters
Topic
Introduced in chapter
Ethical problem
1
Integrity
1
Interprofessional care team
1
Professional responsibility
2
A caring response
2
Accountability
2
Social determinants of care
2
Justice
2
Introduction
You have come a long way already and are prepared to take the next steps toward becoming skilled in the art of ethical decision making. The first part of this chapter guides you through an inquiry regarding how to know when you are faced with an ethical question instead of (or in addition to) a clinical or legal question. A further question is raised: How do you know whether the situation that raised the question is a problem that requires your involvement? This chapter helps you prepare to answer that question too. You will learn the basic components of an ethical problem and be introduced to two prototypes of ethical problems. We start with the story of Bill Boyd and Kate Lindy.
 The Story of Bill Boyd and Kate Lindy
Bill Boyd is a 25-year-old soldier who lives in a large city. Bill served in the U.S. Army for more than 6 years and was deployed to both Iraq and Afghanistan for multiple military missions in the past 4 years. During his final deployment, Bill suffered a blast injury in which he sustained significant shoulder and neck trauma and a mild traumatic brain injury (TBI) and posttraumatic stress. He was treated in an inpatient military hospital and transitioned back to his hometown, where he moved into his childhood home with his mother.
Kate Lindy is the outpatient psychologist who has been treating Bill for pain and posttraumatic stress. Bill is in a structured civilian reentry program. This competitive program is administered by a government subcontractor; its goal is to help in ...
4-5 Annotations and Writing Plan - Thu Jan 30 2111Claire Knaus.docxlorainedeserre
4-5 Annotations and Writing Plan - Thu Jan 30 21:11
Claire Knaus
Annotations:
Bekalu, M. A., McCloud, R. F., & Viswanath, K. (2019). Association of Social Media Use With Social Well-Being, Positive Mental Health, and Self-Rated Health: Disentangling Routine Use From Emotional Connection to Use. Health Education & Behavior, 46(2_suppl), 69S-80S. https://doi.org/10.1177/1090198119863768
It seems that this source is arguing the effect of social media on mental health. This source uses this evidence to support the argument: Provided studies focusing on why individuals use social media, types of social network platforms, and the value of social capital. A counterargument for this source is: Studies that focus more on statistical usage rather than emotion connection. Personally, I believe the source is doing a good job of supporting its arguments because it provides an abundance of study references and clearly portrays the information and intent. I think this source will be very helpful in supporting my argument because of the focus on emotional connection to social media and its effects on mental health.
Matsakis, L. (2019). How Pro-Eating Disorder Posts Evade Filters on Social Media. In Gale Opposing Viewpoints Online Collection. Farmington Hills, MI: Gale. (Reprinted from How Pro-Eating Disorder Posts Evade Filters on Social Media, Wired, 2018, June 13) Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/UAZKKH366290962/OVIC?u=nhc_main&sid=OVIC&xid=2c90b7b5
It seems that this source is arguing that social media platforms are not doing enough to eliminate harmful pro-ED posts. This source uses this evidence to support the argument: Information about specific platforms and what they have done to moderate content, links for more information, and what constitutes as harmful content. A counterargument for this source is that it is too difficult for platforms to remove the content and to even find it. In addition, it is believed there may be harmful effects on vulnerable people posting this type of content. Personally, I believe the source is doing a good job of supporting its arguments because it provides opposing viewpoints as well as raising awareness of some of the dangers of social media posts. I think this source will be very helpful in supporting my argument because it provides information on specifically what is being done to moderate this type of content on social media, and what some of the difficulties in moderating are.
Investigators at University of Leeds Describe Findings in Eating Disorders (Pro-ana versus Pro-recovery: A Content Analytic Comparison of Social Media Users' Communication about Eating Disorders on Twitter and Tumblr). (2017, September 4). Mental Health Weekly Digest, 38. Retrieved from https://link-gale-com.ezproxy.snhu.edu/apps/doc/A502914419/OVIC?u=nhc_main&sid=OVIC&xid=5e60152f
It seems that this source is arguing that there are more positive, anti-anorexia posts on social media than harmful, pro-ED content. ...
3NIMH Opinion or FactThe National Institute of Mental Healt.docxlorainedeserre
3
NIMH: Opinion or Fact
The National Institute of Mental Health (NIMH) was formed in 1946 and is one of 27 institutes that form the National Institute of Health (NIH) (NIMH, 2019). The mission of the NIMH is “To transform the understanding and treatment of mental illnesses through basic and clinical research, paving the way for prevention, recovery, and cure.” (NIMH, 2019). There are many different mental illnesses discussed on the NIMH website to include Attention-Deficit/Hyperactivity Disorder (ADHD). The NIMH website about ADHD is effective at providing the public general information and meets the criteria of authority, objectivity, and currency.
The NIMH website about ADHD provides an overview of ADHD, discusses signs and symptoms, and risk factors. The NIMH continues with information about treatment and therapies. Information provided by the NIMH is intended for both children and adults. The NIMH concludes on the page with studies the public can join and more resources for the public such as booklets, brochures, research and clinical trials.
As described by Jim Kapoun authority can be identified by who or what institution/organization published the document and if the information in the document is cited correctly (Cornell, 2020). The information on the website is published by the NIMH which is the lead research institute related to mental health for the last 70 plus years (NIMH, 2019). On the page related to ADHD the NIMH references the program of Children and Adults with Attention-Deficit/Hyperactivity Disorder (CHADD) and provides a hyperlink to access the resources available with the agency (NIMH,2019). This link can be found under the support groups section in the treatment and therapies. On the website to the right of the area describing inattention the NIMH has a section on research. In this block there is a link to “PubMed: Journal Articles about Attention Deficit Hyperactivity Disorder (ADHD)” which will take you to a search of the National Center for Biotechnology Information (NCBI) published by PubMed on ADHD (NIMH, 2019). Throughout the entire page the NIMH provides sources and hyperlinks to the sources as citations. Based on the reputation of the NIMH and the citations to the source material the website meets the criteria of authority.
According to Kapoun objectivity can be identified looking for areas where the author expresses his or her opinion (Cornell, 2020). Information provided on the NIMH page about ADHD does not express the opinion of the author. The author produces only factual information based on research. The NIMH makes it a point not to mention the names of medications when discussing treatments and only explains the medications fall in two categories stimulants and non-stimulants (NIMH, 2019). In this same area the NIMH provides hyperlinks to the NIMH Mental Health Medication and FDA website for information about medication. The extent at which the NIMH goes to not provide an opinion on the website meet ...
4.1
Updated April-09
Lecture Notes
Chapter 4
Enterprise Excellence
Implementation
ENTERPRISE EXCELLENCE
4.2
Updated April-09
Learning Objectives
• Management & Operations Plans
• Enterprise Excellence Projects
• Enterprise Excellence Project decision Process
• Planning the Enterprise Excellence Project
• Tollgate Reviews
• Project Notebook
4.3
Updated April-09
MANAGEMENT AND OPERATIONS PLANS
• The scope and complexity of the
implementation projects will vary from the
executive level, to the management level, to
the operational level
• Each plan, as it is developed and deployed,
will include projects to be accomplished
• Conflicts typically will occur amongst
requirements of quality, cost, and schedule
when executing a project
4.4
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• An Enterprise Excellence project will be one of three
types:
1. Technology invention or innovation
2. New product, service, or process development
3. Product, service, or process improvement
• Enterprise Excellence uses the scientific method
• The scientific method is a process of organizing
empirical facts and their interrelationships in a
manner that allows a hypothesis to be developed and
tested
4.5
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• The scientific method consists of the
following steps:
1. Observe and describe the situation
2. Formulate a hypothesis
3. Use the hypothesis to predict results
4. Perform controlled tests to confirm the hypothesis
4.6
Updated April-09
ENTERPRISE EXCELLENCE PROJECTS
• Figure 4.1 shows the project decision process
4.7
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Inventing/Innovating Technology:
Technology development is accomplished using
system engineering
This system approach enables critical functional
parameters and responses to be quickly transferred
into now products, services, and processes
The process is a four-phase process (I2DOV):
Invention & Innovation – Develop – Optimize – Verify
4.8
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Development of Products, Services, and
Processes
The Enterprise Excellence approach for developing
products, services, and processes is the Design for
Lean Six Sigma strategy.
This strategy helps to incorporate customer
requirements and expectations into the product
and/or service.
Concept – Design – Optimize - Verify (CDOV) is a
specific sequential design & development process
used to execute the design strategy.
4.9
Updated April-09
ENTERPRISE EXCELLENCE PROJECT
DECISION PROCESS
• Improving Products, Services, and Processes:
Improving products, services and processes usually
involves the effectiveness and efficiency of operations.
A product or service is said to be effective when it meets
all of its customer requirements.
Effectiveness can be simply expressed as "doing the
right things the first time ...
3Type your name hereType your three-letter and -number cours.docxlorainedeserre
3
Type your name here
Type your three-letter and -number course code here
The date goes here
Type instructor’s name here
Your Title Goes Here
This is an electronic template for papers written in GCU style. The purpose of the template is to help you follow the basic writing expectations for beginning your coursework at GCU. Margins are set at 1 inch for top, bottom, left, and right. The first line of each paragraph is indented a half inch (0.5"). The line spacing is double throughout the paper, even on the reference page. One space after punctuation is used at the end of a sentence. The font style used in this template is Times New Roman. The font size is 12 point. When you are ready to write, and after having read these instructions completely, you can delete these directions and start typing. The formatting should stay the same. If you have any questions, please consult with your instructor.
Citations are used to reference material from another source. When paraphrasing material from another source (such as a book, journal, website), include the author’s last name and the publication year in parentheses.When directly quoting material word-for-word from another source, use quotation marks and include the page number after the author’s last name and year.
Using citations to give credit to others whose ideas or words you have used is an essential requirement to avoid issues of plagiarism. Just as you would never steal someone else’s car, you should not steal his or her words either. To avoid potential problems, always be sure to cite your sources. Cite by referring to the author’s last name, the year of publication in parentheses at the end of the sentence, such as (George & Mallery, 2016), and page numbers if you are using word-for-word materials. For example, “The developments of the World War II years firmly established the probability sample survey as a tool for describing population characteristics, beliefs, and attitudes” (Heeringa, West, & Berglund, 2017, p. 3).
The reference list should appear at the end of a paper (see the next page). It provides the information necessary for a reader to locate and retrieve any source you cite in the body of the paper. Each source you cite in the paper must appear in your reference list; likewise, each entry in the reference list must be cited in your text. A sample reference page is included below; this page includes examples (George & Mallery, 2016; Heeringa et al., 2017; Smith et al., 2018; “USA swimming,” 2018; Yu, Johnson, Deutsch, & Varga, 2018) of how to format different reference types (e.g., books, journal articles, and a website). For additional examples, see the GCU Style Guide.
References
George, D., & Mallery, P. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference. New York, NY: Routledge.
Heeringa, S. G., West, B. T., & Berglund, P. A. (2017). Applied survey data analysis (2nd ed.). New York, NY: Chapman & Hall/CRC Press.
Smith, P. D., Martin, B., Chewning, B., ...
3Welcome to Writing at Work! After you have completed.docxlorainedeserre
3
Welcome to Writing at Work! After you have completed the reading for the week, write an email to introduce yourself to your peers. The name of your thread should be what you would include in the subject of the email.
As you compose your email, keep in mind the following:
· You are addressing a group you will work with in a professional capacity for at least 15 weeks. Let us know something about you, but don't share anything you wouldn't want repeated.
· You should include what you perceive to be your relative strengths with regard to writing at work. What types of tasks would you feel most comfortable taking on?
· You should also include what aspects of writing at work make you feel least comfortable. What types of tasks would you not be as suited for?
· What do you hope to learn in the next several months?
Next, in an attachment, choose one of the following two prompts and write a letter, taking into account the purpose, audience, and appropriate style for the task.
1. Your organization has been contracted to complete a project for an important client, and you were charged with managing the project. It has unfortunately become clear that your team will not meet the deadline. Your supervisor has told you to contact the client in writing to alert them to the situation and wants to be cc'd on the message. Write a letter, which you will send via email, addressing the above.
2. After a year-long working relationship, your organization will no longer be making use of a freelancer's services due to no fault of their own. Write a letter alerting them to this fact.
Name:
HRT 4760 Assignment 01
Timeliness
First, you will choose one particular organization where you will conduct each of your 15 different observational assignments. Stick with this same organization throughout your coursework. (Do not switch around assignment locations at different organizations or locations.) The reason for continuing your observational assignments at the same organization is to give you a deeper understanding of this particular organization across the 15 different assignments. As you read on, you will get a more complete understanding as to how these 15 assignments come together.
Tip: Many students choose the organization where they are currently working. This works particularly well. If you are working there, you have much opportunity to gain access to the areas that will give you a more complete understanding of the quality of entire service package (the 15 different elements) that the organization offers to its customers.
This is one of a package of 15 different assignments that comprise the Elements of Service, which you will study this term. For this assignment, you will observe elements of service in almost any particular service establishment. A few examples of service establishments would include, but not be limited to these: Hotel, resort, private club, restaurant, airline, cruise line, grocery store, doctor’s office, coffee house, and scores of oth ...
3JWI 531 Finance II Assignment 1TemplateHOW TO USE THIS TEMP.docxlorainedeserre
3
JWI 531 Finance II Assignment 1Template
HOW TO USE THIS TEMPLATE:
This is a template and checklist corresponding to your Assignment 1 paper: Enterprise Risk Management and Moat Strength. See below for an explanation of the color-coding in this template:
· All green text includes instructions to support your writing. You should delete all green text before submitting your final paper.
· All blue text indicates areas where you need to replace text with your own information. Replace the blue text with your own words in black.
· Headings and subheadings are written in black, bold type. Keep these in your paper.
TIPS:
· Write in the third person, using “he” or “she” or “they”, or using specific names. Do not use the second person “you”.
· The body of this paper has one-inch margins and uses a professional font (size 10-12); we recommend Arial or Times New Roman fonts.
· The Assignment template is already formatted with all needed specifications like margins, appropriate font, and double spacing.
· Before submitting your paper, use Grammarly to check for punctuation and usage errors and make the required corrections. Then read aloud to edit for tone and flow.
· You should also run your paper through SafeAssign to ensure that it meets the required standards for originality.
FINALIZING YOUR PAPER
Your submission should be a maximum of 4 pages in length. The page count doesnotinclude the Cover Page at the beginning and the References page at the end. The final paper that you submit for grading should be in black text only with all remaining green text and blue text removed. Assignment 1: Enterprise Risk Analysis and Moat Strength
Author’s Name
Jack Welch Management Institute
Professor’s Name
JWI 531
Date
Introduction
An Introduction should be succinct and to the point. Start your Introduction with a general and brief observation about the paper’s topic. Write a thesis statement, which is the “road map” for your paper - it helps your reader to navigate your work. In your thesis statement, be specific about the major areas you plan to address in your paper.
The headings below should guide your introduction, since they identify the topics to be addressed in your paper. The introduction is not a graded part of your rubric but it helps your reader to understand what your assignment will be about. We recommend that you write this part of your Introduction after you complete the other sections of your paper. It only needs to be one paragraph in length.
Analysis and Recommendations
You must answer each of the following questions in your paper. Keep your responses focused on the topic. Straying off into additional areas, even if they are interesting, will not earn additional marks, and may actually detract from the clarity of your responses.
I. Where is each company in its corporate lifecycle (startup, growth, maturity or decline)? Explain.
Before writing your response to this question, make sure you understand what characterizes ea ...
3Big Data Analyst QuestionnaireWithin this document are fo.docxlorainedeserre
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Big Data Analyst Questionnaire
Within this document are four different questions. Each question is structured in the following manner:
1) Premise
- Contains any needed background information
2) Request
- The actual question, what you are to solve
3) Notes
- A space if you feel like including notes of any kind for the given question
Please place your answer for each question in a separate file, following this naming convention:
Name_Qn.docx, where n = the question number (i.e., 1, 2 ...). So the file for the first question should be named ‘Name_Q1.docx’.
When complete, please package everything together and send email responses to the designated POCs.
Page | 1
Premise:
You have a table named “TRADES” with the following six columns:
Column Name
Data Type
Description
Date
DATE
The calendar date on which the trade took place.
Firm
VARCHAR(255)
A symbol representing the Broker/Dealer who conducted the trade.
Symbol
VARCHAR(10)
The security traded.
Side
VARCHAR(1)
Denotes whether the trade was a buy (purchase) or a sell (sale) of a security.
Quantity
BIGINT
The number of shares involved in the trade.
Price
DECIMAL(18,8)
The dollar price per share traded.
You write a query looking for all trades in the month of August 2019. The query returns the following:
DATE
FIRM
SYMBOL
SIDE
QUANTITY
PRICE
8/5/2019
ABC
123
B
200
41
8/5/2019
CDE
456
B
601
60
8/5/2019
ABC
789
S
600
70
8/5/2019
CDE
789
S
600
70
8/5/2019
FGH
456
B
200
62
8/6/2019
3CDE
456
X
300
61
8/8/2019
ABC
123
B
300
40
8/9/2019
ABC
123
S
300
30
8/9/2019
FGH
789
B
2100
71
8/10/2019
CDE
456
S
1100
63
Questions:
1) Conduct an analysis of the data set returned by your query. Write a paragraph describing your analysis. Please also note any questions or assumptions made about this data.
2) Your business user asks you to show them a table output that includes an additional column categorizing the TRADES data into volume based Tiers, with a column named ‘Tier’. Quantities between 0-250 will be considered ‘Small’, quantities greater than ‘Small’ but less than or equal to 500 will be considered ‘Medium’, quantities greater than ‘Medium’ but less than or equal to 500 will be considered ‘Large’, and quantities greater than ‘Tier 3’ will be considered ‘Very Large’ .
a. Please write the SQL query you would use to add the column to the table output.
b. Please show the exact results you expect based on your SQL query.
3) Your business user asks you to show them a table output summarizing the TRADES data (Buy and Sell) on week-by-week basis.
a. Please write the SQL query you would use to query this table.
b. Please show the exact results you expect based on your SQL query.
Notes:
1
Premise:
You need to describe in writing how to accomplish a task. Your audience has never completed this task before.
Question:
In a few paragraphs, please describe how to complete a task of your choice. You may choose a task of your own liking or one of the sample tasks below:
1) How to make a p ...
3HR StrategiesKey concepts and termsHigh commitment .docxlorainedeserre
3
HR Strategies
Key concepts and terms
High commitment management •
High performance management •
HR strategy •
High involvement management •
Horizontal fi t •
Vertical fi t •
On completing this chapter you should be able to defi ne these key concepts.
You should also understand:
Learning outcomes
T • he purpose of HR strategy
Specifi c HR strategy areas •
How HR strategy is formulated •
How the vertical integration of •
business and HR strategies is
achieved
How HR strategies can be set out •
General HR strategy areas •
The criteria for a successful HR •
strategy
The fundamental questions on •
the development of HR strategy
How horizontal fi t (bundling) is •
achieved
How HR strategies can be •
implemented
47
48 Human Resource Management
Introduction
As described in Chapter 2, strategic HRM is a mindset that leads to strategic actions and reac-
tions, either in the form of overall or specifi c HR strategies or strategic behaviour on the part
of HR professionals. This chapter focuses on HR strategies and answers the following ques-
tions: What are HR strategies? What are the main types of overall HR strategies? What are the
main areas in which specifi c HR strategies are developed? What are the criteria for an effective
HR strategy? How should HR strategies be developed? How should HR strategies be
implemented?
What are HR strategies?
HR strategies set out what the organization intends to do about its human resource manage-
ment policies and practices and how they should be integrated with the business strategy and
each other. They are described by Dyer and Reeves (1995) as ‘internally consistent bundles of
human resource practices’. Richardson and Thompson (1999) suggest that:
A strategy, whether it is an HR strategy or any other kind of management strategy must
have two key elements: there must be strategic objectives (ie things the strategy is sup-
posed to achieve), and there must be a plan of action (ie the means by which it is pro-
posed that the objectives will be met).
The purpose of HR strategies is to articulate what an organization intends to do about its
human resource management policies and practices now and in the longer term, bearing in
mind the dictum of Fombrun et al (1984) that business and managers should perform well in
the present to succeed in the future. HR strategies aim to meet both business and human needs
in the organization.
HR strategies may set out intentions and provide a sense of purpose and direction, but they are
not just long-term plans. As Gratton (2000) commented: ‘There is no great strategy, only great
execution.’
Because all organizations are different, all HR strategies are different. There is no such thing as
a standard strategy and research into HR strategy conducted by Armstrong and Long (1994)
and Armstrong and Baron (2002) revealed many variations. Some strategies are simply very
general declarations of intent. Others go into much more detail. ...
3Implementing ChangeConstruction workers on scaffolding..docxlorainedeserre
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Implementing Change
Construction workers on scaffolding.
hxdbzxy/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
Summarize the nine steps in Ackerman and Anderson’s road map for change.
Analyze Cummings and Worley’s five dimensions of leading and managing change.
Describe how to align an organization with its new vision and future state.
Explain how roles/relationships and interventions are used to implement change.
Examine ways to interact with and influence stakeholders.
Change is the law of life and those who look only to the past or present are certain to miss the future.
—John F. Kennedy
Alan Mulally was selected to lead Ford in 2006 after he was bypassed as CEO at Boeing, where he had worked and was expected to become CEO. Insiders and top-level managers at Ford, some of whom had expected to become CEO, were initially suspicious and then outraged when Mulally was hired. They questioned what someone from the airplane industry would know about the car business (Kiley, 2009).
Chair William (Bill) Clay Ford, Jr.—who selected Mulally as CEO—told Ford’s officers that the company needed a fresh perspective and a shake-up, especially since it had lost $14.8 billion in 2008—the most in its 105-year history—and had burned through $21.2 billion, or 61%, of its cash (Kiley, 2009). Because Ford knew that the company’s upper echelon culture was closed, bureaucratic, and rejected outsiders and new ways of thinking, he was not surprised by his officers’ reactions. However, Ford’s managers had no idea that the company was fighting for its life. To succeed, Mulally would need Chair Ford’s full endorsement and support, and he got it.
The company’s biggest cultural challenge was to break down the silos that various executives had built. As we will discuss more in Chapter 4, silos are specific processes or departments in an organization that work independently of each other without strong communication between or among them. A lack of communication can often stifle productivity and innovation, and this was exactly what was happening at Ford.
Mulally devised a turnaround strategy and developed it into the Way Forward Plan. The plan centralized and modernized plants to handle several models at once, to be sold in several markets. The plan was designed to break up the fiefdoms of isolated cultures, in which leaders independently developed and decided where to sell cars. Mulally’s plan also kept managers in positions for longer periods of time to deepen their expertise and improve consistency of operations. The manager who ran the Mazda Motor affiliate commented, “I’m going into my fourth year in the same job. I’ve never had such consistency of purpose before” (as cited in Kiley, 2009, “Meetings About Meetings,” para. 2).
Mulally’s leadership style involved evaluating and analyzing a situation using data and facts and then earning individuals’ support with his determinatio ...
3Assignment Three Purpose of the study and Research Questions.docxlorainedeserre
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Assignment Three: Purpose of the study and Research Questions
RES 9300
Recently, Autism has become a serious health concern to parents. According to Center for Disease Control and Prevention (2018), about one in fifty nine United States children has been identified with autism spectrum disorder with one in six children developing developmental disability ranging from mild disabilities such as speech and language impairments to serious developmental disabilities, such as intellectual disabilities, cerebral palsy, and autism (CDC,2018). World Health Organization (2019) estimates that 1 in 160 children globally has autism making it one of the most prevalent diseases. Despite the disease prevalence, most population has little knowledge about the disease. Many health practitioners have proposed early care as a means to control the disease effects.
Purpose Statement
The purpose of this study is to determine whether early intervention services can help improve the development of children suffering from autism. This study also aims to explore the general public awareness and perception about autism disorder.
Research Questions
(1) How should service delivery for autistic patients be improved to promote their health? (2) What impact does early intervention services have on development of children suffering from autism? (3) How can public knowledge on autism improve support and care for autistic patients? (4) What effect will early intervention have on patient’s social skills?
References
Center for Disease Control and Prevention. (2018). Autism Spectrum Disorder (ASD). Data & Statistics. Retrieved From https://www.cdc.gov/ncbddd/autism/data.html
World Health Organization. (2019). Autism Spectrum Disorders. Fact Sheet. Retrieved From https://www.who.int/news-room/fact-sheets/detail/autism-spectrum-disorders
3
Assignment Two: Theoretical Perspective and Literature Review
RES 9300
Literature Map
Parenting an Autism Child
(Dependent Variable)
9
Mothers/Father Role
Education
Religious Beliefs
Gender/Age
Financial Resources
Maternal Relationship
Region
Public Awareness
Support
Ethnicity
Independent Variables
Secondary Source I Will Be Using In My Literature Review
Mother/Father Roles
Glynn, K. A. (2015). Predictors of parenting practices in parents of children with autism spectrum disorder.
Religious Beliefs
Huang, C. Y., Yen, H. C., Tseng, M. H., Tung, L. C., Chen, Y. D., & Chen, K. L. (2014). Impacts of autistic behaviors, emotional and behavioral problems on parenting stress in caregivers of children with autism. Journal of Autism and Developmental Disorders, 44(6), 1383-1390.
Education
Brezis, R. S., Weisner, T. S., Daley, T. C., Singhal, N., Barua, M., & Chollera, S. P. (2015). Parenting a child with autism in India: Narratives before and after a parent–child intervention program. Culture, Medicine, and Psychiatry, 39(2), 277-298.
Financial Resources
Zaidm ...
380067.docxby Jamie FeryllFILET IME SUBMIT T ED 22- .docxlorainedeserre
380067.docx
by Jamie Feryll
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380067by Jamie Feryll380067ORIGINALITY REPORT380067WRITECHECK REPORT
Interpretations of Iron Age Architecture Brochs in Society/Social Identity
Archaeology is a historical field which has advanced over the years based on more discoveries still being experienced by the archaeologists who seek them. According to Kelly and Thomas (2010; p.5), the concession that life existed in more ancient times than stipulated by biblical scholars and human culture allowed the archaeologists to dig deeper into genealogical data. Iron Age architecture and social/society identity relate to one another. For instance, the population, based on their identity and perception will construct buildings that directly reflect their beliefs. This essay will discuss these archaeological concepts of Iron Age architecture and society/social identity. Need a paragraph on brochs and how many and where they are across Scotland with patcialur focus on the atlantc region, this is not relevant for masters essay. Must define broch from its architecture and how long it would take to build and note famous ones and note the ones that will be referred to in this essay – this could be Perhaps incorpated into the next paragraph.
Iron Age architecture has over the years been dominated by differing archaeological concepts and debates. It was defined by settlements and settlement structures such as duns, brochs, wheelhouses, hillforts, stone-built round houses and timber. The social and societal identity which is identified through material remains indicates aspects of differentiation, regional patterns and segregation. According to Kelly and Thomas (2010; p.28), people who existed in Iron Age Scotland were isolated. This is demonstrated by the presence of a burial followed by an assembled chariot at Newbridge. Northern and western Scotland have been the source of the well-structured developments that have provided cultural, architectural and social data over time. Maes Howe, which is the largest Orkney burial cairn, located between Stromne ...
39Chapter 7Theories of TeachingIntroductionTheories of l.docxlorainedeserre
39
Chapter 7
Theories of Teaching
Introduction
Theories of learning are typically only useful to adult learning practitioners when they are applied to the facilitation of learning—a function assigned usually in our society to a person designated as teacher or trainer.
A distinction must be made between theories of learning and theories of teaching. Theories of learning deal with the ways in which people learn, whereas theories of teaching deal with the ways in which one person influences others to learn (Gage, 1972, p. 56).
Presumably, the learning theory subscribed to by a teacher will influence his or her teaching theory.
Early on, Hilgard resisted this fragmentation of learning theory. He identified 20 principles he believed to be universally acceptable from three different families of theories: Stimulus–Response (S–R) theory, cognitive theory, and motivation and personality theory. These principles are summarized in Table 7.1.
Hilgard’s conviction in his belief that his 20 principles would be “in large part acceptable to all parties” was grounded in his limited verification process. The “parties” with whom he checked out these principles were control-oriented theorists. In spite of their differences about the internal mechanics of learning, these theorists are fairly close in their conceptualization of the role of the teacher.
Table 7.1 Summary of Hilgard’s principles
Teaching Concepts Based on Animal and Child Learning Theories
Let’s examine the concepts of a variety of theories about the nature of teaching and the role of the teacher. First, we’ll look at the members of Hilgard’s jury. These include Thorndike, Guthrie, Skinner, Hull, Tolman, and Gagné.
Thorndike
Thorndike essentially saw teaching as the control of learning by the management of reward. The teacher and learner must know the characteristics of a good performance in order that practice may be appropriately arranged. Errors must be diagnosed so that they will not be repeated. The teacher is not primarily concerned with the internal states of the organism, but with structuring the situation so that rewards will operate to strengthen desired responses. The learner should be interested, problem-oriented, and attentive. However, the best way to obtain these conditions is to manipulate the learning situation so that the learner accepts the problem posed because of the rewards involved. Attention is maintained and appropriate S–R connections are strengthened through the precise application of rewards toward the goals set by the teacher. A teacher’s role is to cause appropriate S–R bonds to be built up in the learner’s behavior repertoire (Hilgard and Bower, 1966, pp. 22–23; Pittenger and Gooding, 1971, pp. 82–83).
Guthrie
Guthrie’s suggestions for teaching are summarized as follows:
1. If you wish to encourage a particular kind of behavior or discourage another, discover the cues leading to the behavior in question. In the one case, arrange the situation so that the desired be ...
38 Monthly Labor Review • June 2012TelecommutingThe.docxlorainedeserre
38 Monthly Labor Review • June 2012
Telecommuting
The hard truth about telecommuting
Telecommuting has not permeated the American workplace, and
where it has become commonly used, it is not helpful in reducing
work-family conflicts; telecommuting appears, instead, to have
become instrumental in the general expansion of work hours,
facilitating workers’ needs for additional worktime beyond the
standard workweek and/or the ability of employers to increase or
intensify work demands among their salaried employees
Mary C. Noonan
and
Jennifer L. Glass
Mary C. Noonan is an Associate
Professor at the Department of
Sociology, The University of Iowa;
Jennifer L. Glass is the Barbara
Bush Regents Professor of Liberal
Arts at the Department of Sociol-
ogy and Population Research
Center, University of Texas at
Austin. Email: [email protected]
uiowa.edu or [email protected]
austin.utexas.edu.
Telecommuting, defined here as work tasks regularly performed at home, has achieved enough
traction in the American workplace to
merit intensive scrutiny, with 24 percent
of employed Americans reporting in recent
surveys that they work at least some hours
at home each week.1 The definitions of
telecommuting are quite diverse. In this ar-
ticle, we define telecommuters as employ-
ees who work regularly, but not exclusively,
at home. In our definition, at-home work
activities do not need to be technologically
mediated nor do telecommuters need a
formal arrangement with their employer to
work at home.
Telecommuting is popular with policy
makers and activists, with proponents
pointing out the multiple ways in which
telecommuting can cut commuting time
and costs,2 reduce energy consumption
and traffic congestion, and contribute to
worklife balance for those with caregiving
responsibilities.3 Changes in the structure
of jobs that enable mothers to more effec-
tively compete in the workplace, such as
telecommuting, may be needed to finally
eliminate the gender gap in earnings and
direct more earned income to children,
both important public policy goals.4
Evidence also reveals that an increasing num-
ber of jobs in the American economy could be
performed at home if employers were willing
to allow employees to do so.5 Often, employees
can perform jobs at home without supervision
in the “high-tech” sector, in the financial sector,
and many in the communication sector that are
technology dependent. The obstacles or barriers
to telecommuting seem to be more organiza-
tional, stemming from the managers’ reluctance
to give up direct supervisory control of workers
and from their fears of shirking among workers
who telecommute.6
Where the impact of telecommuting has
been empirically evaluated, it seems to boost
productivity, decrease absenteeism, and increase
retention.7 But can telecommuting live up to its
promise as an effective work-family policy that
helps employees meet their nonwork responsi-
bilities? To do so, tel ...
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
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Chapter 14
Fence Standards
Chain-Link Fence
Manufacturers Institute
Recommendations
Chain-link fencing has been the product of choice for security
fencing for over 60 years because of its
strength, corrosion resistance, “see-through capabilities,” ease
of installation, versatility, variety of
product selection, and value. A chain-link fence is one of the
primary building blocks for a facility’s
perimeter security system.
The physical security barrier provided by a chain-link fence
provides one or more of the following
functions:
• Gives notice of a legal boundary of the outermost limits of a
facility.
• Assists in controlling and screening authorized entries into a
2. secured area by deterring entry
elsewhere along the boundary.
• Supports surveillance, detection, assessment, and other
security functions by providing a zone for
installing intrusion detection equipment and closed-circuit
television (CCTV).
• Deters casual intruders from penetrating a secured area by
presenting a barrier that requires an overt
action to enter.
• Demonstrates the intent of an intruder by their overt action of
gaining entry.
• Causes a delay to obtain access to a facility, increasing the
possibility of detection.
• Creates a psychological deterrent.
• Reduces the number of security guards required and frequency
of use for each post.
• Optimizes the use of security personnel while enhancing the
capabilities for detection and
apprehension of unauthorized individuals.
• Demonstrates a corporate concern for facility security.
• Provides a cost-effective method of protecting facilities.
Security Planning
3. Chain-link fence enhances the goals of good security planning.
In-depth security planning takes into
consideration the mission and function, environmental concerns,
threats, and the local area of the
facility to be secured. This can be translated into an A-B-C-D
method that points out the values of
chain-link fencing to a security program.
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A. AIDS to security. Chain-link fencing assists in the use of
other security equipment, such as the use
of intrusion detectors, access controls, cameras, and so forth.
Chain-link fences can be employed as
aids to protection in an exterior mode or an internal protected
property, as a point protection, and
for general protection as required.
B. BARRIERS for security. These can be buildings, chain-link
fences, walls, temporary checkpoints,
and so on.
C. CONTROLS support the physical security chain-link fences
and barriers, such as an access control
7. system tied into vehicle gates and pedestrian portals, various
level identification badges and
temporary badges, security escorts, and internal procedures.
D. DETERRENTS such as a chain-link fence, guards, lighting,
signage, and checkpoint control
procedures are a few of the deterrents that ensure intruders will
consider it difficult to successfully
gain access.
When properly used, the aspects of the A-B-C-D method
reinforce and support each other. Thus a
chain-link fence is also a deterrent, and a barrier, if need be. By
combining A-B-C-D, sufficient
obstacles are created to prevent an intruder from obtaining
information that is being worked on during
the day in the controlled access area and then is protected at
night, on weekends, and on holidays
through the implementation of the security in-depth concept.
More important, keep in mind that a chain-link fence is the
common denominator of the A-B-C-D
system and will reduce overall risk, secure the environment, and
reduce security costs if designed and
installed properly. However, believing that a fence will
eliminate all illegal access is not prudent. A
8. fence system will only delay or reduce intrusion.
To ensure the effectiveness of the facility security fence
program, it is recommended that a
maintenance program be developed for the proper maintenance
of the fence system, gates, gate
operators, and related access controls.
Material Specifications
Material specifications for chain-link fence are listed in the
following:
• (CLFMI)Chain-Link Fence Manufacturers Institute Product
Manual
• American Society of Testing Materials (ASTM), volume 01.06
• Federal Specification RR-F-191 K/GEN, May 14, 1990
• ASTM F 1553, “The Standard Guide for Specifying Chain-
Link Fence,” provides the appropriate
information to develop a specification document
Framework
The framework for a chain-link fence consists of the line posts,
end posts, corner posts, gateposts,
and, if required, a top, mid, bottom, or brace rail. The Federal
Specification and the CLFMI “Wind
Load Guide for the Selection of Line Post Spacing and Size”
9. provide recommended post sizes for theCo
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various fence heights. However, the latter document also
provides choices of line post types, sizes,
and spacings to accommodate selected fence heights and fabric
sizes for wind loads at various
geographical project locations. The , ASTM F1043, and ASTM
F1083, asCLFMI Product Manual
well as the Federal Specification, list the material specifications
for the framework.
Chain-Link Fabric
The material specifications for chain-link fabric are thoroughly
spelled out in the CLFMI Product
, ASTM, and Federal Specifications. The choice of chain-link
fabric will govern the desiredManual
security level, and the various fabric-coating choices will
govern the corrosion resistance.
Light-gauge residential chain-link fabric will not be considered
in this document. Provided are only
those chain-link fabrics that offer a level of security, thus the
gauge of wire and mesh size has been
narrowed down to the following:
13. minimum break strength of 850 lbf11 gauge (0.120 inches
diameter)—
minimum break strength of 1,290 lbf9 gauge (0.148 inches
diameter)—
minimum break strength of 2,170 lbf6 gauge (0.192 inches
diameter)—
Mesh sizes to consider (mesh size is the minimum clear distance
between the wires forming the
parallel sides of the mesh) are 2-inch mesh, 1-inch mesh, and -
inch mesh. Consider the following
regarding mesh size:
• The smaller the mesh size, the more difficult it is to climb or
cut.
• The heavier the gauge wire, the more difficult it is to cut.
The various mesh sizes available in the three previously
discussed gauges are listed in the order of
their penetration resistance/security:
1. Extremely high security: -inch mesh 11 gauge
2. Very high security: 1-inch mesh 9 gauge
3. High security: 1-inch mesh 11 gauge
4. Greater security: 2-inch mesh 6 gauge
5. Normal industrial security: 2-inch mesh 9 gauge
14. Gates
Gates are the only moveable part of a fence and therefore
should be properly constructed with
appropriate fittings. Chain-link gate specifications are listed in
the , ASTM,CLFMI Product Manual
and Federal Specifications.
Limiting the size of the opening increases vehicular security
and reduces the possibility of one
vehicle passing another, and the smaller opening reduces the
open close cycle time. The cantilever
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slide gate is the most effective for vehicle security, especially
one that is electrically operated and tied
into an access control system. High-speed cantilever slide gate
operators are available for certain
applications.
Pedestrian/personnel gates can be constructed using a basic
padlock or designed with an electrical
or mechanical lock or a keypad/card key system tied into an
access control system. Pre-hung
18. pedestrian gates/portals installed independent of the fence line
are available to isolate the gate from
fence lines containing sensor systems thus reducing possible
false alarms.
Design Features and Considerations
Some basic design features to consider that enhance security:
• The higher the barrier the more difficult and time-consuming
it is to broach.Height.
• Omission of a rail at the top of the fence eliminates a
handhold, thus makingEliminating top rail.
the fence more difficult to climb. A 7-gauge coil spring wire
can be installed in place of the top rail.
• Addition of three or six strands at the top of the fence
increases the level ofAdding barbwire.
difficulty and time to broach. When using the three-strand 45-
degree arm it is recommended to
angle the arm out from the secured area.
• Barbwire arms are normally held to the post by the topBolt or
rivet barbwire arms to post.
tension wire or top rail. For added security they can be bolted
or riveted to the post.
• Stainless steel barbed tape added to the top and in some cases
the bottom ofAdding barbed tape.
19. the fence greatly increases the difficulty and time to broach.
• Addition of a bottom rail that is secured in the center of the
two line postsAdding bottom rail.
using a 3/8-inch diameter eye hook anchored into a concrete
footing basically eliminates the
possibility of forcing the mesh up to crawl under the fence. The
bottom of the fence, with or without
a bottom rail, should be installed no greater than 2 inches above
grade.
• Burying the fabric 12 inches or more will also eliminate the
possibilityBury the chain-link fabric.
of forcing the mesh up.
• One of the security features of a chain-link fence is visibility,
allowingColored chain-link fabric.
one to monitor what is taking place inside or outside of the
fence line more efficiently. Color
polymer-coated chain-link fabric enhances visibility, especially
at night. Complete polymer-coated
systems including coated fabric, fittings, framework, and gates,
increase visibility and provide
greater corrosion resistance, especially for use in areas adjacent
to the seacoast.
• It is not uncommon to add an additional line of internal
securityDouble row of security fencing.
20. fencing 10–20 feet inside the perimeter fence. In many cases
double rows of fencing are used with
sensors and detectors, or with a perimeter patrol road in the area
between the fences.
• In wooded or high grass areas it is advisable to clear and grub
a clear zone on eitherClear zone.
side of the fence to aid surveillance.
• Many situations require the need of a separate interior fence
to addInternal security fencing.
another level of security for a particular building, piece of
equipment, or location.C
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• This eliminates the removal of the bolt nut.Peen all bolts.
• This adds another level of security to the fence
system.Addition of a sensor system.
• Increases visibility as well as raises the level of
psychological deterrent.Addition of lighting.
• Installed along the fence line, signs are important to indicate
private secured areasSignage.
(violators may be subject to arrest), and possibly note the
presence of alarms and monitoring
24. systems.
Typical Design Example
We have chosen for our example to list the referenced
specifications separately to help identify the
various items that need to be specified. The specification writer
may use this format or the standard
construction specifications institute (CSI) format in developing
their document.
In developing specifications for a typical chain-link fence, the
design could be described as
follows:
80 high chain-link fence plus 10, three strands of barbwire at
top for a total height of 90, consisting of
2 inches mesh 6-gauge chain-link fabric, _____ o.d. or _____
“C” line posts spaced a maximum of
100 o.c., 7-gauge coil spring wire at top, secured to the chain-
link fabric with 9-gauge hog rings
spaced not greater than 12 inches, -inch o.d. bottom rail secured
in the center with a -inch diameter
galvanized steel eye hook anchored into a concrete footing,
chain-link fabric secured to line post and
rail at a maximum of 12 inches o.c. using 9-gauge tie wire.
_____ o.d. end and corner posts complete with -inch o.d. brace
25. rail, -inch truss assembly,
12-gauge tension bands secured at a maximum of 12-inch o.c.,
tension bar, necessary, fittings, nuts,
and bolts.
Chain-link fabric shall comply with ASTM ____.
Post and brace rail shall comply with ASTM ____.
Barbwire shall comply with ASTM ____.
Fittings, ties, nuts, and bolts shall comply with ASTM ____.
Coil spring wire shall comply with ASTM ____.
Reference is made to ASTM as an example. All chain-link
specifications, fabric, posts, fittings gates,
and so forth are referenced in ASTM F 1553, Standard Guide
for Specifying Chain-Link Fence.
A typical design/specification for gates would be listed as
follows:
Pedestrian/personnel swing gates shall have a 40 opening by 80
high plus 10, and three strands of
barbwire on top. Gate frames shall be fabricated from 2-inch
o.d. or 2-inch square members, welded
at all corners. Chain-link fabric shall be installed to match the
fence line unless otherwise specified.
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Gateposts shall be _____ o.d. complete with 1-inch o.d. brace
rail, -inch diameter truss assembly,
12-gauge tension bands secured a minimum of 12 inches apart,
necessary tension bar, fittings, and
nuts and bolts.
Chain-link fabric shall comply with ASTM ____.
Swing gates shall comply with ASTM ____.
Gateposts size, o.d., shall comply with ASTM ____.
Gateposts shall comply with ASTM ____.
Fittings shall comply with ASTM ____.
Cantilever slide gates shall be of the opening sizes as indicated
on the drawings, having a height of
80 plus 10, and three strands of barbwire. (The construction and
design of cantilever slide gates vary;
therefore it is best to list the specific specification.) Cantilever
slide gates shall be constructed per
ASTM F 1184, Class ____. Chain-link fabric shall match the
fence line unless otherwise specified.
(Cantilever slide gates require 4-inch o.d. gateposts; larger or
smaller posts are not recommended.)
30. The 4-inch o.d. gate-posts shall be complete with 1-inch o.d.
brace rail, -inch diameter truss assembly,
12-gauge tension bands secured a minimum of 12 inches apart,
necessary tension bar, fittings, and
nuts and bolts.
4-inch o.d. gatepost and 1-inch o.d brace rail shall comply with
ASTM ____.
Fittings shall comply with ASTM ____.
Chain-link fabric shall comply with ASTM ____.
Installation
Installation for the fence line, terminal posts, and gates varies
depending on the security level
required, site conditions, geographical location, and soil and
weather conditions. The best documents
to assist you in this process are ASTM F 567, “Standard
Practice for Installation of Chain-Link
Fence,” and the CLFMI “Wind Load Guide for the Selection of
Line Post Spacing and Size.”
Project Inspection
Improper material or installation can have a dramatic effect on
the required security. It is important to
verify that the project materials are in compliance with the
31. contract specifications and that the fence
has been installed properly. Procurement or facility managers
may want to consider a mandatory
requirement of their reviewing material certifications and shop
drawings prior to the start of the
project. This will ensure that proper products will be installed
and that specific installation guidelines
have been provided. CLFMI offers a document to assist in this
process.Field Inspection Guide
Reference is made to various fence specifications; complete
information can be obtained by
contacting the following:
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10015 Old Columbia Road, Suite B-215, Columbia, MDChain-
Link Manufacturers Institute
21046; Phone: 301-596-2583; http://www.chainlinkinfo.org/
Federal Specification RR-191K/GEN Bldg. 4D,
RobbinsStandardization Documents Order Desk
Ave., Philadelphia, PA 19120-5094
100 Barr Harbor Drive West, Conshohocken, PA, 19428;
Phone: 610-832-9500; ASTM http://www
35. .astm.org/
99 Canal Center Plaza, Suite 300, Alexandria, VA
22314;Construction Specifications Institute
Phone: 800-689-2900; [email protected]
In addition to information available from the above-listed
organizations, design and engineering
assistance is available through a number of CLFMI member
firms. To find these firms, click on
“Product/Services Locator” and select “All United States” and
“Security Chain-Link Fence Systems”
from the product listing. Then click “GO” and the firms who
can assist you will be listed.
FIGURE 14-1
FIGURE 14-2
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http://www.chainlinkinfo.org/
http://www.astm.org/
http://www.astm.org/
375
FIGURE 14-3
FIGURE 14-4
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FIGURE 14-5 Typical detail of an 8-foot-high fence with 1-
foot, three-strand barbed wire security.
Note: The information in this chapter has been provided as a
public service to assist in the design of appropriate security
fencing. The
Chain-Link Fence Manufacturers Institute disclaims any
responsibility for the design and operation of specific security
fence systems.
Permission obtained to be reproduced in 2012.
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Chapter 15
Stages of Fire
Inge Sebyan Black, CPP
Stages Of Fire
1. Fuel, oxygen and heat join together in a sustained chemical
reaction. At this stage, a fireIgnition.
extinguisher can control the fire.
2. With the initial flame as a heat source, additional fuel
46. ignites. Convection and radiationGrowth.
ignite more surfaces. The size of the fire increases and the
plume reaches the ceiling. Hot gases
collecting at the ceiling transfer heat, allowing all fuels in a
room to come closer to their ignition
temperature at the same time.
3. Fire has spread over much if not all the available fuel;
temperatures reach theirFully developed.
peak, resulting in heat damage. Oxygen is consumed rapidly.
4. The fire consumes available fuel, temperatures decrease, and
the fire gets lessDecay (burnout).
intense.
How Fire Spreads
Fire spreads by transferring the heat energy from the flames in
three different ways.
• The passage of heat energy through or within a material
because of direct contact,Conduction.
such as a burning wastebasket heating a nearby couch, which
ignites and heats the drapes hanging
behind, until they too burst into flames.
• The flow of fluid or gas from hot areas to cooler areas. The
heated air is less dense andConvection.
47. rises, while cooler air descends. A large fire in an open area
produces a plume or column of hot gas
and smoke high into the air. But inside a room, those rising
gases encounter the ceiling. They travel
horizontally along the ceiling forming a thick layer of heated
air, which then moves downward.
• Heat traveling via electromagnetic waves, without objects or
gases carrying it along.Radiation.
Radiated heat goes out in all directions, unnoticed until it
strikes an object. Burning buildings can
radiate heat to surrounding structures, sometimes even passing
through glass windows and igniting
objects inside.
Four Ways to Put Out a Fire
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Chapter 5
Protective Barriers
Lawrence J. Fennelly, CPO, CSS, HLS III
Protective barriers are used to define the physical limits of an
installation, activity, or area. Barriers
51. restrict, channel, or impede access and are fully integrated to
form a continuous obstacle around the
installation. They are designed to deter the worst-case threat.
The barriers should be focused on
providing assets with an acceptable level of protection against a
threat.
Overview
Protective barriers form the perimeter of controlled, limited,
and exclusion areas. Utility areas (such
as water sources, transformer banks, commercial power and fuel
connections, heating and power
plants, or air conditioning units) may require these barriers for
safety standards. Protective barriers
consist of two major categories: natural and structural.
• Natural protective barriers are mountains and deserts, cliffs
and ditches, water obstacles, or other
terrain features that are difficult to traverse.
• Structural protective barriers are humanmade devices (such as
fences, walls, floors, roofs, grills,
bars, roadblocks, signs, or other construction) used to restrict,
channel, or impede access.
Barriers offer important benefits to a physical-security posture.
They create a psychological
52. deterrent for anyone thinking of unauthorized entry. They may
delay or even prevent passage through
them. This is especially true of barriers against forced entry and
vehicles. Barriers have a direct
impact on the number of security posts needed and on the
frequency of use for each post.
Barriers cannot be designed for all situations. Considerations
for protective structural barriers
include the following:
• Weighing the cost of completely enclosing large tracts of land
with significant structural barriers
against the threat and the cost of alternate security precautions
(such as patrols, WMD teams,
ground sensors, electronic surveillance, and airborne sensors).
• Sizing a restricted area based on the degree of
compartmentalization required and the area’s
complexity.
As a rule, size should be kept to a minimum consistent with
operational efficiency. A restricted
area’s size may be driven by the likelihood of an aggressor’s
use of certain tactics. For example,
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protecting assets from a vehicle bomb often calls for a
substantial explosives standoff distance. In
these cases, mitigating the vehicle bomb would often be more
important than minimizing the
restricted area to the extent necessary for operational
efficiency.
Protective barriers should be established for the following:
• Controlling vehicular and pedestrian traffic flow
• Providing entry control points where ID can be checked
• Precluding visual compromise by unauthorized individuals
• Delaying forced entry
• Protecting individual assets
If a secured area requires a limited or exclusion area on a
temporary or infrequent basis, it may not
be possible to use physical structural barriers. A temporary
limited or exclusion area may be
established where the lack of proper physical barriers is
compensated for by additional security posts,
patrols, and other security measures during the period of
restriction. Temporary barriers (including
57. temporary fences, coiled concertina wire, and vehicles) may be
used. Barriers are not the only
restrictive element, and they may not always be necessary. They
may not be ideal when working with
limited or exclusion areas or when integrated with other
controls.
Because barriers can be compromised through breaching
(cutting a hole through a fence) or by
nature (berms eroded by the wind and rain), they should be
inspected and maintained at least weekly.
Security-force personnel should look for deliberate breaches,
holes in and under barriers, sand dunes
building up against barriers, and the proper functioning of
locks.
Perimeter Entrances
Active perimeter entrances should be designated so that security
forces maintain full control without
an unnecessary delay in traffic. This is accomplished by having
sufficient entrances to accommodate
the peak flow of pedestrian and vehicular traffic and having
adequate lighting for rapid and efficient
inspection. When gates are not operational during nonduty
hours, they should be securely locked,
illuminated during hours of darkness, and inspected periodically
58. by a roving patrol. Additionally,
warning signs should be used to warn drivers when gates are
closed. Doors and windows on buildings
that form a part of the perimeter should be locked, lighted, and
inspected.
Entry-Control Stations
Entry-control stations should be provided at main perimeter
entrances where security personnel are
present. Considerations for construction and use should be
based on the information outlined in
USACE STD 872-50-01.
Entry-control stations should be located as close as practical to
the perimeter entrance to permit
personnel inside the station to maintain constant surveillance
over the entrance and its approaches.
Additional considerations at entry-control stations include:Co
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• Establishing a holding area for unauthorized vehicles or those
to be inspected further. A turnaround
area should be provided to keep from impeding other traffic.
• Establishing control measures such as displaying a decal on
the window or having a specially
62. marked vehicle.
Entry-control stations that are manned 24 hours each day should
have interior and exterior lighting,
interior heating (where appropriate), and a sufficient glassed
area to afford adequate observation for
personnel inside. Where appropriate, entry-control stations
should be designed for optimum personnel
ID and movement control. Each station should also include a
telephone, a radio, and badge racks (if
required).
Signs should be erected to assist in controlling authorized entry,
to deter unauthorized entry, and to
preclude accidental entry. Signs should be plainly displayed and
be legible from any approach to the
perimeter from a reasonable distance. The size and coloring of a
sign, its letters, and the interval of
posting must be appropriate to each situation.
Entry-control stations should be hardened against attacks
according to the type of threat. The
methods of hardening may include:
• Reinforced concrete or masonry
• Steel plating
63. • Bullet-resistant glass
• Sandbags, two layers in depth
• Commercially fabricated, bullet-resistant building components
or assemblies
Internal Barriers
Have you ever watched a trespasser come into a building? He
walks slowly, he looks around, and his
eyes go right and left. He is 8 feet into your lobby and sees the
turnstile and realizes he has been
denied access. So he proceeds to the security desk with a simple
question of employment.
Barriers are psychological deterrents allowing unauthorized
access. Turnstiles and access control
are physical barriers that control entry points and complement
your security program and your
security officers.
Functions of structural and/or natural barriers include:
1. protection area boundaries.Define
2. —slow traffic or access. Consider speed bumps.Delay
3. access to garages, parking lots, and building entrances.Direct
4. unauthorized access and allow only authorized visitors.Deny
64. Designing Security and Layout of Site
Designing security into a new or renovated complex can begin
with the exterior or interior. Since we
are discussing protective barriers in this chapter, let us assume
we started the layout discussion on the
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outside.
Your main lines of defense are your perimeter barriers or the
outer edge to your property line. The
second line of defense is the exterior of the building, which
includes the roof and roof access and
walls, doors, and windows. Remember to eliminate all but
essential doors and windows. If this is not
done in early stages, they will have to be alarmed and set up as
emerging exits. Also included should
be adequate lighting (cost-effective) that meets standard and
supports exterior closed-circuit TV
(CCTV). The third line of defense is the interior. It is important
to reduce access points by using
access control and have specific areas zoned for access control
and added security.
68. Passive Structural Barriers
• Jersey barriers
• Large boulders or rocks
• Large round cement stones
• Roadblocks or closed roads
• Fences
• Gates
• Bollards at entrances
Active Structural Barriers
• Hydraulic bollards
• Motor-operated lift-arm gates
• Pop-up wedges
• All geared to control traffic for entrances and exits
Barrier Planning
When planning a perimeter barrier, the following should be
taken into account:
• Walls are usually more expensive than fences, observation
enclosures, CCTV, and exterior lighting.
Opaque fences may provide a cheaper alternative.
69. • Fences and walls provide only limited delay against intruders;
the least secure types can only delay
a skilled intruder for a few seconds. A perimeter barrier
intended to provide substantial protection
against intruders should therefore combine a fence or wall with
security lighting, an intruder
detection system, CCTV, and security guard forces.
• The perimeter should be as short as possible and illuminated.
• The perimeter should run in straight lines between corner
posts to facilitate surveillance.
• Drains or culverts giving access beneath the perimeter barrier
should be protected.
• The ground on both sides of the perimeter barrier should be
cleared to deny cover to an intruder.
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• Emergency gates may be required to provide safe evacuation
routes.
• A sterile zone protected by a double fence may be required for
certain types of intruder detection
sensors.
73. • A security guard force should support the perimeter security
system.
• Exterior emergency phones should be connected to the
security officer’s desk.
• Barriers are deterrents. They come in a variety of acceptable
sizes and shapes.
Fence Standards
The perimeter should have a fence or wall that meets the
requirements of local planning and licensing
authorities while remaining an effective deterrent against
intruders. As a guide, any fence less than 7
feet high is unlikely to do more than demarcate a boundary.
Generally, the basic perimeter fence should have concrete fence
posts with three strands of
barbwire at the top. The barbwire should be at a 45-degree
angle pointing upward and outward. The
foot-tall chain-link fences should be embedded in a concrete
curb in the ground that slants away on
both sides from the fence to shed water and be buried deep
enough to prevent burrowing.
Where local factors require an enhanced level of security, anti-
intruder fencing is recommended to
a height of 7 feet with razor or barbwire at the top. The base of
the fence should be embedded as
74. previously described.
Where the value of the protected side is particularly high and
there is known risk (such as terrorist
attack), consideration should be given to augmenting the
selected fence with security lighting, CCTV,
an intruder detection system, and a security guard force.
Types of Security Fences
The following fences are available for security use, and are
listed in ascending order of their
effectiveness against intrusion:
• Industrial security chain-link fence.
• Standard anti-intruder chain-link fence.
• Standard steel palisade fence, security pattern standard
expanded metal (Expamet) security fence.
• High-security steel palisade fence.
• Power fencing. This is similar to cattle fencing in that it will
give an electric shock to anything
touching it. This type of fencing is generally safe to use around
hydrocarbon sites, but the
manufacturer’s advice should be sought on its exact
deployment. Power fencing sends an alarm
75. when touched, thus making it a barrier with intruder detection.
It is also good to use above walls in
high-risk areas on domestic properties.
• Palisade fences are more expensive than chain-link fences but
have better potential upgrading to
increase effectiveness against intruders and for the addition of
fence-mounted intrusion detection
sensors. Galvanized palisade fences have a much longer life
than chain-link fences, Expamet, orCo
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weld-mesh fences. The high-security fences are significantly
more effective against intruders than
the other fences.
Summary
Keep in mind that structural barriers physically and
psychologically deter and discourage the
undetermined, delay the determined, and channel the traffic
flow through entrances.
References
1. FM 3-19.30, Field Manual Department of Army, Protective
Barriers. 1979; Chapter 4, Section 4-1,
March 1.
79. 2. Tyska L, Fennelly F. . Boston: Butterworth-
Heinemann;Physical security—150 things you should know
2000.
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Chapter 6
Physical Barriers
Richard Gigliotti and Ronald Jason
When we speak of physical barriers, most people tend to think
in terms of reinforced concrete walls,
chain-link fences topped with barbwire, modern bank vaults,
and other such apparent applications of
maximum security. We can think back, however, to the Roman
Empire, whose power and influence
extended over what was then almost all of the known world. The
continuance of this power was
guaranteed by the establishment of outposts throughout the
conquered territories controlled by
powerful Roman legions. These outposts were actually fortified
garrisons—an example of using
physical barriers for protection of a base of operations.
83. This same principle has been used throughout recorded history:
the British and Colonial fortresses
during the Revolutionary War, the U.S. Army forts in the Indian
territories during the last half of the
nineteenth century, the French Maginot Line in World War II,
and even the protected base camps
established by American forces in Vietnam. It is interesting to
note that the last were actually a
variation of the system of forts used during the Revolutionary
War to which forces could retire with a
relative degree of safety for rest and re-equipping.
The concept of physical barriers is not unique to . When a
monkey climbs a tree, itHomo sapiens
takes advantage of a natural barrier in its environment, which
provides a form of physical security.
While in the tree, it is out of danger from the carnivores that
prowl the jungle floor, although not
completely safe from attack by other natural enemies.
People have used barriers to enhance physical security
throughout history. Our earliest forebears
had the instinctive need for physical security in its most
primitive form: the cave and the tree.
Certainly, the need for some edge in the game of survival was
84. crucial to our continued existence. We
could not outrun the saber-toothed tiger and giant wolf, we had
no protective shell like that of the
giant tortoise, we could not intimidate our enemies by sheer size
like the mastodon, and our
reproductive capacity was limited. Only by using the security
provided by climbing the nearest tree or
taking shelter in a handy cave were we allowed the necessary
time to continue progress along the
evolutionary path.
As intelligence increased over the centuries, we understood that
certain changes and improvements
could be made to the natural shelter available. There was not
much to do to a tree, but by dragging
rocks, boulders, and fallen trees across the mouth of his cave, a
person could erect rudimentary walls
and fences—physical barriers that enhanced the natural
protection. The eventual addition of animal
skins to cover the openings in cave dwellings was another sign
of the march toward civilization and
another component in developing physical security.
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