Employee Motivation in Low Income Earning Jobs: Subway

Chapter 1 Introduction Background to the study A motivated employee works hard and effectively because of the satisfactory feeling of fulfillment. In business management, motivation is an important research field. Over the years, there have been many motivation theories developed. One of the most famous theories is on the basis of Abraham Maslow's hierarchy of needs. Maslow (1954) argued that individuals have a hierarchy of needs, and true motivation is achieved by fulfilling higher level of needs. Emphasized by various motivation theories, income (money) has been an essential factor which can affect motivation.Someone who has low income jobs tends to have low motivation. Consequently, low motivation will result in low effectiveness and high rate of staff turnover, which has a negative influence on company’s performances. As a multi-national company, Subway has achieved international success over the years. In the UK and Ireland, since the first store opened in 1996, Subway is continuing to expand at a substantial rate, with an average of five stores opening every week (www. subway. co. uk). During the past two years, Subway has provided more than 7000 jobs in UK and Ireland (www. ubway. co. uk). Therefore, the research based the case study of Subway will have a wide range of indications in terms of employee motivation. Statement of the problem Self motivation  only exists when people agree that there is a beneficial relationship between their behavior and their desired results. If an employee is only working in a low income working place because of money, it will be difficult to motivate them because it is very hard to convince them that they are staying in the best place for themselves.As a result, the rate of employee turnover is comparatively high. Motivation therefore has become a big issue to both employees and managers. From employees’ perspective, they have to find the factors which can keep them motivated. From managers’ perspect ive, they have to find the solutions which can help motivate their employees. Aims and objectives To identify the main factors that affect motivation in Subway employees To investigate the methods used by Subway managers in motivating employees To find out the problems of motivation in SubwaySignificance of the study Motivation is a powerful tool in the work places because it can compel employees to work at their most efficient levels of performances (Steinmetz, 1983). In order to achieve organizational objectives, managers have to motivate the right people to join in the organization and stay. The more motivated the employees are, the more empowered the team is. From this regard, this research can help to identify elements which affect employee motivations and the effective motivational ways. MethodologyThis project will be based on questionnaires among Subway employees, who receive the national minimum wage. The questionnaires will be designed to highlight all the factors regardin g motivation and distributed to various Subway stores in Birmingham. The data collected from the questionnaires will thereafter be analyzed. Plan of the Study The project encompasses five chapters. The first chapter is the introduction of this research, which briefly presents the background, importance, plan, scope and limitation of this project.The second chapter reviews the relevant literature and journals. In this chapter, the meaning of motivation, major motivation theories, the application of motivation, contemporary issues on motivation and usefulness and limitations of motivation will be discussed. Chapter three focuses on the methodology utilized by this project. Chapter four presents the research analysis on the basis of the data collected. The last chapter is the conclusion of the whole project, as well as the recommendation. Scope and Limitation The scope of this project is based on the Subways in Birmingham area.However, due to time constraints, the questionnaires are on ly distributed in 20 Subways stores. Chapter 2 Literature Review Meaning of motivation The term ‘motivation’ is originated from the Latin word for ‘movement’ (movere). In 1964, Vroom explained that motivation is ‘a process governing choice made by persons . . . among alternative forms of voluntary activity’ (Vroom, 1964). Similarly, Atkinson (1964) defined motivation as ‘the contemporary (immediate) influence on direction, vigor, and persistence of action’.Furthermore, Campbell and Pritchard also proposed that motivation is related with a set of independent/ dependent variables that explain the direction, amplitude, and persistence of an individual’s behavior, holding constant the effects of aptitude, skill, and understanding of the task, and the constraints operating in the environment. All these explanations have three common elements; that is, they are all concerned with factors or events that energize, channel, and susta in human behavior. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure.It may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal. It may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. There are two kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It happens when people are compelled to do something out of pleasure, importance, or desire. Extrinsic motivation occurs when external factors lead the person to do something. A common place that applies motivation is work place. In the work place, motivation plays a key role in the success of leadership.A person who can’t understand the meaning and the importance of motivation will not become a leader. Also, to stay as a leader, he/she also needs to utilize motivation in the work place. Employee motivation is the psychologi cal feature that arouses an employee to work in an effective level, to accomplish organizational goals. It is necessary for organization to enhance motivation level of the employees to bring out the best performances from them. Major Motivation Theories Abraham Maslow's Hierarchy of Needs One of the most influential authors in the area of motivation is Abraham Maslow (1954).Abraham Maslow (1954) integrated various research related to human motivation. Prior to Maslow, researchers just focused on motivational factors separately, such as biology, achievement, or power to explain what energizes, directs, and sustains human behavior. Maslow proposed a hierarchy of human needs on the basis of two groupings: deficiency needs and growth needs (Maslow, 1954). Within the deficiency needs, every lower need must be met before moving to the next higher level (Maslow, 1954). The first four levels are: 1) Physiological: hunger, thirst, bodily comforts, etc. 2) Safety/Security: out of danger; 3) B elongingness and Love: affiliate with others, be accepted; and 4) Esteem: to achieve, be competent, gain approval and recognition (Maslow, 1954). According to Maslow (1954), an individual is ready to act upon the growth needs if and only if the deficiency needs are met. Maslow's initial conceptualization included only one growth need: self-actualization (Maslow, 1954). Self-actualized people are characterized by: 1) being problem-focused; 2) incorporating an ongoing freshness of appreciation of life; 3) a concern about personal growth; and 4) the ability to have peak experiences (Maslow, 1954).Maslow later differentiated the growth need of self-actualization, specifically naming two lower-level growth needs prior to general level of self-actualization and one beyond that level (Maslow, 1971). They are: 5) Cognitive: to know, to understand, and explore; 6) Aesthetic: symmetry, order, and beauty; 7) Self-actualization: to find self-fulfillment and realize one's potential; and 8) Self- transcendence: to connect to something beyond the ego or to help others find self-fulfillment and realize their potential (Maslow, 1971).Maslow's basic idea is that as one becomes more self-actualized and self-transcendent, one becomes wiser and knows what to do in a wide variety of situations (Maslow, 1971). He also recognized that not all personalities followed his proposed hierarchy (Maslow, 1954). Maslow published his theory over 50 years ago and it has since become one of the most popular and often cited theories in the field of human motivation. Frederick Herzberg’s two-factor theory Another significant motivational theory was developed by Frederick Herzberg, who had close links with Maslow.Frederick Herzberg believed in a two-factor theory of motivation. He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators) (Herzberg, 1959). However, there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors) (Herzberg, 1959). Motivators are more associated with the job itself (Herzberg, 1959). For instance, how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion (Herzberg, 1959).Hygiene factors are factors which surround the job rather than the job itself (Herzberg, 1959). For example, a worker will only go to work if a business has provided a reasonable wage and safe working condition (Herzberg, 1959). However, these factors will not make him work harder at his job once he is there (Herzberg, 1959). Herzberg (1959) believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods.Some of the methods managers could use to achieve this objective are: job enlargement (workers are given a greater variety of t asks to perform which can make the work more interesting; job enrichment (workers are given a wider range of more complexes, interesting and challenging tasks surrounding a complete unit of work, which can bring out a greater sense of achievement; empowerment (employees are delegated more power to make their own decisions over areas of their working life) (Herzberg, 1959). Douglas McGregor’s theory X and theory YTheory X and Theory Y are theories of human motivation created by Douglas McGregor in 1960s. Theory X and Theory Y are two distinct attitudes toward workforce motivation. According to McGregor, companies followed either one or the other approach, and the key to connecting self-actualization with work is determined by the managerial trust of subordinates (McGregor, 1960). In theory X, management assumes employees are inherently lazy and will avoid work if they can and they also inherently dislike work (McGregor, 1960).As a result, management believes that workers need to be closely supervised and comprehensive systems of controls developed (McGregor, 1960). (McGregor, 1960). According to this theory, employees will avoid responsibility whenever they can and so a hierarchical structure is needed with narrow span of control at each and every level (McGregor, 1960). A Theory X manager believes that his or her employees do not really want to work; therefore, it is the manager's job to structure the work and energize the employee (McGregor, 1960).In theory Y, management assumes employees may be ambitious and self-motivated and exercise self-control (McGregor, 1960). It is believed that employees enjoy their mental and physical work duties (McGregor, 1960). They possess the ability for creative problem solving, but their talents are underused in most organizations (McGregor, 1960). Theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to whic h they are committed (McGregor, 1960).A Theory Y manager believes that, given the proper conditions, most people will want to do well at work (McGregor, 1960). They believe that the satisfaction of doing a good job is a strong motivation for employees (McGregor, 1960). For McGregor, Theory X and Y are not different ends of the same continuum (McGregor, 1960). If a manager needs to apply Theory Y principles, that does not prevent him from being a part of Theory X & Y (McGregor, 1960). David McClelland’s motivational needs theory David McClelland is famous for describing three sorts of motivational need, hich were proposed in his book The Achieving Society (1967). These needs are found to different degrees in all workers and managers, and this mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated and in the management and motivation others (McClelland, 1967). The need for achievement (n-ach): The n-ach person is ach ievement motivated and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job (McClelland, 1967).The n-ach person has a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment (McClelland, 1967). The need for authority and power (n-pow): The n-pow person is authority motivated (McClelland, 1967). This driver produces a need to be influential, effective and to make an impact (McClelland, 1967). The n-pow perso has a strong need to lead and for their ideas to prevail (McClelland, 1967). The n-pow person also has motivation and need towards increasing personal status and prestige (McClelland, 1967).The need for affiliation (n-affil): The n-affil person is affiliation motivated, and has a need for friendly relationships and is motivated towards interaction with other people (McClelland, 1967). The affiliation driver produces motivation and need to be liked and held in popular regard. The n-affil pe rson is team player (McClelland, 1967). McClelland (1967) suggested that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a particular motivational need and this motivational mix consequently affects their behavior and working/managing style (McClelland, 1967).McClelland (1967) proposed that a strong n-affil motivation undermines a manager's objectivity, because they want their need to be liked, which affects a manager's decision-making capability (McClelland, 1967). A strong n-pow motivation will produce a determined work ethic and commitment to the organization, while n-pow people are more focused on the leadership role, which means they may not possess the required flexibility and people-centered skills (McClelland, 1967). Other motivation theory related to business managementWorkers in any organization need something to keep them motivated. If no motivation exists, employee’s quality of work in general will deter iorate. According to the system of scientific management developed by Frederick Winslow Taylor (1911), a worker's motivation is only determined by payment, and therefore management doesn’t need to consider the psychological or social aspects of work. Essentially, in scientific management, human motivation is solely based on extrinsic rewards and it dismisses the idea of intrinsic reward.Elton Mayo (1933) found out that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks will reduce their motivation. Mayo thought that workers can be motivated by acknowledging their social needs and making them feel important. Consequently, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. This model as named the Hawthorne effect by Mayo.At lower levels of Maslow's hierarchy of needs (1954), such as physiological needs, money is a motivator; however it tends to have a mo tivating effect on staff only for a short period, in line with Herzberg(1959)'s two-factor model of motivation. At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow(1954) and Douglas McGregor (1960)indicated. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors' UK manufacturing plant (Goldthorpe, Lockwood,Bechhofer and Platt, 1968).This study introduced the concept of orientation to work and identified three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritizes group loyalty) (Goldthorpe, Lockwood,Bechhofer and Platt, 1968). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory (1938), Edwin Locke's Goal Theory (1996) and Victor Vroom's Expecta ncy theory (1964).These theories tend to emphasize cultural differences and the fact that individuals tend to be motivated by different factors at different times In Essentials of Organizational Behavior, Robbins and Judge examined recognition programs as motivators, and identified five principles that contribute to the success of an employee incentive program (2007):recognition of employees' individual differences, and clear identification of behavior deemed worthy of recognition ;allowing employees to participate; linking rewards to performance ;rewarding of nominators; visibility of the recognition processChapter 3 Research Method This project is based on questionnaires among Subway employees, who receive the national minimum wage. The questionnaires is designed to highlight all the factors regarding motivation and distributed to various Subway stores in Birmingham. The data collected from the questionnaires is thereafter analyzed. 3. 1 The advantages and disadvantages of Questio nnaire Questionnaires are one of the most popular research methods because they provide a simple way of collecting information from a targeted population.It is easy to analyze questionnaires, by the help of most statistical analysis software. In the terms of cost, they are very effective as well, comparing to face-to-face interviews (Seitz, 1944). Most people are familiar with questionnaires. Many people have had some experience of completing questionnaires. ). Unlike other research methods as telephone or face-to-face surveys,, the respondent is not interrupted by the research instrument. When a respondent receive a questionnaire, he/she is free to complete it whenever he /she want to (Jahoda, et al. , 1962).However, questionnaires may not be suited for everyone. For example, to a group of poorly educated people, a written survey might not work because they don’t have enough reading skills. More often, some suitable group of people are simply neglected by written questionnai res because of misuse (Deutcher, 1956) Thanks to the uniform presentation of question, questionnaires can also reduce the bias of respondents (Jahoda, et al. , 1962). Many researchers have found that voice inflections and mannerisms of the interviewers can have a bias on responses (Barath and Cannell, 1976).Unlike face-to-face interview, there is no particular way of any verbal or visual clue to affect the reaction of a respondent. Since there is no interviewer, the questionnaire is not subject to this sort of bias. On the other hand, however, the researcher's ability to probe responses is limited by the lack of an interviewer. The â€Å"flavor of the response is often lost in structured questionnaires as respondents always try to keep their answers standard and easy to analyze(Walonick,1993). This advantages can be partially overcome by allowing space for other comments,.Another drawback of questionnaires is that they often results in low response rates (Robinson, 1952). Low rate of response is biggest problem to statistical analysis because it can dramatically lower the confidence of results and the credits of the research itself. However, response rates change widely among different questionnaires. A well-designed study can probably produce high response rates. Another problem is attributed to the credibility of the answer itself. When questionnaires are returned, it's assumed that the respondent is the same person you sent the questionnaire to.However, a number of researches have found that this may not actually be the case (Scott, 1961). It happen frequently those business questionnaires are passed to someone else for completion. For a variety of reasons, the respondent may not be who you think it is. For instance, housewives sometimes respond for their husbands. In a summary of five studies sponsored by the British Government, Scott (1961) reports that up to ten percent of the returned questionnaires had been completed by someone else other than the att empted person.To increase the response rate, the questionnaire of this research for this research have been designed to be simple and formatted. When distributing questionnaire, managers or employees are told about the purpose of this questionnaire and the way to post them back, in order to increase the response rate. 3. 2 Anonymity and Confidentiality Some studies have shown that response rate is affected by the anonymity/confidentiality policy of a study (Jones, 1979). Klein, Maher, and Dunnington (1967) reported that responses became more distorted when subjects felt threatened that their identities would become known.In this research, the name of the responses will be anonymous and confidential. Chapter 4 Research analysis 100 questionnaires have been distributed to 20 Subway stores throughout Birmingham. Within one month, 66 questionnaires have been returned. Within 66 respondents, 10 respondents are mangers, while 56 are crew members. 4. 1. The working lengths of employees in Subway Within 66 questionnaires, nearly half of the respondents have been working in Subway between 1 and 3 years. Others are either working less than one year or more than 3 years.Just a few people are working for more than 5 years Table 5. 1 Working lengths of employees in Subway 4. 2 Motivators of employees With all the motivational factors, money is still the determinable factor. The security of job and acknowledgement from managerial level are also influential to employee motivation. Aside the choices provided by questionnaires, there are some other elements mentioned. Relationship with colleagues and professional development are among those most popular. Table 5. 2 Motivators of Subway employees 4. 3 Motivation strategies used by Subway managerWithin seven common motivation strategies, positive reinforcement and effective discipline and punishment are used by all the managers. Treating people fairly, satisfying employees needs and setting work related goals are used by some of the managers. Restructuring job is used by few, while no one use base rewards on job performances as motivation strategy. Table 5. 3 Motivation strategies used by Subway manager 4. 4 Problems of motivation in Subway 35 respondents have indicated that they have considered leaving Subway. Hard work and low wage are main reasons.No professional development, bad relationship with colleagues and lack of job security are also influential. Table 5. 4 Problems of motivation in Subway Chapter 5 Conclusion and Recommendation 5. 1 Reemphasis on the importance of motivation From the questionnaire, we can see most of the employees in Subway have been working for less than 5 years. This has shown that the rate of turnover in Subway is really high and the stability of Subway team is challenged throughout the time. Therefore, the performance of company will be affected by this. This research reemphasizes the importance of motivation in low income workplaces.Money as a main motivator Many motivatio n theories have indicated that money is not the main motivator in workplaces, as employees may find the security of job or the self-realization are more appealing. However, this research has found in low income working places as Subway, money (wage) is still the most essential motivator. In low income workplaces, more working time (shifts) mean more money. Therefore, to motivate employees, managers have to understand the needs of employees and properly distribute shifts to different employees. Other motivational factorsAs emphasized by many motivation theories, the security of job still remains one of the most important elements of employ motivation. Another motivator is the acknowledgement from managerial level. Professional development and promotion are also focused by employees, which indicate that company should set different professional development plan for different employees, in order to enhance the levels of their motivation. Lack of various motivation ways from managerial level This research has shown that there is a lack of motivation methods from the managerial level of Subway.Apart from the seven motivation strategies provided by questionnaire, there is no any other answer mentioned by Subway managers. Positive reinforcement and effective discipline and punishment are chosen by all the managers. Some managers select treating people fairly, satisfying employees’ needs and setting work related goals. Just 2 managers choose restructuring jobs as a way of motivating employees, which shows that most of the Subway employees are doing the same job throughout the time. Manager may need to find more ways to restructure the jobs among employees to arouse their motivation.All in all, to motivate different employees, managers have to use different motivation strategies. Some psychological test may help managers to understand the different needs and instinct motivation of distinct employees. Main problems of motivation in Subway Half of the employees ar e thinking of leaving Subway, which means that there are still serious problems of motivation in Subway. Low wage is the most significant reason. Since most the crew member receive national minimum payment in Subway, the strategies of increase wages for employees who have been working for long time could help improve the situation.Apart from that, job difficulty is another reason for employees to leave. From this perspective, managers should talk to employees who have problems with their job. They could also change their job responsibilities to motivate them handle the problems met in workplaces. The worry of professional future is also another reason. As mentioned before, the professional development plan will help. Job security is mention here again. And relationship with colleagues could also affect employee motivation. Therefore, managers should pay attention to team coordination to avoid any negative effect on employee otivation. Summary This research has shown that in differen t workplaces, employees have different motivational factors. Upon different employee, his/her motivation will be different. Though in low income work places as Subway, money is still the main motivator, other factors can not be neglected as well. Meanwhile, there is a lack of various motivation strategies from managerial level; in another word, there is no enough attention on employees motivation in Subway, which could make the situation worse.The awareness of the importance of motivation has to come from the upper level, and then the strategies can be implemented to make things really work out. Bibliography Atkinson, J. W. 1964. Introduction to Motivation. Princeton, NJ: Van Nostrand. Barath, A. , and C. Cannell. 1976. â€Å"Effect of Interviewer's Voice Intonation. † Public Opinion Quarterly 40:370-373. Campbell, J. P. , & Pritchard, R. D. 1976. Motivation Theory in Industrial and Organizational Psychology. In M. D. Dunnette (Ed. ), Handbook of Industrial and Organizational Psychology: 63–130.Chicago: Rand McNally. Deutcher, I. 1956. â€Å"Physicians' Reaction to a Mailed Questionnaire: A Study in ‘Resistantialism'. † Public Opinion Quarterly 20:599-604. Goldthorpe, J. H. , Lockwood, D. , Bechhofer, F. and Platt, J. 1968. The Affluent Worker: Attitudes and Behavior . Cambridge: Cambridge University Press Herzberg, Frederick . 1959. The Motivation to Work, New York: John Wiley and Sons Jahoda, M. , M. Deutsch, and S. Cook. 1962. Research Methods in Social Relations. New York: Holt, Rinehart and Winston. Jones, W. 1979. Generalizing Mail Survey Inducement Methods: Population Interactions with Anonymity and Sponsorship. † Public Opinion Quarterly 43:102-111. Klein, S. , J. Mahler, and R. Dunnington. 1967. â€Å"Differences between identified and anonymous subjects in responding to an industrial opinion survey. † Journal of Applied Psychology 51:152-160. Lewin, K. 1938. The Conceptual Representation and the Measurement of Psychological Forces. Durham, NC: Duke University Press. Locke, E. A. 1996. â€Å"Motivation Through Conscious Goal Setting. † Applied and Preventive Psychology Maslow, A. 1943. A Theory of Human Motivation†. Psychological Review, 50, 370-396. Maslow, A. 1954. Motivation and Personality. New York: Harper. Maslow, A. 1971. The Farther Reaches of Human Nature. New York: The Viking Press. Mayo, E. 1933. The Human Problems of an Industrial Civilization. New York: Macmillan. McClelland, David C. 1967. The Achieving Society: The Free Press McGregor, Douglas. 1960. Human Side of Enterprise: McGraw Hill Higher Education Robbins, Stephen P. ; Judge, Timothy A. 2007. Essentials of Organizational Behavior (9 ed. ), Upper Saddle River, NJ: Prentice Hall Robinson, R. 952. â€Å"How to boost returns from mail surveys. † Printer's Ink. 239:35-37. Scott, C. 1961. â€Å"Research on mail surveys. † Journal of the Royal Statistical Society 124:143-205. Seitz, R. 1944.  "How mail surveys may be made to pay. † Printer's Ink 209:17-19. Seligman, Martin E. P. 1990. Learned Optimism, New York: Alfred A. Knopf, Inc. , p. 101 www. subway. co. uk Taylor, F. 1911. Scientific Management. New York: Harper Vroom, V. H. 1964. Work and Motivation. New York: Wiley. Walonick, D. 1993. StatPac Gold IV: Survey & Marketing Research Edition. Minneapolis, MN: StatPac Inc.

The Case of Nathaniel Wu

The Case of Nathaniel Wu The case of Nathaniel Wu deals with discrimination against a man’s career, because of a very serious potential health problem. As part of the application process Nathaniel submitted a blood sample, which revealed Nathaniel had the allele for Huntington disease. Nathaniel’s case involves the questioning of ethics. Should Nathaniel be recommended or not. Nathaniel exhibits many positive aspects that could contribute to IPC. Nathaniel Wu is a top-notch microbiologist, who has spent several years working in one of the best research laboratories in the world.Therefore, Nathaniel appears to be well qualified for the job at Intercontinental Pharmaceutical Corporation of New Jersey. Not only is Nathaniel well qualified, Dr. Peters even states that the other three applicants did not seem to share the same determination and drive as Nathaniel Wu. Therefore, it is evident that Nathaniel Wu would be a great asset for the company. Nathaniel not only met the criteria, he also gave an impressive first impression, his knowledge and research skills, portrayed that he is the type of applicant who could have a long and productive career, and seemed to be the sort of team player IPC was seeking.Also, we cannot predict the precise age of the onset of disease. Although, Nathaniel has already lived 30 years without any symptoms, he has approximately a 60 percent chance of onset by age 40. However, there is a 10 year or more gap in which Nathaniel can and will be effective. Another positive of hiring Nathaniel is the likelihood of his research resulting in new discoveries of drugs and treatments. The company would definitely benefit from his discoveries, because the new products could improve the quality of life for countless individuals and dramatically increase the earnings for IPC.Cons for hiring Nathaniel. Nathaniel’s potential health problem is incurable and fatal, with death commonly occurring in the patients 50s. Another negative si de to hiring Nathaniel is that once he develops the symptoms, large sums of money would be needed for his medical and other costs such as disability insurance. Also soon after the onset of symptoms, a person with Huntington disease becomes unable to perform safely or productively in a laboratory setting. The disease also occurs between ages 35 to 45; therefore, Nathaniel could at most be effective for 15 years, and at least 5 years.And even before Nathaniel becomes unable to work, he will be dealing with personality changes, including inappropriate laughter, crying, memory loss, and etc. I believe that even with Nathaniel’s condition, he should be hired. Nathaniel is a productive scientist and could be for many years. He would also be an advantage for IPC in the tough and competitive world of pharmaceutical manufacturing. Ethically Nathaniel should not be seen differently become of his condition. And based on well-reasoned arguments you can conclude that Nathaniel is the best applicant for the job.

Business Law for contract Between Bob and Mollie †Free Samples

Whether a contract was formed between Bob and Mollie A contract is defined as a statutory agreement between two or more persons that is enforceable in the court of law . The significance of contract lies in the fact that it prises exchange of promises, which have legal enforceability (McKendrick 2014). In order to render a contract as valid, a contract must include its essential elements. In contract law , an offer is said to e terminated in the following number of ways: An offer is said to be open, if the offer does not stipulate any particular time within which the offer should be accepted, the offer should lapse after a reasonable time ((Stone and Devenney 2017). The reasonable time depends on the subject of the potential contract and is often subjected to the discretion of the judge as was held in Carr v JA Berriman [1953] HCA 31 [1953] 89 CLR 327. However, as per a general rule of the contract, even if the offeror states that the offer shall remain open for a stipulated time, the law does not bar the offeror from revoking such offer prior to its acceptance. On the facts here, Bob accepted the offer that was advertised regarding purchase of Sony Bravia OLED Televisions and gave his card to the sales manager, Mollie, of the Toshiba showroom as an acceptance to the offer. However, Mollie did not accept the card stating they were sold out. Mollie offered Bob to purchase the demonstration model TV, which would cost $2000 instead of the real offer $3500. As was observed in Smith v Hughes case, an offer was made by Mollie to Bob regarding the purchase of the TV, which was the demonstration model for the price of $2000. This further signifies that the offer was made along with a consideration, which was to be made by Bob. However, in order to render a contract as a valid contract and to be enforceable, it is essential that an offer should be made followed by a valid acceptance of such offer as was held in Crown v Clarke case. In the given scenario, a valid offer was made by Mollie to Bob but Bob was confused and required time to think about the offer. Mollie promised that she would keep the offer open until Friday provided Bob is ready to make a payment of $10 as the booking money. However, Bob refused this arrangement and stated that he would inform within Friday afternoon, which was next day. Here, it can be stated that though Bob did not accept the offer made by Mollies immediately but Mollie stipulated in her offer an essential condition that she will only keep the offer open if Bob provides as booking money of $10, which would be adjusted while the original transaction is made. The offer also included the stipulated tome within which the acceptance must be municated to her. Nevertheless, Bob refused to fulfill the condition set out in the offer, which required him to pay a booking amount for the television. This amounts to a non-fulfillment of an essential condition of the offer made by Mollie. Further, Mollie sold the TV to Mark on Friday when he offered $2500 for the demonstration model TV at the store. Generally, the offeror may revoke the offer any time before its acceptance even if the offeror has promised to keep the offer open for any particular time. However, this does not amount to a breach of a contract on the following grounds. Firstly, Mollie offered $2000 to Bob for selling the demonstration TV model, which Bob did not accept. Secondly, Mollie stated that her offer to sell the TV at the offered price of $2000 shall remain open until next day (Friday) only provided Bob pays $10 as booking money immediately which shall be adjusted while he purchases the television on Friday. Now, as was held in Crown v Clarke, a valid acceptance must be made to a valid offer to form a contract. However, Bob did not make any acceptance while the offer of purchasing the demonstration TV for $2000 was made to him by Mollie.   Further, Bob also refused to fulfill the condition that Mollie mentioned in her offer regarding the payment of the booking amount. As a rule, an offer can be terminated on the ground of failure of condition of the offer (Stone and Devenney 2017). The condition of an offer is considered as essential provided breach of such condition shall necessarily result in termination of the contract as was held in Tramways Advertising v Luna Park case. In the given scenario, Bob did not pay the booking amount, which formed an essential condition as Mollie stated only if the booking amount is paid, she would hold the offer for till Friday. Therefore, the failure to satisfy the essential condition of the offer, which was so important that it would have determined the legal intention of both the parties to form the contract, resulted in termination of the offer that Mollie made to Bob. There was no valid contract formed between Mollie and Bob. Air Great Lakes Pty Ltd v KS Easter (Holdings) Pty Ltd [1989] 2 NSWLR 309. Carlill v Carbolic Smoke Ball Co [1893] 1 QB 256; [1892] EWCA Civ 1. Carr v JA Berriman [1953] HCA 31 [1953] 89 CLR 327. Coulls v Bagots Executor & Trustee Co Ltd [1967] 119 CLR 460. McKendrick, E., 2014.  Contract law: text, cases, and materials. Oxford University Press (UK). Poole, J., 2016.  Textbook on contract law. Oxford University Press. Stone, R. and Devenney, J., 2017.  The modern law of contract. Routledge. Tramways Advertising Pty Ltd v Luna Park (NSW) Ltd [1938] 38SR NSW 632 at p.641-2.

Network communications Assignment Example | Topics and Well Written Essays - 500 words

Network communications - Assignment Example it is networks, which connect computers located mostly in one building, WANs – are networks, which are farther than LANs, however, they connect computers in low distance through the telephone or radio channel, CANs – are networks, which located strictly on the one peculiar location, like the campus of university and so on and the last one is MANs – are the largest networks, which connect considerable quantity of computers, which located in the city. Such networks are very big and have many servers, routers, which allow their functioning (â€Å"What is,† 2013). There are measures of the networks efficiency and one of them is bandwidth. Considering the networks, bandwidth is generally data transfer rate, i.e. amount of some data that can be transferred from one location to another in some specified period of time, however mostly this period is set to one second. Bandwidth is expressed in bps i.e. bits per second. Many modern networks can allow millions of bits per second, and they express it with the Mbps(â€Å"What is,† 2011). Early computers had not access to the network without the special device, it is called NIC. This device allows computers to join the network through some of the channels like wire or radio. Modern computers have preinstalled Computer network interface cards, which are abbreviated to the NIC. Some of the NICs have both wire and radio channels to connect other computers. They belong to the PCI devices(â€Å"What is,† 2011). There are three wired and wireless media for the network transmission and wired ones are: twisted pair, coaxial cable, optical fiber and to wireless media belong: Radio waves, microwaves, infrared. All these media enable networks’ existence (What is, 2014). There is one situation where there was very hard to enable computers to communicate, I had usual local network connection with one computer and wanted to share my internet connection with it, however, I had PPoE connection and this kind of connection needs

Social policy development for the aged in the modern day context Dissertation

Social policy development for the aged in the modern day context - Dissertation Example Over the past couple of decades, the senior citizens have become contributing members of the society in their own way (Chung, McLarney and Gillen, 2008). The complete change in the perception about the elderly in the past few decades warranted for a change in the way policy makers devised policies to meet their meets. In 2002, under the aegis of United Nations, the Second World Assembly was conducted in Madrid and the Madrid International Plan of Action on Aging was declared. The conference proposed a strong plan for providing social care and social development for the elderly, and for providing supportive environments for the same (DESA, 2002). This plan forms the basis of several countries own policies. Though the awareness regarding the need for a social policy for the elders is a recent development, many nations have already formulated policies regarding this. For most developed nations, these policies for the elderly revolve around improving the social status that the senior cit izens have and ensuring that they continue to function at their optimum (Voit and Vickers, 2012). Policies continue to focus on their safety and healthcare, but also endeavor to enhance participation in cultural and social activities. The overall aim is therefore to improve the quality of life for the elderly members of the society. Most nations like the United States and Canada have active Elderly Assistance Programs that function with the help of the government and the non-governmental organizations and help provide a supportive environment to the elderly citizens (Litwin, 2000).On the other hand, in the developing nations, such policies are in a nascent stage only. However, much of the policymaking related to the aged is undertaken in a normative manner with the government paving the way to develop new benefits or incentives for the elderly in a bid to make their life more comfortable. There appears to be little focus on understanding the perceptions of the elderly and their opin ions on what social policies related to them need to imbibe. The current research therefore endeavors to fill this gap by exploring the perceptions and opinions of the elderly and hence to present an assessment of their needs from their perspectives. The following research questions will guide the research: Research Questions 1. Are the senior citizens of XYZ satisfied with the quality of social policy aimed at them? 2. What are some of the changes that are needed for social policy so that the needs of the older citizens are adequately met? Literature Review A review of the available literature has highlighted the fact that The Elderly Assistance Programs of several countries are found to have become more and more responsive to the needs of the overall development of the seniors (Everard et al 2000). For example, in the European Union (EU), several innovative policies have been implemented that provide for the elderly to engage themselves more with their lives. Countries in the EU p rovide facilities that enable the elderly to have free or subsidized access to the cultural institutions. Also, there are several initiatives and programs that the elderly can participate in or lead, like the EU environment care programs that

Introduction to e-commerce Essay Example | Topics and Well Written Essays - 250 words

Introduction to e-commerce - Essay Example g intranets, extranets, ecommerce applications and the Web, to work closely with business partners and best satisfy the requirements of their customers. E-business methods assists companies to minimize costs significantly, take customer satisfaction to the highest levels, access new markets, craft added revenue routes and revive business relationships. Dell Computers sets the best example as a pioneering e-business today. E-business goes far beyond e-commerce. While e-business refers to more of strategic business focus, e-commerce is a division of an overall e-business strategy. Electronic business dealings which involve money are termed as e-commerce activities. They are sales based activities which are closely linked with the customers, suppliers and other business partners such as order taking, delivery, payment through credit cards and customer support (Adam 2003). Though there are various differences between e-commerce and e-business but the genuine distinction is mirrored in the excellence in performance of companies implementing them. As more businesses embrace the Internet revolution with rising enthusiasm, it is becoming necessary for businesses to swiftly shape a bay for themselves in cyberspace and better their

Human Resource Development Practices Research Paper

Human Resource Development Practices - Research Paper Example In order to prepare the organization for any changes that may emerge with the evolution of the external and internal environment of the business, the human resource team of PAC Resources has already introduced new strategies with respect to staffing, safety, and security of the employees, compensation and benefits and training and development practices. It can be identified from the overall analysis of the situation of PAC Resources that the company is moving in the right direction with respect to the human resource development practices. The SWOT analysis indicates that the company has several strengths which it can use to tap into the opportunities and overcome the threats in the external business environment. The company has launched several effective human resources development initiatives like training and development programs, knowledge management plans, safety and security management of the employees and new staffing strategies. PAC Resources has also embarked on a number of useful initiatives to strengthen the employee relations and build up an overall supportive organizational environment and culture that would foster the growth of the individual employees as well as the company as a whole. Â   Â  

Evidence-Based Management Essay Example | Topics and Well Written Essays - 250 words

Evidence-Based Management - Essay Example A second approach can be applying practices tested and proven by management specialists. A practitioner can use competencies to inspire employees. Inspiration can be in the form of motivating high performance or encouraging execution of strategy. Setbacks are an inevitable aspect of the work environment in regard to applying evidence-based management; hence, a manager can employ theories such as teamwork to instill resilience in the employees (Roussel, 2011). Students need to be practical in order to apply evidence-based management. Not all factual evidences are efficient and practical. Practitioners need to remember that there is a lot of subjectivity in management. For instance, the level of education of a work force may differ. This requires the managing practitioner to choose tactics very carefully so as to be compatible with the persons they are governing. Both practitioners and students need to invest in patience. Scientific methods by nature are procedural and taking shortcuts will only taint the results the manager aims to achieve (Dunn, 2008). Change is a driving force for most innovations and successes. In this light, changes in the world management trends are significant contributing factors for the adoption of evidence based management. For instance, the need to keep the interests of employees separate from those of the patients is vital to the successful rendering of services. Evidence management has succeeded in this field tremendously. This can be seen by comparing the rate of employee dissatisfaction at the beginning of the industrial revolution and those in the XXI century (Shillabeer, 2011). The greatest restraint on evidence-based management is the speed at which managers and institutions want to achieve their goals. Evidence-based management is efficient but procedural. Most managers run institutional affairs by use of intuition. They like taking risks even when it comes to making decisions that affect

The American Revolutionary War Research Paper Example | Topics and Well Written Essays - 2000 words

The American Revolutionary War - Research Paper Example Britain had ruled over the thirteen colonies in America for more than 200 years prior to the Revolution. By the beginning of the Revolution, the wars against France fought on both sides of the Atlantic had burdened Britain with a massive national debt. To ease the national debt, Parliament imposed taxes on the colonists believing it only fair that they bear part of the expenses incurred by the British military in protecting them from Indian attacks and French invasions. The Stamp Act taxed paper goods sent to the colonies. It was the first of these laws while, with the tea tax, was one of the most infamous of these laws. The colonists thought taxation without representation in the British government to be unjust and openly protested these laws which led to hostilities between British troops and the Massachusetts Minutemen in 1775. This and other conflicts with the ‘Red Coats’ led to colonists forming the Continental Congress which immediately created the Continental Army and in 1776, signed the Declaration of Independence (The American Revolution, 2006). The Americans, outmatched by more than three-to-one, were predictably defeated in the majority of battles that occurred during the war’s first year. However, the Americans’ fortune began to change following the victories at Saratoga and Germantown in 1777. These important first triumphs gave increased credibility to what had previously been widely considered as an unorganized, minor uprising certain to be vanquished by the mighty British army. By 1778, France had become convinced that Britain stood the chance of being defeated. Wanting nothing more than this, America’s first formal alliance was with the French.  

Discuss Competitive Strategies Coca Cola Should Adopt to Develop Essay

Discuss Competitive Strategies Coca Cola Should Adopt to Develop Business Expansion in China - Essay Example the Study: Globalization and the increasing competition in the current business world reflect the growth and development of different businesses and their expansion across different countries. The beverage industry is one of the largest industries in the world. The Coca-Cola Company being one of the leading companies in the world’s beverage industry (www.rediff.com), a research on their business strategies would help in an understanding of how leading companies create and maintain their position in their own countries as well as in other countries through expansions. With 126 years in business, the Coca-Cola Company currently has 142,200 worldwide employees, over 3,500 brands, 49 consecutive years in increased dividends and over 200 countries where their beverages sell (www.thecoca-colacompany.com). The company first entered China in the 1920’s with the first bottling plant established in Shanghai, 1927. It soon expanded its bottling operations to Tianjin, 1927 and then Qingdao, 1930. In 1949, the company closed operations in China when the socialist regime rose. Since its reentry in 1979, The Coca-Cola Company has seen tremendous growth, where over the last quarter century, brands of The Coca-Cola Company have become major household names in China. It recently opened its 42nd bottling plant in the country to help further the company’s dominance in the beverage industry within the country (www.thecoca-colacompany.com). China’s beverage industry reflects a huge market, particularly for large companies like the Coca-Cola Company. The company strongly has its operations in China but the growing competitions and other internal and external factors may affect the successful expansion plans of the company (Zhang & Alon, 2011, p.287). The rationale of the study is... The rationale of the study is based on learning and understanding the competitive business strategies of a leading beverage company that may benefit the expansion of the company in the China market. In the modern world of increased globalization, there is a need to learn the theories and concepts followed by large companies. This is to have a view on the strategies necessary to keep up a position of a company in the industry among its competitor companies. This study would focus on the Coca-Cola Company that already has its operations in the China market and would look for further expansions to which the company has the requirement of innovative and competitive strategies that would keep its position above its competitors. The results of this study would prove indispensible to business development managers and the business development team endowed with the responsibility of identifying expansion opportunities. The study would also help other companies who require strategies to expand business elsewhere. The researcher will gain knowledge in formulation of competitive strategies that can be applied in future endeavors. Hence, this study is rational in the context that the competitive business strategies of one of the leading companies could be learnt and the research would enable other companies to use such strategies in creating their competitive advantages while expanding their businesses.

Chameleons Organism Physiology Essay Example for Free

Chameleons Organism Physiology Essay We know that an organism is anything that is living and can function by itself. This paper will help understand chameleons and how they have evolved to adapt to their surroundings. It will also discuss their physical features inside and out. Myths and facts will be revealed, as well as a few comparisons between sexes. Though there are many species of chameleons, everything discussed will be in reference to them as a whole. Chameleons are part of the reptile family. Half of their population lives and originated from Madagascar. Others can be found in the Middle East, Europe, and India. Fossils show that chameleons have been around for more than 26 million years (Klappenbach, 2014). The two scientific names given to them are Brookesiini and Chamaeleonini. Their known life span is to be around five to nine years (Switch Zoo , 2013). They are omnivores and carnivores, so their diet consists of insects, fruit, animals and flowers. There are also more than 135 different species of chameleons and six different subfamilies, which are Bradypodian, Brookesia, Calumma, Rhampolean, Chamaeleo, and Furcifer (Chameleons Online, 2002). The bulge underneath their tails can determine the sex of a chameleon visibly. This specie is commonly found in three types of habitats. The main one is the forest, where there are many trees and bushes for them to travel and hide. This is the same for scrublands, which is the second habitat. It is common for chameleons to want to stay off the ground and higher up, but few do like to make home in fallen leaves and sticks in large open areas. The third habitat is the desert, and even though it is hot and dry, few chameleons can still survive. Chameleons possess many features that are critical to their  survival, i (Komeleons). The first and well-known feature is their skin color. Their skin helps them to blend into their environment, but also stand out. They are able to regulate their body temperature and communicate based on the color of their skin. The important thing to know is that a chameleon’s skin color is a reflection of their feelings. When they feel threatened and s cared they will turn a dull color like a grey or a brown. When they feel dominant and want to defend themselves or their territory they will turn bright colors to seem more intimidating. There is evidence that suggests that chameleons evolved to stand out not to blend in. The reason their skin is able to change so many colors is because there is a layer of different pigments underneath known as chromatophore cells. There are four layers of skin cells that go in the order of yellow, red, blue, and brown in color. The color changing is from their hormones and not their nervous system. Females also change colors when they are pregnant or want to warn away males. Though chameleons are not the only organisms that can change color, they are among the fastest that can. Next, are the eyes of a chameleon. Their eyes are large and sit on the side of their heads. They are able to move separately and almost view 360 degrees of their surroundings (Foden, 2014). They are also able to move their eyes around without moving their heads. Another feature is their tongue. A chameleon’s tongue can be one and a half times longer than their body. When it is not extended, it sits coiled inside of their neck. They are able to extend their tongues to catch insects without being noticed, and the insects stick to it making it easier to catch. The fourth feature of a chameleon is their feet. Each foot has five toes. The feet in the front has two toes going outward and three toes going inward, while the back feet are the opposite. Their feet help them to grip braches to climb and stay mobile. Lastly, is a chameleon’s tail. Their tail is used for gripping while moving and to maintain their balance. When a chameleon feels threatened they can coil it, or roll it up, to make them appear larger while defensive. The inner structure of chameleons is also important in survival, ii (Neumann). They consist of a heart, oesophagus, lungs, liver, intestine, fat bodies, gal bladder, kidney, and cloaca. Females also have ovaries and oviducts for reproduction. They have a skeletal system that includes a very unique and important bone, the hyoid, iii (Terraristik). The hyoid is the bone that is connected to their  tongue. When chameleons extend their tongues you will notice that up close the bone’s outline is seen through the tongue. The hyoid is also used against predators when a chameleon feels threatened. They will push it down to extend their throat out to give the appearance that they are larger. It is clear to see that chameleons have evolved and are able to use many techniques to defend off predators. They are able to use their bodies to communicate with one another and express their feelings. Chameleons are also able to survive in normal and some extreme climates and habitats. The myth of chameleons being able to blend in with their surroundings has clearly been proven to be the completely opposite, as they change to stand out. In conclusion, there are many species of chameleons that have been around for many years, but they have evolved greatly over time. i (Komeleons) ii (Neumann) iii (Terraristik) References Bishop, G. (2014). Chameleons National Wildlife Federation. Retrieved from http://www.nwf.org/Kids/Ranger-Rick/Animals/Amphibians-and-Reptiles/Chameleons.aspx Casselman, A. (2008, January 8). Chameleons Evolved Color Changing to Communicate. Retrieved from http://news.nationalgeographic.com/news/2008/01/080128-chameleon-color_2.html Chameleon Terraristik. (2006). Anatomy. Retrieved from http://www.chamaeleon-terraristik.de/html/anatomy.html Chameleons Online. (2002). Chameleons. Retrieved from http://www.chameleonsonline.com/species.php Foden, S. (2014). Parts of the Chameleon | Animals PawNation. Retrieved from http://animals.pawnation.com/parts-chameleon-3548.html Klappenbach, L. (2014). Chameleons Chamaeleonidae The Animal Encyclopedia. Retrieved from http://animals.about.com/od/Lizards/p/chameleons.htm SciShow. (2014, July 31). How Do Animals Change Color? [Video file]. Retrieved from https://www.youtube.com/watch?v=Fcb9us2YJe8 Switch Zoo. (2013). Chameleon

A League of Their Own Essay Example for Free

A League of Their Own Essay In A League of Their Own, a girls baseball league was started while the professional male baseball players, along with many other men, were across seas fighting in World War II. This movie takes place in 1943. A group of ladies left their homes to become part of the All-American Girls Baseball League to keep the baseball traditions alive. In this movie, gender roles are crossed. After years of perpetrating the image of the docile little women who sat at home caring for her lord and master, American society suddenly found that it needed women who were competent to do hard skilled work during World War II (Ebert). This was alarming to the nation and threatening to some. During one of the scenes, a radio announcer announces that the league was dangerous to society. She called it sexual confusion. Much of the country began to worry about what type of women the men would have to come back to. Society believes that women should be sensitive and nurturing, not competitive. At this time, women were also running the businesses and factories. Working in factories and playing competitive sports were considered to be the role of the males. Women are to be sensitive, nurturing, and open (Johnsen). By playing sports and working in factories, women began to take over some more masculine traits. This was threatening to the men. They saw this as loosing control. Women play many parts in mens struggle for control. One part that women play is to support the idea that men and women are fundamentally different because this gives men a clear and unambiguous turf masculinity on which to pursue control in competition with one another (Johnsen). This threatened mens role and their sense of control. This threatened their masculinity. Even though women were now taking over the factories and sports while the men were away, there still were many politics involved. Instead of this new baseball league being looked at as a competitive sport, it was more of a show. One of the scouts in this movie did not want to take one of the most outstanding baseball players because she wasnt pretty. The scout finds her too homely for the league (Brown). Also, they were forced to wear skirt outfits to play in the dirt. When the women complained about that, the male instructor commented that they should be glad he isnt going to make them all wear bathing suits to play in. As if the uniforms werent discrimination enough, each and every girl had to take classes at a charm and beauty school. Here, they taught these women how to be ladies. They critiqued them in every way. They walked around and inspected each one, ordering for haircuts, eyebrow waxings, etc. When they reached the homely Marla, they were stumped as to what to do. They didnt see anyone being able to make a lady out of her. One instructor asked the other what she suggested. All the women could reply back was a lot of night games. She said this about one of the best players in the league. Also at the school, the ladies were taught how to sip not slurp tea, cross their legs appropriately, walk with grace, and balance a book on their head to promote a more graceful, feminine posture. As the movie continues, this so called womens league wasnt drawing in any profits and was threatened with closing down. This devastated the girls in the league. This league gave them something to speak of, something of their own, a sense of pride rather than just cooking and cleaning. In order to keep the league continuing, the girls had to draw attention and draw a crowd. It started to turn into a circus. The girls had to do splits to make plays more interesting, slid while the guys on the sidelines got a glimpse up their skirts, anything to make it more interesting and less threatening. At first the women were not given the respect they deserved for their hard work. Nobody believed that these housewives could play hard ball. Once the girls proved themselves, the men and the rest of society got threatened and still didnt watch. Until the sport became a show, it wasnt approved of. The girls had contests with the game to make it more interesting. One contest was called Catch a foul, win a kiss. This helps to illustrate that women are objects to be competed for, possessed, and used (Johnsen). Once the women began to make a show of the sport, the bleachers filled. Headlines began to read things such as Trading oven mitts for baseball mitts! and Diamonds, a Womens Best Friend. Women didnt receive their own league until it was the way the men wanted it. They werent to play competitively. It was to be more of a show. Women have gained only what men have been willing to grant; they have taken nothing, they have only received (Beauvoir). This is because men fear competition from women. If they are playing baseball and working in the factories, then what is the male role? Every woman who goes into medicine or law robs them of a job (Beauvoir). The men were threatened to what else the women would begin to do. Hollywood threw out its romance scripts and started making movies about strong, independent females and it was discovered that women could actually excel at professional sports (Ebert). This is a phenomenal movie that shows the power of women. It gets women out of the house and into the work force. It gets them doing just as the men. This was just the start of the women getting out of the house. Once the men came back from war, the women fought to keep their league alive. Many of the women in and outside of the league went on to be doctors and lawyers. Women were breaking out of the house whether the men were ready for it or not. The first girls in the league now have the own spot in the Baseball Hall of Fame. I believe that these women truly deserve this. Works Cited http://www.rottentomatoes.com.review.sn:usr/ns-home/cgi-bin/ad/adq.cgi, Joe Brown, 1992 http://wwwsuntimes.com/ebert/ebert_reviews/1992/07/764762html, Ebert, 1992 Johnson, Allan G. 1997. The Gender Knot: Unraveling Our Patriarchal Legacy. Philadelphia, PA: Temple University Press Beauvoir, Simone de. 1953. The Second Sex. Trans. And ed. H.M. Parshley. New Yourk: Alfred A. Knopf. Friedan, Betty. 1963. The Feninine Mystique. New York: Dell. (20th ann. Ed. Published by W.W. Norton, 1983.) A League of Their Own, 1992.

Interaction Between Two Anionic Dyes and Cationic Surfactant

Interaction Between Two Anionic Dyes and Cationic Surfactant The interaction of the triphenylmethane dye xylenol orange with cationic surfactants cetyltrimethylammonium bromide and cetylpyridinium chloride was studied by absorption spectrophotometry and principal component analysis of infrared spectra by A. Gojmerac IvÃ… ¡ic ´ et al. [24]. Upon the addition of surfactants the yellow color of the acidic xylenol orange solution changed to purple-red. Changes in the absorption spectra of the mixture indicate strong interactions between dye and surfactants. These interactions were also monitored using ATR spectroscopy and the most prominent changes were observed in the vibration of the carbonyl group. The comparison of principal component loadings obtained from spectral data matrices for xylenol orange and mixtures of xylenol orange with surfactants revealed differences in infrared spectra caused only by the interaction of the surfactants with the dye. The interactions of Acid Green 25 (AG), an anionic dye, with two cationic surfactants tetradecyltrimethylammonium bromide (TTAB), and hexadecyltrimethyl ammonium bromide (CTAB) in aqueous solutions far below the CMC are studied at different temperatures using the conductometric method by H. Dezhampanah et. al. [25]. Various thermodynamic functions and equilibrium constants for the process of dye-surfactant ion pair formation were calculated using the conductometric data. There results indicate that the longer hydrophobic chain surfactants had a greater tendency and higher equilibrium constant as compared to shorter hydrophobic chain surfactants and short range, non-electrostatic interactions along with long range electrostatic forces have a significant influence on dye surfactant ion pair formation. Interaction of a food dye, tartrazine, with some cationic conventional and gemini surfactants, tetradecyltrimethylammonium bromide (TTAB), N,N-ditetradecyl-N,N,N,N-tetramethyl-N,N-butanediyl-diammonium dibromide (14,4,14), and N,N-didodecyl-N,N,N,N-tetramethyl-N,N- butanediyl-diammonium dibromide (12,4,12), were first investigated comprehensively by A. Asadzadeh Shahir et al. [26], employing conductometry, tensiometry, and UV-visible spectroscopy. Tartrazine was found to behave in the same manner as aromatic counterions. The formation of ion pairs reflected as a considerable increase of the surfactant efficiency in tensiometry plots and their stoichiometry were determined by Job’s method of continuous variations. For the tartrazine/TTAB system, nonionic DS3, ionic DS2-, and/or DS2 ion pairs, their small premicelles, and tartrazine rich micelles were constituted as well as dye-containing TTAB-rich micelles. Insoluble J-aggregates of DS ion pairs and cylindrical surfactant-rich micelles were also formed in tartrazine/gemini surfactant systems and recognized by transmission electron microscopy. The zeta potential and the size of the aggregates were determined using dynamic light scattering and confirmed the suggested models for the processes happening in each system. Cyclic voltammetry was applied successfully to track all of these species using tartrazine’s own reduction peak current for the first time. Reza Hosseinzadeh et al. [27] investigated the solubilization and interaction of azo-dye light yellow (X6G) at/with cationic surfactants cetyltrimethylammonium bromide (CTAB) and cetylpyridinium chloride (CPC) spectrophotometricaly. The effect of cationic micelles on solubilization of anionic azo dye in aqueous micellar solutions of cationic surfactants was studied at pH 7 and 25 à ¢- ¦C. The binding of dye to micelles implied a bathochromic shift in dye absorption spectra that indicates dye–surfactant interaction. The results showed that the solubility of dye increased with increasing surfactant concentration, as a consequence of the association between the dye and the micelles. The binding constants, Kb, were obtained from experimental absorption spectra. By using pseudo-phase model, the partition coefficients between the bulk water and surfactant micelles, Kx, were calculated. Gibbs energies of binding and distribution of dye between the bulk water and surfactant micelle s were estimated. The results show favorable solubilization of dye in CTAB micelles. The aggregation induced by Alizarin Yellow R (AYR) in the cationic surfactant, cetyltrimethylammonium bromide (CTAB), was investigated by measuring their UV–visible absorption spectra by M. F. Nazar et al. [28]. Conductance measurements as a function of surfactant concentration below and above the critical micelle concentration (CMC) were studied. CTAB aggregation takes place at the concentration far below its normal CMC in the presence of AYR. Both hydrophobic and electrostatic interactions affect the aggregation process in aqueous solution. Different parameters obtained from spectroscopic measurements and conductance data indicate an enhanced solubility of AYR dye in the micellar region. Intramolecular hydrogen bonding within the dye molecule effectively reduces intermolecular attraction, thereby increasing solubility in non-polar solvents (micelles). Medium effects on the position of the long wavelength absorption band of the azo dye characterize it as a pH chromic reporter molecule. A partitioning study of the solubilized system provides useful insight into the process of solubilization that is applicable to the general problem of membrane solubilization properties and in drug delivery to quantify the degree of drug-micelle interaction. The partition coefficient value obtained is important in micellar electro–kinetic capillary chromatography and high pressure liquid chromatography (HPLC) for drug quality control. Thus, interaction with micellar aggregates induces significant pKa shifts of Alizarin Yellow R that can be rationalized in terms of the partitioning of species and electrostatic contribution. Likewise, knowledge of the effects of organic additives on the CMC of surfactants is used both for theoretical and practical purposes because some additives are likely to be present as impurities or byproducts in the manufacturing of surfactants and their presence may cause significant differences in supposedly similar commercial surfactants. Eosin B and eosin Y have been used to estimate micro- and submicrogram quantities of proteins respectively. A.A. Waheed et al. [29] describe the mechanism of eosin binding to proteins. At pH lower than 3.0 the absorbance of unbound dye is greatly reduced. After the dye binds to protein, the absorption maximum of the dye changes from 514 to 530  ± 5 nm. The absorbance and bathochromatic shift in absorption maximum of the protein–dye complex are proportional to the concentration of protein. The pH of the assay solution does not change due to protein. Arginine, histidine, and lysine (at both acidic and neutral pH) and tryptophan (at acidic pH) residues of a protein bind electrostatically to carboxylic and phenolic groups of the dye to produce a stable water-soluble protein–dye complex. The binding constants of eosin B with poly-L-arginine, poly-L-histidine, poly-L-lysine, and poly-L-tryptophan at pH 1.96 are 0.37, 0.32, 0.33 and 0.33 nmol/nmol of amino acid, respectively . The binding constants of eosin B and eosin Y with bovine serum albumin (BSA) at pH 1.96 are essentially the same, i.e., 0.82 nmol/nmol of reactive amino acid of BSA. The binding constant varies with solution pH so that a wide range of protein concentrations can be estimated. The reason for the higher absorbance of protein–eosin Y complex compared to that of protein–eosin B complex is discussed. Javadian et al. [30] studied the interaction of Congo Red (CR) with a series of Alkyl trimethyl ammonium bromide (CnTAB), N-hexadecyl pyridinium bromide (CPB) and N-hexadecyl pyridinium chloride (CPC) using conductometry and UV-Vis spectroscopy technique. Job’s method of continuous variations demonstrated that only DS complexes are formed in the studied mixtures. The formation of DS complexes results in decreasing the systems order so it is an enthalpy-driven reaction under the influence of both hydrophobic and electrostatic interactions. The amount of ion pairs forming through the process is highly dependent on physical conditions and structure of the dyes and the surfactants such as chain length, head group and counterion. By increasing the length in the hydrophobic chain or the charge density of headgroup of a cationic surfactant, the strength of dye-surfactant interaction increases. In addition, the results show that the counter ion has no significant effect on dye-surfact ant interaction. The tendency to form DS complexes decreases with increasing temperature in the range of 298.0-313.0 K. K. Fujio et al. [31] examined the effect of added salt on micelle size, shape, and structure the solubilization of Orange OT in aqueous NaBr solutions of decylpyridinium bromide (DePB), dodecylpyridinium bromide (DPB), tetradecylpyridinium bromide (TPB), and hexadecylpyridinium bromide (CPB). The solubilization powers of DePB and DPB micelles increase with increasing NaBr concentration up to 2.86 and 3.07 mol dm–3, respectively, but above these concentrations remain unaltered. This suggests that spherical micelles of DePB and DPB can have a maximum and constant size at NaBr concentrations higher than these threshold concentrations. On the other hand, the solubilization powers of TPB and CPB micelles increase in the whole range of NaBr concentration studied. The dependencies of the solubilization powers of their micelles on the counterion concentration change at 0.10 and 0.03 mol dm–3 NaBr, respectively, as suggests that TPB and CPB micelles undergo the sphere–rod transition at those concentrations. Orange OT is a more suitable probe for detecting the presence of the maximum- and constant-size spherical micelle than Sudan Red B. The interactions between two anionic dyes and a cationic surfactant were studied by conductometric technique by A. A. Rafati et al. [32]. The conductance of aqueous solutions of methyl orange (MO) and methyl red (MR) was measured in the presence of a cationic surfactant, cetylpyridinium bromide (CPB) at different temperatures in water–ethanol, water–propanol and water–butanol mixed solvents, containing different concentration of alcohols. The equilibrium constants and other thermodynamic functions for the process of dye–surfactant ion pair formation were calculated on the basis of a theoretical model. The results showed that the presence of alcohol, as well as increasing the length of the alcohol chain, decreases the tendency for ion pair formation. The results have shown that an increase in temperature lowers the tendency for ion pair formation as the equilibrium constants decrease with increasing temperature. According to the results, long range as well as short range interactions are responsible for the formation of the ion pair. The importance of long range electrical forces is basically to bring the dye anion and the surfactant cation close enough to enable the action of short range interactions whose contribution represents the major part of the standard free energy change for the formation of the anionic dye–cationic surfactant ion pair. By using the association constant (K1) for the first step of the association [D+S+→(DS) °], the standard free energy change, standard enthalpy change, and standard entropy change of the association were calculated at low surfactant concentrations.

Poverty and Charity in Jane Eyre Essay -- Jane Eyre Essays

Poverty and Charity in Jane Eyre When Jane Eyre resided at Gateshead Hall, under the care of her aunt, Mrs. Reed, she yearned for a change. The treatment that she received at Gateshead Hall was cruel, unjust, and most importantly, lacked nurture. Jane wanted to escape Gateshead Hall and enter into a school. The school that was imposed upon Jane was Lowood Institution. Through her eight year stay at Lowood, Jane learned how to control her frustrations and how to submit to authority. After leaving Lowood Institution and taking the occupation as governess at Thornfield Hall, Jane realized that her experiences at Gateshead Hall and Lowood Institution had deeply rooted themselves into her personality. After departing Thornfield Hall, Jane wandered about as a vagabond. Arriving at Whitcross, Jane was starving, cold, and in need of help. It is St. John Rivers who aids in helping Jane back to health. Through her experiences at Gateshead Hall, Lowood Institution, and Whitcross, Jane Eyre becomes the recipient of the positive and negative aspects of the New Poor Law depicted by Charlotte Bronte in nineteenth-century England. Under the care of Mrs. Reed, Jane's aunt, Jane is treated as though she is a "wicked and abandoned child" (60; ch. 4). Her "father had been a poor clergyman" (58; ch. 3) and both her parents died from typhus fever. She was given to her motherà ­'s sister-in-law in "promise of Mrs. Reed that she would rear and maintain her as one of her own children" (48; ch. 2). Jane is treated just the opposite. She entered into Gateshead Hall, the residence of the Reeds, in hopes of being brought up a civil and well-nurtured child. Instead, Jane is treated as a subservient child who is abused not only by Mrs. Reed, but also by h... ...cation at Lowood, she still "desired liberty" (117; ch. 10). After searching for a job, Jane realized she was once "an outcast, a beggar, and a vagrant" (387; ch. 31). She becomes grateful for the charity and job as a teacher that Mr. St. John Rivers bestowed upon her. The charity that Mr. Rivers showed towards Jane exemplified the kind of philanthropy that Charlotte Bronte depicted as being genuine; on the other hand, the kinds of treatment that Jane received at Gateshead Hall and Lowood Institution were the types of charity that were governed by the New Poor Law administrators. In Charlotte Bronte's novel, Jane Eyre, she clearly illustrated how she viewed charity and philanthropy under the ruling of the New Poor Law. Works Cited: Bronte, Charlotte. Jane Eyre. London, Penguin Books Ltd.: 1996. (Edited with an Introduction and Notes by Michael Mason).

Life After Death :: essays research papers

What is going to happen to us when we will die? Some people never considered what it could happen to them after life. For many people, death is a redoubtable event because they do not know what to expect after their death. However, other persons, such as religious people are conscious of what to expect after their death because of their beliefs. Each religion has different ideas and different ways of looking life. Death, therefore, is viewed by different religions in many ways. Although, different religions have a distinct conception of death, they all have something in common: they all give hope to people. Among all different religions in the world, four of the most common ones - Catholic, Jewish, Islamic, and Hindu- view death in different ways.   Ã‚  Ã‚  Ã‚  Ã‚  One way in which death can be viewed comes across the Catholic religion. The Catholic believers look life after death in a prospective of three different worlds, such as Hell, Purgatory, and Paradise according to the deeds committed during life. If a person during his or her lifetime committed any sins, this person’s next world will be the Hell. The traditional view in which people refer to hell can be found in the book written by Dante Alighieri, â€Å"La Divina Commedia†. The book states that the formation of Hell was given by the crash of Lucifer (the angel that wanted to be better than God) from the sky onto the earth. Crashing on the Earth in Jerusalem, his head formed an upside down cone inside the Earth. This is where is located the Hell. In the Hell, people pay for their sins with different penitences (12-13). For instance, a person that committed homicide will freeze in a lake frozen by the breath of Satan (XXXIV canto). If a person during h is or her life commits any sins but asks for forgiveness, then he or she will go to the Purgatory. The purgatory is represented by an island with a mountain (23). One source states that â€Å"Purgatory is very similar to Hell; the main difference is that one will eventually be released from torture. The souls that go in the Purgatory are tortured with fire. These souls remain in purgatory until they become sufficiently purified to enter heaven†(2). For example, if a soul in the purgatory asks for forgiveness and pays the punition with some tests, the soul will be released and moved immediately to Heaven (2).

Case Review :: Essays Papers

Case Review Situation Analysis From our analysis, we were able to discover causes to the previous stated problems in the Parma plant. The causes of the problems appeared to be: 1) Lack of Communication 2) Conflict 3) Ill Decision Making 4) Organizational Change 5) Job Design Communication is the process of sending and receiving messages with attached meanings. It appeared the new Shop Chairman did communicate effectively with Bill Marsh, Bob Lintz, or the salaried employees. The employees faced rumors of being closed, but specific plant closing details were not communicated to the employees. Conflict is whenever disagreements exist in a social situation over issues of substance or whenever emotional antagonisms create frictions between individuals or groups. The enormous list of demands, from the reigning Shop Chairman, was believed to have created individual differences, conflict, tension, and threatened the openness of management and union leadership, even the openness of Bob Lintz and the hourly employees. Decision-making is the process of choosing a course of action for dealing with a problem or opportunity. Different management styles of the previous Shop Chairman and the reigning Shop Chairman were different. The former Shop Chairman utilized a teamwork approached. The reigning Shop Chairman appeared to make decisions for the â€Å"good† of the union without Parma management or employee feedback. Organizational Change is a group of people working together to achieve change. GM placed demands on Parma to change the organization as quickly and cost effectively as possible. GM promoted the reduction of salaried employees, elimination of management layers, reduction of major benefits and bonus’. Job Design is the process of defining job tasks and the work arrangements to accomplish them.

Bridge Construction

LRFD Design Example for December 2003 FHWA NHI-04-041 Steel Girder Superstructure Bridge Prepared for FHWA / National Highway Institute Washington, DC US Units Prepared by Michael Baker Jr Inc Moon Township, Pennsylvania Development of a Comprehensive Design Example for a Steel Girder Bridge with Commentary Design Process Flowcharts for Superstructure and Substructure Designs Prepared by Michael Baker Jr. , Inc. November 2003 Technical Report Documentation Page 1. 4. Report No. 2. Government Accession No. 3. 5. Recipient’s Catalog No.Report Date FHWA NHI – 04-041 Title and Subtitle LRFD Design Example for Steel Girder Superstructure Bridge with Commentary 7. Author (s) December 2003 6. Performing Organization Code Raymond A. Hartle, P. E. , Kenneth E. Wilson, P. E. , S. E. , William A. Amrhein, P. E. , S. E. , Scott D. Zang, P. E. , Justin W. Bouscher, E. I. T. , Laura E. Volle, E. I. T. 8. Performing Organization Report No. B25285 001 0200 HRS 10. 11. 13. Work Unit No. (TRAIS) Contract or Grant No. 9. Performing Organization Name and Address Michael Baker Jr. , Inc. Related reading: Padma Bridge ParagraphAirside Business Park, 100 Airside Drive Moon Township, PA 15108 12. Sponsoring Agency Name and Address DTFH61-02-D-63001 Type of Report and Period Covered Federal Highway Administration National Highway Institute (HNHI-10) 4600 N. Fairfax Drive, Suite 800 Arlington, Virginia 22203 15. Supplementary Notes Final Submission August 2002 – December 2003 14. Sponsoring Agency Code Baker Principle Investigator: Raymond A. Hartle, P. E. Baker Project Managers: Raymond A. Hartle, P. E. and Kenneth E. Wilson, P. E. , S. E. FHWA Contracting Officer’s Technical Representative: Thomas K.Saad, P. E. Team Leader, Technical Review Team: Firas I. Sheikh Ibrahim, Ph. D. , P. E. 16. Abstract This document consists of a comprehensive steel girder bridge design example, with instructional commentary based on the AASHTO LRFD Bridge Design Specifications (Second Edition, 1998, including interims for 1999 through 2002). The design example and commentary are intended to serve as a guide to aid bridge design engineers with the implementation of the AASHTO LRFD Bridge Design Specifications, and is offered in both US Customary Units and Standard International Units.This project includes a detailed outline and a series of flowcharts that serve as the basis for the design example. The design example includes detailed design computations for the following bridge features: concrete deck, steel plate girder, bolted field splice, shear connectors, bearing stiffeners, welded connections, elastomeric bearing, cantilever abutment and wingwall, hammerhead pier, and pile foundations. To make this reference user-friendly, the numbers and titles of the design steps are consistent between the detailed outline, the flowcharts, and the design example.In addition to design computations, the design example also includes many tables and figures to illustrate the various design procedures and many AASHTO references. AASHTO references are presented in a de dicated column in the right margin of each page, immediately adjacent to the corresponding design procedure. The design example also includes commentary to explain the design logic in a user-friendly way. Additionally, tip boxes are used throughout the design example computations to present useful information, common practices, and rules of thumb for the bridge designer.Tips do not explain what must be done based on the design specifications; rather, they present suggested alternatives for the designer to consider. A figure is generally provided at the end of each design step, summarizing the design results for that particular bridge element. The analysis that served as the basis for this design example was performed using the AASHTO Opis software. A sample input file and selected excerpts from the corresponding output file are included in this document. 17. Key Words 18. Distribution StatementBridge Design, Steel Girder, Load and Resistance Factor Design, LRFD, Concrete Deck, Bolte d Field Splice, Hammerhead Pier, Cantilever Abutment, Wingwall, Pile Foundation 19. Security Classif. (of this report) 20. Security Classif. (of this page) This report is available to the public from the National Technical Information Service in Springfield, Virginia 22161 and from the Superintendent of Documents, U. S. Government Printing Office, Washington, D. C. 20402. 21. No. of Pages 22. Price Unclassified Form DOT F 1700. 7 (8-72) Unclassified 644 Reproduction of completed page authorizedThis page intentionally left blank ACKNOWLEDGEMENTS We would like to express appreciation to the Illinois Department of Transportation, Washington State Department of Transportation, and Mr. Mike Grubb, BSDI, for providing expertise on the Technical Review Committee. We would also like to acknowledge the contributions of the following staff members at Michael Baker Jr. , Inc. : Tracey A. Anderson Jeffrey J. Campbell, P. E. James A. Duray, P. E. John A. Dziubek, P. E. David J. Foremsky, P. E. M aureen Kanfoush Herman Lee, P. E. Joseph R. McKool, P. E. Linda Montagna V. Nagaraj, P. E. Jorge M. Suarez, P. E.Scott D. Vannoy, P. E. Roy R. Weil Ruth J. Williams Table of Contents 1. Flowcharting Conventions 2. Flowcharts Main Flowchart Chart 1 – General Information Chart 2 – Concrete Deck Design Chart 3 – Steel Girder Design Chart 4 – Bolted Field Splice Design Chart 5 – Miscellaneous Steel Design Chart 6 – Bearing Design Chart 7 – Abutment and Wingwall Design Chart 8 – Pier Design Chart P – Pile Foundation Design Flowcharts Design Example for a Two-Span Bridge Flowcharting Conventions Start A process may have an entry point from more than one path. An arrowhead going into a process signifies an entry point.Unique sequence identifier Process description Reference Process A Design Step # Chart # or AASHTO Reference Unless the process is a decision, there is only one exit point. A line going out of a process signifies an exit point. Commentary to provide additional information about the decision or process. Flowchart reference or article in AASHTO LRFD Bridge Design Specifications Supplemental Information No Decision Yes Process Design Step # Chart # or AASHTO Reference Go to Other Flowchart FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge Main Flowchart Start Design Step 1General Information Chart 1 Design Step 2 Concrete Deck Design Chart 2 Design Step 3 Steel Girder Design Chart 3 Splices are generally required for girders that are too long to be transported to the bridge site in one piece. Yes No Are girder splices required? Design Step 4 Bolted Field Splice Design Chart 4 Design Step 5 Miscellaneous Steel Design Chart 5 Go to: A FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge Main Flowchart (Continued) A Design Step 6 Bearing Design Chart 6 Design Step 7 Abutment and Wingwall Design Chart 7 Design Step 8 Pier Design Chart 8 Des ign Step 9Miscellaneous Design Chart 9 Design Step 10 Special Provisions and Cost Estimate Chart 10 Design Completed Note: Design Step P is used for pile foundation design for the abutments, wingwalls, or piers. FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge General Information Flowchart Chart 1 Start Start Design Step 1 General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 2 Design Step 1. 1 Obtain Design Criteria Design Step 3 No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 BearingDesign Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Includes: Governing specifications, codes, and standards Design methodology Live load requirements Bridge width requirements Clearance requirements Bridge length requirements Material properties F uture wearing surface Load modifiers Design Step 5 Design Step 6 Design Step 1. 2 Obtain Geometry Requirements Design Step 7 Includes: Horizontal curve data and alignment Vertical curve data and grades Design Step 8 Design Step 9 Yes Design Step 10Does client require a Span Arrangement Study? No Includes: Select bridge type Determine span arrangement Determine substructure locations Compute span lengths Check horizontal clearance Design Step 1. 3 Perform Span Arrangement Study Design Step 1. 3 Select Bridge Type and Develop Span Arrangement Go to: A FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge General Information Flowchart (Continued) Chart 1 Start Design Step 1 General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 A Design Step 2 Design Step 3 No Are girder splices required?Design Step 1. 4 Yes Obtain Geotechnical Recommendations Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bea ring Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 5 Includes: Boring logs Foundation type recommendations for all substructures Allowable bearing pressure Allowable settlement Overturning Sliding Allowable pile resistance (axial and lateral) Design Step 6 Design Step 7 Design Step 8 Yes Does client require a Type, Size and Location Study?No Design Step 9 Design Step 10 Includes: Select steel girder types Girder spacing Approximate girder depth Check vertical clearance Design Step 1. 5 Perform Type, Size and Location Study Design Step 1. 5 Determine Optimum Girder Configuration Design Step 1. 6 Plan for Bridge Aesthetics S2. 5. 5 Considerations include: Function Proportion Harmony Order and rhythm Contrast and texture Light and shadow Return to Main Flowchart FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge Concrete Deck De sign Flowchart Chart 2 Start Start General Information Chart 1 Design Step 1Design Step 2. 1 Obtain Design Criteria Design Step 2 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 3 Includes: Girder spacing Number of girders Top and bottom cover Concrete strength Reinforcing steel strength Concrete density Future wearing surface Concrete parapet properties Applicable load combinations Resistance factors To compute the effective span length, S, assume a girder top flange width that is conservatively smaller than anticipated. The deck overhang region is required to be designed to have a resistance larger than the actual resistance of the concrete parapet.Based on Design Steps 2. 3 and 2. 4 and based on client standards. No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions an d Cost Estimate Chart 10 Design Completed Design Step 2. 2 Determine Minimum Slab Thickness S2. 5. 2. 6. 3 & S9. 7. 1. 1 Design Step 5 Design Step 6 Design Step 2. 3 Determine Minimum Overhang Thickness S13. 7. 3. 1. 2 Design Step 7 Design Step 8 Design Step 9 Design Step 2. Select Slab and Overhang Thickness Design Step 10 Yes Equivalent Strip Method? (S4. 6. 2) No Other deck design methods are presented in S9. 7. Design Step 2. 5 Compute Dead Load Effects S3. 5. 1 & S3. 4. 1 Includes moments for component dead load (DC) and wearing surface dead load (DW). Go to: A FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge Concrete Deck Design Flowchart (Continued) Chart 2 A Start General Information Chart 1 Design Step 2. 6 Compute Live Load Effects S3. 6. 1. 3 & S3. 4. 1 Design Step 1 Design Step 2 Concrete Deck Design Chart 2Steel Girder Design Chart 3 Design Step 3 Design Step 2. 7 Compute Factored Positive and Negative Design Moments S4. 6. 2. 1 Considera tions include: Dynamic load allowance (S3. 6. 2. 1) Multiple presence factor (S3. 6. 1. 1. 2) AASHTO moment table for equivalent strip method (STable A4. 1-1) No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design CompletedDesign Step 2. 8 Design for Positive Flexure in Deck S5. 7. 3 Resistance factor for flexure is found in S5. 5. 4. 2. 1. See also S5. 7. 2. 2 and S5. 7. 3. 3. 1. Generally, the bottom transverse reinforcement in the deck is checked for crack control. The live load negative moment is calculated at the design section to the right and to the left of each interior girder, and the extreme value is applicable to all design sections (S4. 6. 2. 1. 1). Generally, the top transverse reinforcement in the deck is checked for crack control. Design Step 5 Design Step 6 Design Step 2. 9 Design Step 7Check for Positive Flexure Cracking under Service Limit State S5. 7. 3. 4 & S5. 7. 1 Design Step 8 Design Step 9 Design Step 2. 10 Design for Negative Flexure in Deck S4. 6. 2. 1 & S5. 7. 3 Design Step 10 Design Step 2. 11 Check for Negative Flexure Cracking under Service Limit State S5. 7. 3. 4 & S5. 7. 1 Design Step 2. 12 Design for Flexure in Deck Overhang S5. 7. 3. 4, S5. 7. 1 & SA13. 4 Go to: B FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge Concrete Deck Design Flowchart (Continued) Chart 2 For concrete parapets, the case of vertical collision never controls.B Design Case 1 Design Overhang for Horizontal Vehicular Collision Force SA13. 4. 1 Design Case 2 Design Overhang for Vertical Collision Force SA13. 4. 1 Design Case 3 Design Overhang for Dead Load and Live Load SA13. 4. 1 Check at Case Inside Face 1A of Parapet Check at Case Design 1B Section in Overhang Check at Case Design 1C Section in First S pan Check at Case Design 3A Section in Overhang Check at Case Design 3B Section in First Span As(Overhang) = maximum of the above five reinforcing steel areas Start General Information Chart 1 Design Step 1 Design Step 2 Concrete Deck Design Chart 2Steel Girder Design Chart 3 Yes Design Step 3 As(Overhang) > As(Deck)? No No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Use As(Overhang) in overhang. Use As(Deck) in overhang. Check for Cracking in Overhang under Service Limit State S5. 7. 3. 4 & S5. 7. 1 The overhang reinforcing steel must satisfy both the overhang requirements and the deck requirements.Design Step 5 Design Step 2. 13 Design Step 6 Does not control the design in most cases. Design Step 7 Design Step 8 Design Step 2. 14 Compute Ov erhang Cut-off Length Requirement S5. 11. 1. 2 Design Step 9 Design Step 10 Go to: C FHWA LRFD Steel Design Example 3 Flowcharts Design Example for a Two-Span Bridge Concrete Deck Design Flowchart (Continued) Chart 2 C Start General Information Chart 1 Design Step 2. 15 Compute Overhang Development Length S5. 11. 2 Appropriate correction factors must be included. Design Step 1 Design Step 2 Concrete Deck Design Chart 2 Steel Girder Design Chart 3Design Step 2. 16 Design Bottom Longitudinal Distribution Reinforcement S9. 7. 3. 2 Design Step 3 Compute Effective Span Length, S, in accordance with S9. 7. 2. 3. Based on temperature and shrinkage reinforcement requirements. No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 2. 17 Design Top Longitudinal Distribution Reinforcement S5. 0. 8. 2 Design Step 5 Design Step 6 Design Step 2. 18 Design Longitudinal Reinforcement over Piers Design Step 7 Design Step 8 Design Step 9 Yes Continuous steel girders? No Design Step 10 For simple span precast girders made continuous for live load, design top longitudinal reinforcement over piers according to S5. 14. 1. 2. 7. For continuous steel girders, design top longitudinal reinforcement over piers according to S6. 10. 3. 7. Design Step 2. 19 Draw Schematic of Final Concrete Deck Design Return to Main Flowchart FHWA LRFD Steel Design Example 4 FlowchartsDesign Example for a Two-Span Bridge Steel Girder Design Flowchart Chart 3 Start Includes project specific design criteria (such as span configuration, girder configuration, initial spacing of cross frames, material properties, and deck slab design) and design criteria from AASHTO (such as load factors, resistance factors, and multiple presence factors). Start General Information C hart 1 Concrete Deck Design Chart 2 Design Step 1 Design Step 3. 1 Obtain Design Criteria Design Step 2 Design Step 3 Steel Girder Design Chart 3 No Are girder splices required? Yes Design Step 4Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed A Design Step 3. 2 Select Trial Girder Section Design Step 5 Design Step 6 Design Step 7 Design Step 8 Design Step 9 Yes Composite section? No Considerations include: Sequence of loading (S6. 10. 3. 1. 1a) Effective flange width (S4. 6. 2. 6) Design Step 10 Design Step 3. 3 Compute Section Properties for Composite Girder S6. 10. 3. 1Design Step 3. 3 Compute Section Properties for Noncomposite Girder S6. 10. 3. 3 Go to: B FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge Steel Girder Design Flowchart (Continued) Chart 3 B Includes component dead load (DC) and wearing surface dead load (DW). Start General Information Chart 1 Concrete Deck Design Chart 2 Design Step 3. 4 Compute Dead Load Effects S3. 5. 1 Design Step 1 Design Step 2 Design Step 3 Steel Girder Design Chart 3 Design Step 3. 5 Compute Live Load Effects S3. 6. 1 Considerations include: LL distribution factors (S4. . 2. 2) Dynamic load allowance (S3. 6. 2. 1) Includes load factors and load combinations for strength, service, and fatigue limit states. Considerations include: General proportions (6. 10. 2. 1) Web slenderness (6. 10. 2. 2) Flange proportions (6. 10. 2. 3) Go to: A No Are girder splices required? Yes Design Step 4 Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 3. Combine Load Effects S3. 4. 1 Design Step 5 Design Step 6 Design Step 7 Design Step 3. 7 Check Section Proportion Limits S6. 10. 2 Design Step 8 Design Step 9 Design Step 10 Are section proportions adequate? Yes Go to: C No FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Flowchart (Continued) Chart 3 Design Step 1 Design Step 2 C Design Step 3 Steel Girder Design Chart 3 No Are girder splices required? Yes No Composite section? Yes Design Step 4Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 5 Design Step 3. 8 Compute Plastic Moment Capacity S6. 10. 3. 1. 3 & Appendix A6. 1 Considerations include: Web slenderness Compression flange slenderness (N only) Compression flange bracing (N only) Ductility (P only) Plastic forces and neutral axis (P only) Des ign for Flexure Strength Limit State S6. 10. (Flexural resistance in terms of stress) Considerations include: Computations at end panels and interior panels for stiffened or partially stiffened girders Computation of shear resistance Check D/tw for shear Check web fatigue stress (S6. 10. 6. 4) Check handling requirements Check nominal shear resistance for constructability (S6. 10. 3. 2. 3) Design Step 6 Design Step 7 Design Step 8 Design Step 9 D Design Step 3. 9 Determine if Section is Compact or Noncompact S6. 10. 4. 1 Design Step 10 Yes Design for Flexure Strength Limit State S6. 10. 4 (Flexural resistance in terms of moment) Compact section? No Design Step 3. 10 Design Step 3. 0 Design Step 3. 11 Design for Shear S6. 10. 7 Note: P denotes Positive Flexure. N denotes Negative Flexure. Go to: E FHWA LRFD Steel Design Example 3 Flowcharts Design Example for a Two-Span Bridge Steel Girder Design Flowchart (Continued) Chart 3 E No Transverse intermediate stiffeners? If no stiffeners are used, then the girder must be designed for shear based on the use of an unstiffened web. Design includes: Select single-plate or double-plate Compute projecting width, moment of inertia, and area Check slenderness requirements (S6. 10. 8. 1. 2) Check stiffness requirements (S6. 10. 8. 1. 3) Check strength requirements (S6. 0. 8. 1. 4) If no longitudinal stiffeners are used, then the girder must be designed for shear based on the use of either an unstiffened or a transversely stiffened web, as applicable. Design includes: Determine required locations Select stiffener sizes Compute projecting width and moment of inertia Check slenderness requirements Check stiffness requirements Yes Start General Information Chart 1 Concrete Deck Design Chart 2 Design Step 1 Design Step 3. 12 Design Transverse Intermediate Stiffeners S6. 10. 8. 1 Design Step 2 Design Step 3 Steel Girder Design Chart 3 No Are girder splices required? Yes Design Step 4Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed No Longitudinal stiffeners? Design Step 5 Design Step 6 Yes Design Step 7 Design Step 8 Design Step 3. 13 Design Longitudinal Stiffeners S6. 10. 8. 3 Design Step 9 Design Step 10 Go to: F FHWA LRFD Steel Design Example 4 Flowcharts Design Example for a Two-Span Bridge Steel Girder Design Flowchart (Continued) Chart 3 F No Is stiffened web most cost effective? Yes Use unstiffened web in steel girder design.Use stiffened web in steel girder design. Start General Information Chart 1 Concrete Deck Design Chart 2 Design Step 1 Design Step 2 Design Step 3. 14 Design Step 3 Steel Girder Design Chart 3 Design for Flexure Fatigue and Fracture Limit State S6. 6. 1. 2 & S6. 10. 6 No Are girder splices required? Yes Check: Fatigue load (S3. 6. 1. 4) Load-induced fatigue (S6. 6. 1. 2) Fatigue requirements for we bs (S6. 10. 6) Distortion induced fatigue Fracture Compute: Live load deflection (optional) (S2. 5. 2. 6. 2) Permanent deflection (S6. 10. 5) Check: Web slenderness Compression flange slenderness Compression flange bracing ShearDesign Step 4 Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 5 Design Step 3. 15 Design for Flexure Service Limit State S2. 5. 2. 6. 2 & S6. 10. 5 Design Step 6 Design Step 7 Design Step 8 Design Step 3. 16 Design for Flexure Constructibility Check S6. 10. 3. 2 Design Step 9 Design Step 10 Go to: G FHWA LRFD Steel Design Example 5 Flowcharts Design Example for a Two-Span Bridge Steel Girder Design Flowchart (Continued) Chart 3 GStart General Information Chart 1 Concrete Deck Design Chart 2 Design Step 3. 17 Check Wind Effects on Girder Flanges S6. 10. 3. 5 Design Step 1 Refer to Design Step 3. 9 for determination of compact or noncompact section. Design Step 2 Design Step 3 Steel Girder Design Chart 3 No Are girder splices required? Yes Design Step 4 Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Have all positive and negative flexure design sections been checked?No Go to: D (and repeat flexural checks) Design Step 5 Yes Design Step 6 Design Step 7 Design Step 8 Were all specification checks satisfied, and is the girder optimized? No Go to: A Design Step 9 Design Step 10 Yes Design Step 3. 18 Draw Schematic of Final Steel Girder Design Return to Main Flowchart FHWA LRFD Steel Design Example 6 Flowcharts Design Example for a Two-Span Bridge Bolted Field Splice Design Flowchart Chart 4 Start Includes: Splice location Girder section properties Material and bo lt properties Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3Design Step 4. 1 Obtain Design Criteria Design Step 1 Design Step 2 Design Step 3 Design Step 4. 2 Select Girder Section as Basis for Field Splice Design S6. 13. 6. 1. 1 Design bolted field splice based on the smaller adjacent girder section (S6. 13. 6. 1. 1). No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Left Design Step 5 Which adjacent girder section is smaller? RightDesign Step 6 Design Step 7 Design Step 8 Design bolted field splice based on left adjacent girder section properties. Design bolted field splice based on right adjacent girder section properties. Design Step 9 Design Step 10 Design Step 4. 3 Compute Flange Splice Design Lo ads 6. 13. 6. 1. 4c Includes: Girder moments Strength stresses and forces Service stresses and forces Fatigue stresses and forces Controlling and noncontrolling flange Construction moments and shears Go to: A FHWA LRFD Steel Design Example 1 Flowcharts Design Example for a Two-Span Bridge Bolted Field Splice Design Flowchart (Continued) Chart 4Check: Yielding / fracture of splice plates Block shear rupture resistance (S6. 13. 4) Shear of flange bolts Slip resistance Minimum spacing (6. 13. 2. 6. 1) Maximum spacing for sealing (6. 13. 2. 6. 2) Maximum pitch for stitch bolts (6. 13. 2. 6. 3) Edge distance (6. 13. 2. 6. 6) Bearing at bolt holes (6. 13. 2. 9) Fatigue of splice plates (6. 6. 1) Control of permanent deflection (6. 10. 5. 2) A Design Step 4. 4 Design Bottom Flange Splice 6. 13. 6. 1. 4c Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 1 Design Step 2 Design Step 3 No Are girder splices required?Design Step 4. 5 Yes Desi gn Top Flange Splice S6. 13. 6. 1. 4c Check: Refer to Design Step 4. 4 Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 5 Design Step 6 Design Step 4. 6 Design Step 7 Compute Web Splice Design Loads S6. 13. 6. 1. 4b Design Step 8 Check: Girder shear forces Shear resistance for strength Web moments and horizontal force resultants for strength, service and fatigueDesign Step 9 Design Step 10 Go to: B FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge Bolted Field Splice Design Flowchart (Continued) Chart 4 B Check: Bolt shear strength Shear yielding of splice plate (6. 13. 5. 3) Fracture on the net section (6. 13. 4) Block shear rupture resistance (6. 13. 4) Flexural yielding of splice plates Bearing resistance (6. 13. 2. 9) Fatigue of spli ce plates (6. 6. 1. 2. 2) Both the top and bottom flange splices must be designed, and they are designed using the same procedures.Are both the top and bottom flange splice designs completed? No Go to: A Design Step 4. 7 Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 1 Design Web Splice S6. 13. 6. 1. 4b Design Step 2 Design Step 3 No Are girder splices required? Yes Design Step 4 Bolted Field Splice Design Chart 4 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 5 Design Step 6 Design Step 7Yes Design Step 8 Design Step 9 Design Step 10 Do all bolt patterns satisfy all specifications? No Go to: A Yes Design Step 4. 8 Draw Schematic of Final Bolted Field Splice Design Return to Main Flowchart FHWA LRFD Steel Design Example 3 Flowcharts Design Example for a Two-S pan Bridge Miscellaneous Steel Design Flowchart Chart 5 Start No Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Composite section? For a composite section, shear connectors are required to develop composite action between the steel girder and the concrete deck.Design includes: Shear connector details (type, length, diameter, transverse spacing, cover, penetration, and pitch) Design for fatigue resistance (S6. 10. 7. 4. 2) Check for strength limit state (positive and negative flexure regions) (S6. 10. 7. 4. 4) Design includes: Determine required locations (abutments and interior supports) Select stiffener sizes and arrangement Compute projecting width and effective section Check bearing resistance Check axial resistance Check slenderness requirements (S6. 9. 3) Check nominal compressive resistance (S6. 9. 2. 1 and S6. 9. 4. ) Design Step 1 Yes Design Step 2 Design Step 3 No Are girder splices required? Design Step 5. 1 Yes Design Shear Conn ectors S6. 10. 7. 4 Design Step 4 Bolted Field Splice Chart 4 Design Step 5 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 6 Design Step 7 Design Step 8 Design Step 9 Design Step 5. 2 Design Bearing Stiffeners S6. 10. 8. 2 Design Step 10 Go to: A FHWA LRFD Steel Design Example 1Flowcharts Design Example for a Two-Span Bridge Miscellaneous Steel Design Flowchart (Continued) Chart 5 A Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 1 Design Design Welded Connections Step 5. 3 S6. 13. 3 Design Step 2 Design Step 3 Design includes: Determine required locations Determine weld type Compute factored resistance (tension, compression, and shear) Check effective area (required and minimum) Check minimum effective length requirements To determine the need for diaphragms or cross frames, refer to S6. . 4. 1. No Are girder splices required? Yes Design Step 4 Bolted Field Splice Chart 4 No Are diaphragms or cross frames required? Design Step 5 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design Step 6 Yes Design Step 7 Design Step 8 Design Step 9 Design Step 10 Design Step 5. 4 Design Cross-frames S6. 7. 4 Go to: BDesign includes: Obtain required locations and spacing (determined during girder design) Design cross frames over supports and intermediate cross frames Check transfer of lateral wind loads Check stability of girder compression flanges during erection Check distribution of vertical loads applied to structure Design cross frame members Design connections FHWA LRFD Steel Design Example 2 Flowcharts Design Example for a Two-Span Bridge Miscellaneous Steel Design Flowchart (Continued) C hart 5 B Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 1 No Is lateral bracing required?To determine the need for lateral bracing, refer to S6. 7. 5. 1. Design Step 2 Design Step 3 Yes No Are girder splices required? Yes Design Step 4 Bolted Field Splice Chart 4 Design Step 5. 5 Design Lateral Bracing S6. 7. 5 Design Step 5 Miscellaneous Steel Design Chart 5 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design Completed Design includes: Check transfer of lateral wind loads Check control of deformation during erection and placement of deck Design bracing members Design connections Design Step 6Design Step 7 Design Step 8 Design Step 9 Design Step 5. 6 Compute Girder Camber S6. 7. 2 Design Step 10 Return to Main Flowchart Compute the following camber components: Camber due to dead load of structural steel Camber due to de ad load of concrete deck Camber due to superimposed dead load Camber due to vertical profile Residual camber (if any) Total camber FHWA LRFD Steel Design Example 3 Flowcharts Design Example for a Two-Span Bridge Bearing Design Flowchart Chart 6 Start Includes: Movement (longitudinal and transverse) Rotation (longitudinal, transverse, and vertical) Loads (longitudinal, transverse, and vertical)Start General Information Chart 1 Concrete Deck Design Chart 2 Steel Girder Design Chart 3 Design Step 6. 1 Obtain Design Criteria Design Step 1 Design Step 2 Design Step 3 No Are girder splices required? Yes Design Step 6. 2 Select Optimum Bearing Type S14. 6. 2 See list of bearing types and selection criteria in AASHTO Table 14. 6. 2-1. Design Step 4 Bolted Field Splice Chart 4 Miscellaneous Steel Design Chart 5 Design Step 5 Design Step 6 Bearing Design Chart 6 Abutment and Wingwall Design Chart 7 Pier Design Chart 8 Miscellaneous Design Chart 9 Special Provisions and Cost Estimate Chart 10 Design CompletedSteelreinforced elastomeric bearing? No Design selected bearing type in accordance with S14. 7. Includes: Pad length Pad width Thickness of elastomeric layers Number of steel reinforcement layers Thickness of steel reinforcement layers Edge distance Material properties Method A usually results in a bearing with a lower capacity than Method B. However, Method B requires additional testing and quality control (SC14. 7. 5. 1). Note: Method A is described in S14. 7. 6. Method B is described in S14. 7. 5. Design Step 7 Yes Design Step 8 Design Step 9 A