Prof. Dr. Crawford delivering His Address, at the Award Ceremony for Legal, Dynamics and Deterministic Metrology: Metrology with ISO 9000 Conformity (Double Credit), and Organisational Design: Structuring and Restructuring Organisations, in Central London UK. Contents of Legal, Dynamics and Deterministic Metrology: Metrology with ISO 9000 Conformity (Double Credit) Course incorporate: Module 1: Requirements of ISO 9000 Standards for Test and Measuring Equipment 1. Introduction to, and Relevance of, Metrology 2. History of ISO 9000 Standards 3. Requirements of ISO 9001: 2000 Module 2: Exploring Fundamental Concepts of Metrology 1. Calibration of Measurement and test Equipment 2. Recalibration Intervals 3. Sealing Adjusting Mechanisms 4. Handling and Storing of Test Measurement Equipment 5. Documenting Calibration Results 6. Uncovering Out-Of-Calibration State Module 3: Linear and Angular Measurements 1. Length Measurement 2. Calibration of Dimensional Standards and Measuring Instruments 3. 'Angular' Measurement Module 4: Mass Measurements 1. Primary Standards and SI Units 2. Secondary and Working Standards 3. Mass and Weight 4. Mass Standards 5. Types and Classes of Mass Measurement 6. Industrial Weighing Systems 7. Accuracy Classes of Balances 8. Calibration of Balances Module 5: Pressure Measurements 1. SI and Other Units 2. Absolute, Gauge and Differential Pressure Modes 3. Primary Standards 4. Spinning Ball Gauge Standard 5. Secondary Standards 6. Working Standards 7. Pressure Measuring Module 9: Uncertainty of Measurement Part 1: Contextualising Organisational Structure Defining Organisations Social Organisations Formal Organisations Salient Elements of Organisational Analysis Roles, Responsibilities, Accountability,  Internal Accountability  Upward Accountability  Downward Accountability The Organisation's External Accountability  Accountability To Owners/Sponsors  Accountability To Clients/Users/Customers  Accountability To Creditors  Accountability To Sector Or Industry  Accountability To The State Authority,  Traditional Authority  Charismatic Authority  Legitimate Authority  Professional Authority Power Organisational Power Sources  Authority  Control over resources  Control over information, access to and control over the information flow  Control over uncertainty  Unobtrusive Power Delegation  Bases of Delegation;  Delegation and Professional Authority;  Delegation and Superior-Subordinate Relationship; Part 2: Organisational Design: Typologies and Principles An Introduction to Organisational Design Approaches to Organisational Design Classical Organisational Design Bases of Classical Organisational Design  Formal authority  Rules & regulations  Precedent for the establishment of future policy Protagonists of the Classical Approach to organisational Design  Max Weber  Frederick Taylor  Henri Fayol Neo-Classical Organisational Design Protagonists of Neo-Classical Organisational Design  Douglas McGregor  Rensis Likert  Chris Argyris Scientific Management to Organisational Design: Mechanistic Approach to Organisational Design Human Relations Movement: Humanistic Approach to Organisational Design Contingency Approaches to Organisational Design: Structure-Environment Match  Organisational Structure for a Stable Environment  Organisational Structure for Changing Environment  Organisational Structure for Turbulent Environment Organisational Structure and Internal and External Relationships Levels of Control and Role Specificity Mechanistic and Organismic Structures and Their Types of Relationships A Case In Point: The Mechanistic Factory Setting Part 3: Organisational Design Features Vertical Relationships in Organisational Design Horizontal Relationships in Organisational Design Lines of Authority and Accountability in Organisational Design Types of Organisational Structure  The Simple Structure  The Functional Structure  The Divisional Structure and Its Internal Relationships Bases of Divisionalisation  Product Divisional Structure  Service Divisional Structure  Geographic or Regional Divisional Structure The Matrix Structure  Divisional Matrix Structure  Functional Matrix Structure Customised Matrices The Divisional Structure Compared with the Functional Structure on the Basis of:  Communication,  Co-Ordination,  Worker Autonomy Part 4: Organisational Control, Communication and Decision-making in Matrix and Hierarchical Structures

• published: 29 Nov 2013
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