Q1. You are CEO of a succesful company based in dubai. Suggest a criteria and stratgey that you shall follow and adhere to ensure your sytle of leadership is ethical.
Q2. Details and list guideliness or critia and explain why you choose that stratgey and how you shall lead to that startegy as a major part of your leadership.
Q3. Give 3 real life example of leadership that show in industry today successful ethical.
Q4. Give 3 real example of leadership they show in industry today leadership action that perhaps fell of being classifed as ethical leadership.
1answer:- Ethical leadership is exhibiting moral and values is a management position. An ethical leader demonstrates charater, morals and virture in their work focusing on the needs and rights of their employees.
As I am CEO i think being a transformational leader, a person who motivates his team by encourging them and ensuring respect, hinesty, and trust are practices in the country.
The criteria and strategy that I follow of my sytle of leadership is ethical and they are ;:-
(a) think of the welfare of your employees::-
To be the Ceo we should know how to care of our employees and this is not only for how we gives reward and perks to members of oyr team. Aside fron gives them comprehensive helath insurance , and also offer them the option to earn and give them bonus benefits. As for listening to tye grivance of staff people, that these are acted upon like the case in which an employee forwarded a complaints aboyr work schedule and share it via an interviews.
(b) Hire The right people for the team ::-
For Ceo getting the right employeebis more important than telling people what to do. Although I believes in inspering and motivating maangees and team to be more driven,. I also belive that hiring the right people to be part of the company is equally important . The choosing process plays a significant role in the success of the company beacuse it takes less time to enchange the skill of competent people than teach skills to people who are not really fit for the job. Always be being a good communicator as a leader.
(C) Learn to respect and support diversity :-
As i ceo is aware that haveing regional offices means having to dwal with people pf differnt ethnicties and cultures background. This is one of the reason behind the desgin of my companies being made accoridng to the perfernces and practices of the community and suppliera as well as customers. What i do is to identify the needs of the market and base on that the list of product on these needs.
(D) promote open communication.::-
Every employee is differnt, even if they share similarities with each decision I make be transparent and enciurage feedbeacks from our team. This help me become a better leader and helps my workers feel more cofudent sharing their ideas or concerns.
"I believe that one of the important responsibilities for the nodern company is to creare an environment where open communication is encouraged and that more importantly prople are listened to".
Most important thing is gathering feedback from your team help you improve as a leader and peopke your business forward.
" management is all about the people"
(E) lead by examples "::-
To build an ethical company, we must start form the top down. Yout employee will see yout behaviour , choice, and valur and will adopt them in their own pratices.
"To effectively lead, the ethical leader walk the line he or she wants other to follow". Leadingbby examples is the best way to ensure an ethical business.
(F) care for yourself so you are able to care for others::-
"Having a clam and capable demeanor is the foundation flr strong leadership". This can be accomplished throygh making sure that you as a leader are foucesd on meering your own need , sleep, nurtrition true connection with loved ones".
According to chistine Matzen said , that devoting time to self -care might sound simple but its critical to support your capabilities as leader. "The leader that is happy and content in life wanr happniess and contentment for those they lead.
2 Answer:- If one believes in the saying that great leaders are not made but are born, anyone has the opportunity to learn how to improve his or her effectiveness as a leader. Successful leadership does not depend on the number of people or the size of organization that an individual is in charge of.
First, a leader has to be a person who is able to come up with a vision and inspire others towards pursuing it. A leader must also be optimistic to be able to see positive sides in his followers and assist them in overcoming any doubt or failure to realize the organizational goal. In addition, most employees want to obey honest leaders. Other traits that make a great leader include supportiveness, facilitation of the followers, and effective communication skills, among others. These traits define the leadership style of a particular person. Some of the leadership styles include transformational leadership, autocratic leadership, democratic leadership and visionary leadership.
As I CEO i think transformational leadership style is best for a person who motivates his team by encouraging them and ensuring respect ,honesty, and trust and practiced in the company. Thus the reason why i Choose tranformational leadership style for my company
Transformational leaders are able to lead through adaptation of their organization to changes within the environment of operation. Thus, change can never occur without planning and execution. Leaders must know that a real change occurs in the character of organizational stakeholders. Any failure to realize this will only provide a cosmetic and short-lived change experience. Thus, a transformation leader must be able to progressively restructure an organization by eliminating approaches, which do not properly work. However, it is vital to keep those methods, which contribute to implementation of new cultures, structures and systems. This will require the leader to be able to identify, improve and utilize the complete potential of the employees. The leaders must also be able to align cultural and structural processes with the organizational goal.
When I start the transformational leadership style in the company i faced many challenges. And later i taught the company employee on the basic priciple which made my company unique in society. Knowing about the inevitable need for growth, As a CEO it is esstenial need for transformation together and growth through these three ps. These are people ,passion , and product.
Being a CEO its is important transformational leaders inspire their team and encourage members to develop as individuals and be part of a collective team to work towards achieving objectives. And every leader should ensures there is trust, respect, honesty and commitment in the company is running.
Dimensions of Transformational Leadership:-
Idealized Influence – This entails being able to build confidence and earn the respect and trust of the members of one’s organization. By being a charismatic leader, followers will be more adaptive to changes when the need arises.
Inspirational Motivation – With enthusiasm and positivity, a leader will be able to motivate followers to become team players and dreamers that things are possible.
Intellectual Stimulation – Transformational leaders challenge members of the team to solve problems that arise and teach them to be creative and innovative by stimulating their minds. These allow members to voice out ideas and share their views without having the fear of being punished or reprimanded.
Individualized Consideration – With accepting the differences among employees, a transformational leader know the importance of addressing problems of workers accordingly, mentoring and offering individualized career counseling.
List and guideliness of strategy which I choose as a majort part of my leadership sytle and they are :-
1. I believes in hiring the right people. For Being a ceo the success of my company, it is not enough to tell people what to do but to get the right people for your team. My goal was to challenge and inspire my managers because he believes that companies need people with intuitive leadership skills. Being the inspirational communicator he is, he was able to convey his message and his managerial team came back more energized as ever.
2. I takes real good care of my employees. When you hear people say they admire how I takes care of my team, they don’t just mean I gives them perks which he does, like exploring the possibility of offering free rides to employees. I even entitles them with comprehensive health insurance and an option to own stocks, part-time employees, included. These are on top of tuition benefits and shifting schedules not requiring back-to-back graveyard shifts. Moreover, I listens to my employees.
3.think of the welfare of your employees::-
To be the Ceo we should know how to care of our employees and this is not only for how we gives reward and perks to members of oyr team. Aside fron gives them comprehensive helath insurance , and also offer them the option to earn and give them bonus benefits. As for listening to tye grivance of staff people, that these are acted upon like the case in which an employee forwarded a complaints aboyr work schedule and share it via an interviews.
4.promote open communication.::-
Every employee is differnt, even if they share similarities with each decision I make be transparent and enciurage feedbeacks from our team. This help me become a better leader and helps my workers feel more cofudent sharing their ideas or concerns.
"I believe that one of the important responsibilities for the nodern company is to creare an environment where open communication is encouraged and that more importantly prople are listened to".
Most important thing is gathering feedback from your team help you improve as a leader and peopke your business forward.
" management is all about the people"
5.Learn to respect and support diversity :-
As i ceo is aware that haveing regional offices means having to dwal with people pf differnt ethnicties and cultures background. This is one of the reason behind the desgin of my companies being made accoridng to the perfernces and practices of the community and supplier as well as customers. What i do is to identify the needs of the market and base on that the list of product on these needs.
3 answer:---
The 3 real life example of leadership that show in industry today successful ethical . And the 3 ethical leader are :-
Sunder Pichai is a computer engineer and the current CEO of Google Inc. He is an engineering genius from IIT Kharagpur followed by Masters from Stanford and MBA from the Wharton School of the University of Pennsylvania. He is known for his innovative ideas and is best known as the mastermind behind the launch of Chrome Browser in 2008 which is one of the most popular browser on the internet.
Leadership: leadership is an individual’s skill to make strong decisions and inspire others to perform efficiently. A leader is the one who influences people and trains them to achieve better in an organisation. They are responsible to guide the team in any organisation and also understanding them, supporting them and evaluating their performance.
Importance of a Leader:
Leadership is an important function of management which helps to achieve organizational goals.
The following points justify the importance of leadership.
• Leadership Provides Future Vision: A successful leader creates a clear vision for the future and finds the best way to approach it.
• Leadership helps in managing organizational change: An effective leadership is essential for managing organization.
• Leadership helps in business understanding: It helps to develop awareness of the strengths, weaknesses and opportunities in the organization. • Leadership helps in encouraging new ideas.
He is known to be incredibly humble person at heart with an impossible dreams of advancement, improving access, and internet connectivity for underdeveloped countries.
Sundar Pichai practices what he preaches and one of his major leadership strategy is to see other people succeed and not only himself. By setting up collaborative cultures Sundar has successfully incorporated this leadership strategy throughout Google.
Following are the leadership qualities of Sundar Pichai:
a. He believes in success of others. He wants other people to be successful and help them by removing road blocks and he believes in team work
b. He has a vision of what he wants to achieve and the ability to clearly communicate his vision so that everyone in the organization understands what is needed to achieve the vision.
c. He has a willingness to take on new challenges, take calculated risks, make tough decisions, and be willing to go out on a limb for something they believe in. Transformational leaders have the courage to create a vision and make the difficult decision necessary to achieve their vision.
d. He is fuelled with passion from within. Transformational leaders have passion and motivation that people can sense and feed off of it.
e. Transformational leaders, based on their personal passion, have the ability to inspire others and get them to buy into their vision and execute it on all levels of the company.
f. While it is a bit cliché, actions do speak louder than words and when leaders live according to the standard they set, people take notice. Leaders often promise a lot, but it is the follow through that has a true impact on a leader’s ability to evoke change and get buy in
g. Transformational leaders model a company standard they expect everyone to follow. He clearly communicate their vision, expectations, and how this standard is to be carried out throughout the organization.
CONCLUSION: Transformational leadership represents the essential quality for successful management of transformational organizational changes. It is about the quality that, in fact, so called transactional management has missed to bring to an end of the transformational cycles with efficiency. In that sense, the success in realizing transformational organizational changes means that the key people in an organization (managers) develop sets of appropriate skills and attributes that are characteristic to so-called transformational leaders.
(B) Sheikh Mohammed Bin Rashid Al Maktoum :-
Indroduction :-
Dubai is one of seven emirates which make up the United Arab Emirates and thesecond largest city after Abu Dhabi. It transformed from a small fishing port in 1960s toone of the most developed cities in the world at the present time. This development and progress of Dubai are committed to Al Maktoum family in general and to sheikh Mohammed bin Rashid Al Maktoum in particular who succesfully converted dubai to be a worldwide city by his ideas and leadership style.
Background of sheikh Mohammed:-
Shiekh mohammed is uae vice president and prime minister and rule of dubai since 2006, was born in dubai 1994, married to Hind bint maktoum al maktoum and to Haya bint al hussain ( sister of the king of jordan) and he has 23 son and daughter. He studies arabic and islamic studies before joining the school and in 1965 he graduated from dubai secondary school. In 1966 , he traveled to uk and studies english at Bell Education Trust English Language School. Later he studies at Mons officers cadet School ( military school training center).
In 1969 he become the head of the dubai police forced, after that in 1971 he become the minister of defense on decmber 2nd. In 1995 has been appointed to be Dubai Crown prince. On 4 januray 2006, he become the ruler of Dubai , one day after, he crown chosen to be vice president of the United Arab Emirates. On 11 februray , he was chosen by the Frederal National Council as UAE Prime Minsiter in 2016.
This two Leadership style using by sheikh mohammed in his Leadership Style :-
Leadership ia define as the arr of infulence others and guides them properly to earb their obedience, respect, loyalty and cooperation toward a common goal.
(●) The democratic leader:-
This leader always shares his people infoormation to cope with problen and take decision. Thus , creates a social until the tean can be interest of business. By adopting this constructive suggestion offered by his/ her subordinates, leader can driven the power. This approach also encourges creativity, innovation cam build a strong motivation to work a sense of beloging.
(●) The charismatic leader:-
This leader encourage his tean imcrease tbeir engergy to gain more followers depending in his abilty to behave and commumicate with them. There are no special charateristic of his leadership but is always good at communicatio and has a very good emotional level. Any succes is ascrived to him not to his team.
Usually, the team take time to be confident with othereaders beacuse they have commited to his charisma ( weber ,1905)
Sheikh Mohammed bin Rashid known for being a democratic leadership which is now adopted in many organizations. In his leadership sytle that makes him a great and exemplary leader in middle east and the world.
(A) Building permanent Relationships:-
Sheikh mohammed sees that leader must be a lion leads a group of lions to achive amibition, encourages young peooks to become creative and forgives some mistakes , because arw sometimes the way to learn and succced.
Also, sheikh mohammad thinks that leaders must have loose relationship with others and also trust in them. Leaders also should share the knowldge with people who create loyality. Actually, this exactly wgat Islam encourages the public to deal with others in their life.
This means building lasting relationships are very important not only for the leader but also for all people as well.
(B) leader should have blod vision:-
The vision for the leader is indispensable , beacuse vision is leading the leader and push him forward. Sheikh mohammad is a good example of a great leader beacuse he has a vision of UAE economic success. Hence he buikt a vision into his country to achieve progress.
Sheikh mohammed sees that leader must have avidion and fully believes in the abiluty to achieve this vision and achieve the dream of citzens. To do that it, is extermely important to choose the team who believes in the vision, and has the postive engery to acheive it.
Sheikh mohammed also thinks that the word "impodsible " is a goal itself and the confidence is the kwy to accomplishing goals and surmount challenges. Beside it is really estenial to produce a clear vision for the hereafter.
( c) leading country as leading a family :-
Although sheikh mohammed is the ruler of dubai but he is also known as "the ceo of dubai" becuase he makes dubai and its people working as a big or a big company. He becomes obsessed with people and surrounded by immature people. In this way, everyone in the company has the exact same responsibility and duties. Therefore, enchance loyalty and everyone in the team can feel as a nember of the family.
(D) using the precious time :-
Arab say " time is like a sword. If you did not cut it , it will cut you" and also say " dont delay todays work until tomorrow". This means we can only own time if we work gard and dont waste it. Sheikh mohammed believes that time is the most important thing we have. So time can be watsed beacuse it is really precious, time should be used to imcrease the achievements and any plan should have a deadline to reach.
(E) Honoring responsibilty:-
A leader can make a credibilty of his leadership when he fully responsible to assume all the consequences of his actions, and the outcomes of decison.
Sheikh mohammed sees that responsibilty should be everywhere , home , work and community. And leader should honor the responsibilty of any failurr happened from his/ her decisons rather than try claiming that it is not his / her fault. Beacuse his / her psotion does not give him/ her a privilege or power, but impose a responsibilty.
(F) Dealing with respect :-
Any dailogue requires the recognition of the differnce with the other parties and respect their different opion, attitude or judgement. Beacuse God created us different from each other, different color, religion, culture. We should not be afraid of the differnce, but respect each other and deal with each other according to this respect.
(G) Being Number 1:-
Sheikh mohammed belives that dubau and uae can be number one in many fields and can suprise the world, this can be achieved if everyone believs in himself and his power.
Sheikh Mohammed quoted" I wanr dubai to be Number one . Not in the region but in the world... number one is everything , high education, health, housing.. give my peolle highest way of living" ( shiekh mohammed and making of dubai , 2010).
Conclusion ;-
Leadership is a critical part in the succes and one of the major key element to acheieve goals of an organization and the goverment as well. Sheikh mohammed ruler of dubai is very good example of a great leader. His leadership sytle has been explained in this paper. Dubai has been led to an amazing success in the last 10 years by his leadership style amd qualities of having a lasting realtionship and blod vision, leading head of family , using time effectively, holding responsibilty, respecting other and being the best.
Matching these leadership style qualties of sheikh mohammmed with the leadership sytle in the theory. I can conclude that sheikh mohammed is a kind of decocratic leader with some charismatic leader feature.
(C) Mukesh Ambani :-
4no. Answer:-
(A)Bashar Al- Assad
(1) 191,000 people killed and counting:-
Syrians men evacuate a victim following an air strike by regime forces in the northern city of Aleppo on August 26, 2013. US Secretary of State John Kerry called last week's alleged chemical weapons attack in Syria a "moral obscenity," in remarks on August 26, 2013.
The main thing you need to know about Assad is that his regime is responsible for killing a huge number of people.
According to the United Nations, at least 191,000 people were confirmed killed in Syria as of April 2013. More than 8,800 were children under the age of 10.
Keep in mind that these are just "confirmed" numbers. And they are based on nearly 320,000 reported killings. The death toll is likely much higher than even that. As Navy Pillay, the UN High Commissioner for Human Rights, said, "Tragically it is probably an underestimate of the real total number of people killed during the first three years of this murderous conflict."
2) 11,000 Syrians tortured and executed:-
In a report published in January 2013, a small team of international human rights lawyers presented conclusive evidence that the Assad regime had tortured and executed approximately 11,000 Syrians since the beginning of the conflict. Drawing on photographs and documents smuggled out of Syria by a defector from Assad's military police force, the lawyers concluded the regime has engaged in "systematic killing" on an "industrial scale."
3) Children trapped in an "archipelago of torture":-
Rights Watch (HRW) calls the vast and complex network of torture and detention maintained by Syrian security forces and intelligence agents.
"The level of torture is not comparable to any other conflict I've worked on," Anna Neistat, associate director for Program and Emergencies at HRW, told GlobalPost in 2012.
When it comes to Assad's thugs, it seems that no person is too young to be tortured. One in five detainees is a minor, says HRW.
GlobalPost spoke with some of the children tortured and imprisoned by the regime. Their stories are horrifying.
4) Chemical weapons attacks:-
There's no shortage of war crimes when it comes to the Assad regime, but one of the more prominant violations has been the use of chemical weapons. Before the United States started bombing the Islamic State, the closest it came to striking Syria was after Aug. 21, 2013, when someone — there's international consensus that Assad's forces were the aggressors, although the regime continues to deny it — dropped weapons loaded with sarin gas on Ghouta, a rebel-held suburb outside Damascus.
More than 1,400 Syrian civilians were killed in the attack, and several hundred more were poisoned. It was the first large-scale use of chemical weapons since 1988, when Saddam Hussein used them against the Kurds near the end of the Iran-Iraq War.
Barack Obama famously warned that Assad would be crossing a "red line" if he used chemical weapons against his own people, but the United States didn't take military action and Obama probably wishes he could take that warning back.
5) Use of barrel bombs in densely populated civilian areas:-
are like chemical weapons in that they don't discriminate between civilians and soldiers, and, one could argue, this is their main value: killing huge numbers of civilians, destroying whole city blocks, and terrorizing the entire population. These bombs are highly explosive, unguided, and imprecise weapons made from cheap and available materials, like oil or water drums, and packed with explosives and scrap metal for maximum destruction.
Assad's army has repeatedly used barrel bombs, and in densely populated cities like Aleppo, the results have been devastating to human life and city infrastructure.
6) Massacre at Houla :-
Syrian army troops hold up portraits of President Bashar al-Assad (L) and his late father, former president Hafez al-Assad, as they pull out of the southern protest hub of Daraa after a military lockdown during which dozens of people were killed in what activists termed as "indiscriminate" shelling of the town.
The scale of killing is massive. The total horror of the Assad regime, though, often reveals itself at a small scale. Take the massacre in the town of Houla.
There, according to a UN report, Syrian government forces and fighters from the brutal, pro-government militia known as the "Shabiha" ("ghosts" in Arabic) killed more than 100 civilians in May 2012. Half of the victims were children. There were reports of armed gunmen spraying homes with indiscriminate weapon fire and going house to house to kill the men, women, and children inside.
The massacre prompted the UN Human Rights Council to pass a resolution condemning the regime for its deliberate attacks on civilians.
If you feel like getting inside the head of a Shabiha fighter — not that you'd really want to — read this GlobalPost interview.
7) Targeting journalists:-
A Turkish demonstrator in Ankara holds pictures last week of the late Sunday Times correspondent Marie Colvin and French photojournalist Remi Ochlik, left, during protest by journalists against violence on the news media in Syria.
The US fight against the Islamic State will always be bound up in the videotaped beheadings of American journalists James Foley, who worked for GlobalPost, and Steven Sotloff.
Rebel groups like Al Nusra and the Islamic State have played a large role in turning Syria into "the world's most dangerous country for journalists," according to Reporters Without Borders (RSF), but the Assad regime has been a major player, too. Assad's forces have consistently arrested, imprisoned, and killed journalists throughout the duration of the conflict.
Marie Colvin, an American reporter for the Sunday Times, was among the journalists killed while covering the war. She was killed alongside a prominent French photographer, Remi Ochlik, when the regime bombed a house where she was staying in the city of Homs. French President Nicolas Sarkozy claimed at the time that they'd been "assassinated," since the house was serving a well-known press center.
8) 9 million refugees:-
2.5 million Syrians have fled to neighboring countries Turkey, Lebanon, Jordan, and Iraq. Another 6.5 million internally displaced persons remain in Syria.
The UN World Food Program says that nearly 6 million Syrians now rely on its food assistance programs to survive.
Depending on the theories and materials you studied during this mini semester, analyze the case study of Starbucks Corporation.
Suggested areas you need to discuss:
The nature of the external and internal environment surrounding Starbucks.
Analyze Starbucks strategic Vision, Mission, and Core Values.
What is Starbuck’s strategic approach to gain competitive advantage
Analyze the overall Starbuck’s strategy using Porter’s Five Forces Model Competition
Choose one country that Starbucks’s considered to be strong and conduct a PASTEL analysis for that country.
Choose another country that Starbucks does not operate in at this time and suggest a strategic entry plan to operate in that country.
1.The nature of the external and internal environment surrounding Starbucks.
External environment consist of the following
i)Political/ Legal environment
Starbucks imports coffee beans from different countries and each of these countries has its own tariff and customs regulations. In addition, any political upheavals in the countries where Starbucks imports its coffee beans would greatly interfere with the company’s operations.
ii)Economic environment
The global financial crisis of 2008 greatly affected the operations of Starbucks in various countries. The recession resulted in an increase in the operational costs of the company The coffee industry is demand- driven and when economic conditions are harsh, consumers treat coffee as a luxury and this affects sales
iii)Socio-cultural environment
Consumers across the world are increasingly demanding fair practices, and this has seen many firms change their operating practices in order to accommodate these demands.The company has also had to adjust its product offerings in order to meet the growing demands of the rising number of educated and health conscious consumers.
iv)
Technological Segment
Advances in technology affect product innovation, product services, customers’ store experience, and the way organizations are able to interact with other business partners. Technological improvements can enable a company to market its products directly to their target market using emails, text messages, and social network sites as well Throughthe use of technology, Starbucks has managed to change its product mix to suit new market segment
v)
Competitors
The two main competitors of Starbucks are MacDonald’s McCafe and Dunkin Donuts. On the one hand, McCafe maintains a low price strategy o its products in Burritt, 2007. On the other hand, Dunkin Donuts offers customers a variety of coffee flavors to choose from, in addition to its emphasis on quality in Dicarlo, 2004.
Customers
Starbucks provides interpersonal services to its customers in whereby there is high contact between baristas, staff, and customers (Miller, 2010).. The company has tried to change the formula of some of its products to suit the tastes and preferences of customers in certain markets The management at Starbucks recognizes the important role played by the staff and Baristas, which is why they offer rewards and incentives in recognition of their exemplary work.
Internal Analysis
Products
Starbucks boasts of a wide variety of over 30 coffee products that customers can choose from. The company is always introducing novel products in the market to suit the changing demands, tastes and preferences of its growing customer base.
Price
Starbucks’ products are priced at a premium owing to the perceived upscale image in the eyes of the consumers. In this case, Starbucks uses high pricing to differentiate itself from the rest of the competition
Place
Most Starbucks coffee stores are located in neighborhoods with high traffic. The company’s coffee stores are also located in different large chains. The “third place” concept as practiced by Starbucks has helped to turn its stores into an ideal uenvironment away from home where customers can relax, surf the internet, or listen to music
Promotion
One of the fundamental requirements for successful promotion is to facilitate friendly and smooth interactions among the company’s representatives and the market without compromising the efficiency manner in which a company is able to offer its services to the target market.
The success of any service firm largely depends on the ability of the organisation in question to target, acquire, get hold of, and retain keep the ‘right’ customers. Good organisations are mainly based on cultivating customer retention relationships, as opposed to the acquisition/transaction mentality. Starbucks is one such organisation.
link- https://ivypanda.com/essays/starbucks-5/
2.Analyze Starbucks strategic Vision, Mission, and Core Values.
Mission-Starbucks Coffee’s corporate mission is “to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.” This mission statement reflects what the company does to keep its business running. It is clear that target consumers are given emphasis in this corporate mission. The following components of Starbucks’s corporate mission statement influence strategic management in growing the business:
Inspire and nurture the human spirit
One person, one cup and one neighborhood at a time
Starbucks Coffee “inspires and nurtures the human spirit,” starting with its employees. To address this component of its mission statement, the company maintains a small company culture, where rapport and warmth are important. In this way, the corporate mission is a direct determinant of Starbucks coffee corporate cultures.
vission-
Starbucks Coffee’s corporate vision is “to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow.” This corporate vision statement has the following components relevant to the business:
Premier purveyance
Finest coffee in the world
Uncompromising principles
Growth
uncompromising principles” component of its corporate vision statement. These principles include ethical conduct and a warm culture. The company maintains these principles, especially during Howard Schultz’s leadership as CEO. Also, the company satisfies the “growth” component of its vision statement, as manifested in the continuing global expansion of the business through new Starbucks locations. The company now has more than 28,000 locations around the world. Thus, the business effectively addresses its corporate vision.
values--
With their partners or customers they play a vital role to maintain their business these values:
Creating a culture of warmth and belonging, where everyone is welcome.
Acting with courage, challenging the status quo and finding new ways to grow our company and each other.
Being present, connecting with transparency, dignity and respect.
Delivering our very best in all we do, holding ourselves accountable for results.
they are performance driven, through the lens of humanity.
link-. http://panmore.com/starbucks
3.What is Starbuck’s strategic approach to gain competitive advantage
Strategy
Starbucks strategy is a simple saturate the market. By spreading out the outlet location it makes one store not cut the profits of another store. Usually, the stores would be placed on locations based on demographics, traffic patterns, the location of competitors as well as the location of its own stores.
However, the Starbucks strategy went against the grain. Instead of following the trend, CEO Howard Schultz had a different idea. He decided that the Starbucks strategy would be to blanket an area completely. Siding matter about one store cut the profits of another store, the Starbucks strategy focused on heavily increasing the foot traffic in one specific part of town. They think this will reduce the company’s delivery and risk, also the customer doesn’t need to stay in the waiting line for a long time. Schultz knew that his Starbucks strategy was a risk, but it was one he was willing to take.
For the result of this strategy. Starbucks quickly achieve market dominance. They have more than 20 million customers per week, this is the highest frequency of visiting customers. Since the company went public, sales have risen roughly 20% each year. Even when the rest of the economy seems to be in a slump, loyal patrons keep returning to Starbucks for their regular cup of Joe.
Starbucks using many kind of entry mode for expanding its business to another country. These include joint ventures, licensing, and wholly owned subsidiaries. Starbucks gain advantage of providing access to local partner knowledge by using joint venture. Starbucks also shares development costs and risks with Sazaby in addition. Starbucks use licensing way to enter the Middle East because with this mode it allow Starbucks to minimize capital outlays for marketing research and decrease local market expertise. And for the wholly owned subsidiaries it offers technology protection and ability to engage in the global strategic coordination.
now a days they became international Because of its high growth in major reason, Starbucks initiate international expansion. Starbucks adopted a strategy that characterizing through low local responsiveness and price considerisation. In the 1996 Starbucks start to grown in Japan through joint venture, and then it expand to Europe and the Middle East using the same way.
4.Analyze the overall Starbuck’s strategy using Porter’s Five Forces Model Competition
The strong force of competition is the combined effect of the external factors identified in this Five Forces analysis. In this regard, the most significant forces for Starbucks Coffee Company’s strategic consideration are competitive rivalry, the bargaining power of customers, and the threat of substitutes. Still, the other forces also influence the company’s business performance. In summary, the following are the intensities of the Five Forces in Starbucks Corporation’s industry environment:
Competitive rivalry or competition – Strong Force
Bargaining power of buyers or customers – Strong Force
Bargaining power of suppliers – Weak Force
Threat of substitutes or substitution – Strong Force
Threat of new entrants or new entry – Moderate Force
Competitive Rivalry or Competition with Starbucks Coffee Company (Strong Force)
tarbucks faces the strong force of 6competitive rivalry In the Five Forces analysis model, this force pertains to the influence of competitors on each other and the industry environment. In this case of Starbucks Coffee Company, the following external factors contribute to the strong force of competition:
Large number of firms (strong force)
Moderate variety of firms (moderate force)
Low switching costs (strong force)
The large number of firms is an external factor that intensifies competitive rivalry. Starbucks Corporation has many competitors of different sizes. In relation, the population of competitors is moderate varied in terms of specialty and strategy.
Bargaining Power of Starbucks’s Customers/Buyers (Strong Force)
Starbucks Coffee Company experiences the strong force or bargaining power of buyers or customers. In Porter’s Five Forces analysis model, this force is based on the influence of individual customers and groups of customers on the international business environment. In Starbucks Corporation’s case, the following external factors contribute to the strong bargaining power of customers:
Low switching costs (strong force)
High substitute availability (strong force)
Small size of individual buyers (weak force)
there are many suppliers of coffee and tea around the world. This external factor limits the influence of individual suppliers. The overall effect of the external factors in this component of the Five Forces analysis is the weak force or bargaining power of suppliers on the company
Bargaining Power of Starbucks Coffee’s Suppliers (Weak Force)
this force as the influence that suppliers have on the company and its industry environment. The following external factors contribute to the weak bargaining power of suppliers on Starbucks Corporation:
Moderate size of individual suppliers (moderate force)
High variety of suppliers (weak force)
Large overall supply (weak force)
This external factor limits the influence of individual suppliers. The overall effect of the external factors in this component of the Five Forces analysis is the weak force or bargaining power of suppliers on the company.
Threat of Substitution or Substitutes to Starbucks Products (Strong Force)
this force pertains to the impact of substitute goods or services on the business and its external environment. The following external factors contribute to the strong threat of substitution against Starbucks:
High substitute availability (strong force)
Low switching costs (strong force)
High affordability of substitute products (strong force)
it is easy for consumers to buy substitutes instead of Starbucks products. Moreover, many of these substitutes are affordable and cost less than the company’s products. Thus, this Porter’s Five Forces analysis of Starbucks Coffee Company determines that the threat of substitutes is a high-priority strategic management concern.
Threat of New Entrants or New Entry (Moderate Force)
this force refers to the effect of new players or new entrants in the industry. In this business case, the following external factors contribute to the moderate threat of new entrants against Starbucks:
Moderate cost of doing business (moderate force)
Moderate supply chain cost (moderate force)
High cost of brand development (weak force)
Also, brand development typically requires years to reach the level of strength of the Starbucks brand. The combination of these external factors imposes the moderate force or threat of substitutes against the company. Thus, this Five Forces analysis shows that the threat of substitution is a significant but limited issue in Starbucks Corporation’s strategic management.
link-http://panmore.com/starbucks
5.Choose one country that Starbucks’s considered to be strong and conduct a PASTEL analysis for that country.
Starbucks is to be considered strong as in American multinational chains of coffeehouses and roasters reserves headquartered in Seattle Washington. As the world's largest largest coffeehouses chain, Starbucks is seen to be the main representation of the United States' second wave of coffee culture.
As of early 2020, the company operates over 30,000 locations worldwide in more than 70 countries. Starbucks locations serve hot and cold drinks, whole-bean coffee, microground instant coffee known as VIA, Many stores sell pre-packaged food items, pastries, hot and cold sandwiches, and drinkware including mugs and tumblers. There are also several select "Starbucks Evenings" locations which offer beer, wine, and appetizers. Starbucks-brand coffee, ice cream, and bottled cold coffee drinks are also sold at grocery stores in the United States and other countries. In 2010, the company began its Starbucks Reserve program for single-origin coffees and high-end coffee shops. It planned to open 1,000 Reserve coffee shops by the end of 2017
Pastel analysis-
The aspect of the PESTLE analysis model presents mostly opportunities for Starbucks Coffee
Economic Factors Important to Starbucks Coffee
This component of the PESTEL analysis model refers to the economic conditions and changes significant to business. Starbucks faces the following economic external factors in its remote or macro-environment:
High growth of developing countries (opportunity)
Declining unemployment rates (opportunity)
Rising labor cost in suppliers’ countries (threat)
The high economic growth of developing countries and the declining unemployment rates create opportunities for Starbucks to gain more revenues from various markets around the world.
This aspect of the PESTEL analysis framework shows the social conditions and trends influencing consumers and business. Starbucks must address the following social/sociocultural external factors in its remote/macro-environment:
Growing coffee culture (opportunity)
Increasing health consciousness (opportunity)
Growing middle class (opportunity)
Starbucks has opportunity to increase its revenues based on increasing demand for specialty coffee, which is due to a growing coffee culture and a growing middle class around the world. Also, the company has the opportunity to widen its array of more healthful products to attract health-conscious consumers to Starbucks cafés. Thus, all the identified external factors in this component of the PESTEl analysis model present opportunities for Starbucks Coffee.
Technological Factors in Starbucks Coffee’s Business
In this part of the PESTEL analysis model, technologies and related trends are identified. Starbucks experiences the following technological external factors in its remote/macro-environment:
Rising mobile purchases (opportunity)
Technology transfers to coffee farmers (opportunity)
Rising availability of specialty coffee machines for home use (threat)
Starbucks has the opportunity to improve its mobile apps and linked services to gain more revenues through mobile purchases. The company also has the opportunity to improve its supply chain efficiency based on new technologies coffee farmers use. However, the rising availability of home-use specialty coffee machines is a threat to Starbucks because it increases the availability of substitutes to Starbucks products.
Ecological/Environmental Factors
This component of the PESTEL analysis model identifies the effects of ecological or environmental conditions and changes on business. Starbucks faces the following ecological/environmental external factors in its remote or macro-environment:
Business sustainability trend (opportunity)
Growing popular support for responsible sourcing (opportunity)
Growing popular support for environmentally friendly products (opportunity)
The business sustainability trend focuses on business processes that ensure minimal environmental impact. In relation, responsible sourcing emphasizes corporate social responsibility in the supply chain. Starbucks has opportunities to enhance its performance in these areas. Note that the company already has responsible sourcing policies. Starbucks also has the opportunity to offer more of its products in recyclable packaging.
Legal Factors
The legal factors in the PESTEL analysis model are the laws and regulations on business. Starbucks must address the following legal external factors in its remote/macro-environment:
Product safety regulations (opportunity)
GMO regulations outside the United States (opportunity)
Increasing employment regulation (threat)
Starbucks has opportunities to improve its performance by satisfying product safety regulations and regulations on ingredients from genetically modified organisms (GMOs). Starbucks is already performing well in these aspects. However, increasing employment regulation, especially in developing countries, threatens Starbucks Coffee’s access to the labor market. This external factor also impacts Starbucks through increased spending for human resources. Thus, in this aspect of the PESTEl analysis model, the identified external factors present mostly opportunities for Starbucks Coffee.
6.Choose another country that Starbucks does not operate in at this time and suggest a strategic entry plan to operate in that country.
well as we know still there are many countries don't have Starbucks,The farthest we can get from a Starbucks on Earth is off the coast of South Africa. With the exception of the three locations in Morocco and 18 in Egypt, there are no Starbucks in continental Africa,and also in Baltic State there isn't Starbucks
if we start Starbucks by considering the above mentioned one country such as BALTIC STATE, we must first realize that Starbucks does not sell independent. They give license to like minded business man to open licensed Starbucks store along with the other business that they run. It is very important to select the position where we want to have such a Starbucks store.
strategic entry plan to operate Starbucks Globalisation and technology as the two core macro environmental elements of business settings have imposed and aided companies’ international expansion strategies and tactics. As such, success beyond the national borders of a corporation is not only an indicator of success, it has ultimately become necessary for survival in a competitive market carefully evaluate all factors influencing the decision regarding the area of expansion and the entry mode of the company in the new region
i) factors, country specific factors and market specific factors. Although their categorisation of factors is valid in the strategic management of internationalisation of firms
ii)quality of the products or operations of coffee shops that trade under their company name is significantly lower than in the case of joint ventures or wholly-owned subsidiaries.
iii) Starbucks, are able to determine the best mix of entry modes specific to the regions where the expansion is taking place in order to become global leaders
iv)need to take into account any cultural aspects of the countries where their subsidiaries are. As such, Starbucks adapts their food and beverage offerings in their cafés in order to suit their customers’ taste
Conclusions
The company that reinvented the way in which people enjoy their traditional cup of coffee, Starbucks has conquered the globe in less than half a century,focus is on creating long-lasting relationships with consumers in every geographical region, seeking and rewarding the loyalty of the brand’s
1. History and development and growth of the company over time
2. What are the company's (IBM)
internal strength and weaknesses?
3. The nature of the external
environment surrounding IBM?
4.Describe IBM's business model and replace with one of your own that you would think, in hindsight, would have made the company a formidable
competitor to Apple and Microsoft.
5. Did IBM's problems in your opinion, aroused from the strategic planning or execution?
6. Your recommendations.
answer:- History and development and growth of IBM company over
times.
In early 1970s IBM was the largest
manufactures of computer in the world. T.v Larson took over as CEO of IBM
from tom Watson, Jr, in 1971 and become the head of the company. It was able to acheive rapid growth and market share due to the sale of it's 360 mainframe
computer model. The 360 models was later improved through the development of
the 370- mainframe model. IN mid 1970s , IBM begin to face high
competition from the small companies that were able to produce cheap computers qualities
were either equal to or superior to its models. Following the technological
advancement that led to the reduction of the lifespan to mainframe computer.
IBM changed its strategy from leasing to selling computers. Additionally it
developed new computer models such as 400 to compete with lower cost minicomputers.
Under learsons control and then under the control of Frank Cary who become
CEO when learson retired in 1973, IBM continued to enjoy its domination of the
mainframe market. By 1980 IBM had a market value of $26billion four time it's
sizes in 1971.
By 1991
high competition led to significant reduction in computer prices . moreover IBM
was not able to Develop new product in time. Consequently it market share
reduced drastically. The management attempts to restructure the firm was not successful
since it continued to market losses.
The company
returned to profitability in 2000. The last three years , the company has been
making at least 10 billion in net profit (IBM) . Howerver it generates over
60% of its revenue from services and software’s rather than the sales of
computers hardware, also IBM's continued domination of the mainframe market
produced record increases in revenues and profits every year but its
performance masked some major problems that were developing during the
1970s and 1980s.
Changes in mainframe
technology also caused a change in IBM's strategy during the 1970s. As a result
of technological innovations, particularly the plunging costs of integrated
circuits, the life span of a main- frame computer-the time it could be used
until it was technologically outdated-was shortening rapidly and development
costs were increasing. of the personal computer. The personal computer was
developed in 1977 by Steven Jobs and Stephen Wozniak who founded Apple Computer
at 1980 Apple's sales had grown to $117 million. Once again, IBM stood by and
watched as a new market segment was created.
2 Answer:the
company ( IBM ) internal strength and weakness .
Strengths:
i) IBM was able to develop
high quality computers in 1970s and 1980s, there by gaining the largest market
share in the industry.
ii) IBM had a dedicated and
high performing sales forces. This enabled is to increase its sales and to earn
high profit from its mainframe computers.
iii) IBM was able to
offers excellent services to its clients, thereby enchaining customers
loyalty.
iv) IBM had adequate capital,
which enabled it to develop new products and to offer high quality services.
Weaknes:
i) IBM did not focus
on market research in order to identity customer needs. Consequently, it was
not able to develop new product in time to satisfy emerging market
needs.
ii) IBM research and
development initiative focused on improving its existings product rather than
developing new ones. Thus it always developed new product to compete with other
rather than to satisfy customer needs.
Consequently the company lost its competitiveness
in the hardware segment of the market.
iii) IBM lost its competitive
due to its inability to reduce its operating cost. Finally the company had an undesirable
organizational culture, which discouraged innovation and cooperation among its
technical teams members.
3. external environment surrounding
IBM
IBM is helping
customers to become more energy efficient, implement new ways to source,
manufacture and distribute goods and services in a more sustainable manner,
enable safe and renewable sources of energy and manage resources at a macro level,
transforming entire industries’ has put a great deal of effort into
branding itself as a green, sustainable company. On
their website, they have an entire section named “Let's Build a Smarter Planet”
where they explore how their technology is actively improving our ecosystem and
environment
(https://www.ibm.com/ibm/environment/)
4.IBM's business model
and replace with one of your own that you would think
ANSWER :-
IBM Founded in the year 1911,
It is multinational IT Company based in America. The business model
of IBM or international Business Machines Corporation revolves around
Cloud computing, Artificial intelligence, Computer hardware, and Computer software
business model is based around providing software that allows large corporations
to connect their disparate software system and improve their IT performance.
The IBM has been providing a lot of
services of the clients which make it reliable and dependable at the same
time. ever since its existence the company has been widely adopted
in difference countries and has about 175 countries different branches all over
the world.
There are also about 400,000 employees
which are currently working in the company.
IBM is dedicated to innovate and develop in
the fields of mainframe, nanotechnology, personal computers to digital data
management, virtualization and cloud services.
Hence the company’s value
propositions also revolves around these factors. Key parts of IBM’s value
proposition are-
Software
to Connect Applications
Hardware
to deliver specialized business solutions
Services
to assist companies to deliver IT more efficiently
Artificial
Intelligence
Channelization of IBM
business model occurs through direct sales and advertising.also it involved
in targeting large corporations as their customer segments.
Key Activities of IBM Business Model are
- Research and Developments
-Operations
The IBM Company is also using such services
such as strategic outsourcing, integrated technology, support, Cloud, and other
services as well.IBM is also offering some of the services to the people who
need some software assistance as well. There are some operating systems which
are provided to the people along with middleware in the best way.
Some of the other key software of IBM are
WebSphere
Rational
Information Management
Tivoli
Mobile
Social Workforce
link-https://www.marketing91.com/business-model/
5, answer-
IBM had suffered in so many problems at the mid of it's journey, there were so many companies compete with their activities but they're unsuccessful major problems that were developing during the 1970s and 1980s. The first major problem, which Cary had recognized as early as 1970, was that the mainframe computer market was starting to mature. Almost every large U.S. business company possessed a mainframe computer, as had most scientific and higher education institutions. IBM also had saturated then international market. As a result, IBM's rate of growth was falling even though its revenues were increasing, they were increasing at a decreasing rate. In the mature mainframe market, competition was increasing from companies that were trying to find ways to attract IBM's customers and share in the huge revenues in the mainframe computer market. Its major competitors at the time were Amdahl, Honeywell, Burroughs, Univac, NCR, and Control Data.Many of these companies began offering IBM's customers mainframe systems at a lower cost than expensive IBM systems. Initialy, IBM faced competition only from companies selling IBM-compatiblep peripheral equipment such as disk drives, storages devices and printers at lower prices than IBM's products,then the nature of competition was changing IBM's decided to competitors began selling cheaper and slowly IBM balance thier market
Cultivable Command Area (CCA): The area which can be irrigated from a scheme and is fit for cultivation. Cultivable area: It consists of net area sown, current fallow, fallow lands, other lands, current fallow, culturable waste and land under miscellaneous tree crops.
Gross command area (GCA): The total area lying between drainage boundaries which can be commanded or irrigated by a canal system. G.C.A = C.C.A + unculturable area
Differential Calculus-1: Review of elementary differential calculus, Polar curves - angle between the radius vector and tangent, angle between two curves, pedal equation. Curvature and radius of curvature- Cartesian and polar forms; Centre and circle of curvature (All without proof-formulae only)
-applications to evolutes and involutes.
Module 2
Differential Calculus-2: Taylors and
Maclaurins series expansions for one
variable (statements only), indeterminate
forms- LHospitals rule. Partial
differentiation; Total derivatives-
differentiation of composite functions.
Maxima and minima for a function of two
variables; Method of Lagrange multipliers
with one subsidiary condition. Applications of maxima and minima with illustrative examples. Jacobians-simple problems.
Module 3
Integral Calculus: Review of elementary
integral calculus.Multiple integrals:
Evaluation of double and triple integrals.
Evaluation of double integrals- change of
order of integration and changing into polar coordinates.
Applications to find area volume and centre of gravityBeta and Gamma functions: Definitions, Relation between beta and gamma functions and simple problems.
Module 4
Ordinary differential equations (ODEs) of first order:Exact and reducible to exact
differential equations. BernoullisS
equation.Applications of ODEs-orthogonal
rajectories, Newtons law of cooling and L-R circuits. Nonlinear differential equations:
Introduction to general and singular
solutions, Solvable for p only, Clairauts and
reducible to Clairauts equations only.
Module 5
Linear Algebra: Rank of a matrix-echelon
form. Solution of system of linear equations consistency. Gauss-elimination method, Gauss-Jordan method and Approximate solution by Gauss-Seidel method. Eigen values and eigenvectors-Rayleighs power method. Diagonalization of a square matrix of order two.
2. 2nd SEM ,
1.ADVANCE CALCULUS & DIFFERENTIATn
(M2)
Module 1
Vector Calculus:-Vector Differentiation
Scalar and vector fields. Gradient, directional derivative, curl and divergence-physical
interpretation; solenoidal and irrotational
vector fields- Illustrative problems.Vector
Integration: Line integrals, Theorems of
Green, Gauss and Stokes (without proof).
Applications to work done by a force and
flux.
Module 2
Differential Equations of higher order:
Second order linear ODE's with constant
coefficients-Inverse ditfferential operators,
method of variation of parameters; Cauchy's and Legendre homogeneous equations.Applications to oscillations of a spring and L-C-R circuits.
Module 3
Partial Differential Equations(PDE's):
Formation of PDE's by elimination of arbitrary constants and functions. Solution of non- homogeneous PDE by direct integration.Homogeneous PDEs involving derivative with respect to one independent variable only. Solution of Lagrange's linear PDE. Derivation of one dimensional heat and wave equations and solutions by the method of separation of variables.
Module 4
Infinite Series:- Series of positive terms-
convergence and divergence. Cauchy's root test and D'Alembert's ratio test(without proof)- Illustrative examples
.Power Series solutions:- Series solution of Bessel's
differential equation leading to Jn(x)-
Bessel's function of first kind-orthogonality. Series solution of Legendre's differential equation leading to Pw/xJ-Legendre polynomials. Rodrigue's formula (without proof), problems.
Module 5
Numerical Methods:Finite differences.
Interpolation/extrapolation using Newton's
orward and backward difference formulae,
Newton's divided difference and Lagrange's formulae (All formulae without proof). Solution of polynomial and transcendental equations - Newton-Raphson and Regula- Falsi methods( only formulae)- Illustrative examples.Numerical integration: Simpson's (1/3)ri and (3/8)111 rules, Weddle's rule (without proof) -Problems
3. 3rd SEM ,
*SUBJECTS
i) Engg M-3
ii) SOM
iii) FM
iv) Basic survey
v)BMC
i)
ENGG MATHEMATICS-3
Module-1
Periodic functions, Dirichlet’s condition, Fourier Series of periodic functions with period 2π and with arbitrary period 2c. Fourier series of even and odd functions. Half range Fourier Series, practical harmonic analysis-Illustrative examples from engineering field.
Module-2
Fourier Transforms:Infinite Fourier transforms, Fourier sine and cosine transforms. Inverse Fourier transform.
Z-transform:Difference equations, basic definition, z-transform-definition, Standard z-transforms, Damping rule, Shifting rule, Initial value and final value theorems (without proof) and problems, Inverse z-transform. Applications of z-transforms to solve difference equations.
Module-3
Statistical Methods: Review of measures of central tendency and dispersion. Correlation-Karl Pearson’s coefficient of correlation-problems. Regression analysis- lines of regression (without proof) –problems.
CurveFitting: Curve fitting by the method of least squares- fitting of the curves of the form, y = ax
+ b, y = ax2 + bx + c and y = aebx.
NumericalMethods: Numerical solution of algebraic and transcendental equations by Regula- Falsi Methodand Newton-Raphson method.
Module-4
Finite differences: Forward and backward differences, Newton’s forward and backward interpolation formulae. Divided differences- Newton’s divided difference formula. Lagrange’s interpolation formula and inverse interpolation formula (all formulae without proof)-Problems.
Vector integration: Line integrals-definition and problems, surface and volume integrals-definition, Green’s theorem in a plane, Stokes and Gauss-divergence theorem(without proof) and problems.
Calculus of Variations: Variation of function and Functional, variational problems. Euler’se equation Geodesics, hanging chain, problems.
ii)
Module-1
Simple Stresses and Strain:Introduction, Definition and concept and of stress and strain. Hooke’s law, Stress-Strain diagrams for ferrous and non-ferrous materials, factor of safety, Elongation of tapering bars of circular and rectangular cross sections, Elongation due to self weight. Saint Venant’s principle, Compound bars, Temperature stresses, Compound section subjected to temperature stresses, state of simple shear, Elastic constants and their relationship.
Module-2
Compound Stresses: Introduction, state of stress at a point, General two dimensional stress system, Principal stresses and principal planes. Mohr’s circle of stresses
Thin and Thick Cylinders: Introduction, Thin cylinders subjected to internal pressure; Hoop stresses, Longitudinal stress and change in volume. Thick cylinders subjected to both internal and external pressure; Lame’s equation, radial and hoop stress distribution.
Module-3
Shear Force and Bending Moment in Beams: Introduction to types of beams, supports and loadings. Definition of bending moment and shear force, Sign conventions, relationship between load intensity, bending moment and shear force. Shear force and bending moment diagrams for statically determinate beams subjected to points load, uniformly distributed loads, uniformly varying loads, couple and their combinations.
Module-4
Torsion in Circular Shaft: Introduction, pure torsion, Assumptions, derivation of torsion equation for circular shafts, torsional rigidity and polar modulus Power transmitted by a shaft, combined bending and torsion.
Theories of Failure: Introduction, maximum principal stress theory (Rankine’s theory), Maximum shearing stress theory (Tresca’s theory), Strain energy theory (Beltrami and Haigh), and maximum strain theory (St. Venant’s theory).
Module-5
Bending and Shear Stresses in Beams: Introduction, pure bending theory, Assumptions, derivation of bending equation, modulus of rupture, section modulus, flexural rigidity. Expression for transverse shear stress in beams, Bending and shear stress distribution diagrams for circular, rectangular, ‘I’, and ‘T’ sections. Shear centre(only concept)
Columns and Struts: Introduction, short and long columns. Euler’s theory; Assumptions, Derivation for Euler’s Buckling load for different end conditions, Limitations of Euler’s theory. Rankine-Gordon’s formula for columns.
iii)
Module-1
Fluids & Their Properties: Concept of fluid, Systems of units. Properties of fluid; Mass density, Specific weight, Specific gravity, Specific volume, Viscosity, Cohesion, Adhesion, Surface tension& Capillarity. Fluid as a continuum, Newton’s law of viscosity (theory & problems).Capillary rise in a vertical tube and between two plane surfaces (theory & problems). Vapor pressure of liquid, compressibility and bulk modulus, capillarity, surface tension, pressure inside a water droplet, pressure inside a soap bubble and liquid jet. Numerical problems
Fluid Pressure and Its Measurements: Definition of pressure, Pressure at a point, Pascal’s law, Variation of pressure with depth. Types of pressure. Measurement of pressure using simple, differential & inclined manometers (theory & problems). Introduction to Mechanical and electronic pressure measuring devices.
Module-2
Hydrostatic forces on Surfaces: Definition, Total pressure, centre of pressure, total pressure on horizontal, vertical and inclined plane surface, total pressure on curved surfaces, water pressure on gravity dams, Lock gates. Numerical Problems. Fundamentals of fluid flow (Kinematics): Introduction. Methods of describing fluid motion. Velocity and Total acceleration of a fluid particle. Types of fluid flow, Description of flow pattern. Basic principles of fluid flow, three-dimensional continuity equation in Cartesian coordinate system. Derivation for Rotational and irroational motion. Potential function, stream function, orthogonality of streamlines and equipotential lines. Numerical problems on Stream function and velocity potential. Introduction to flow net.
Module-3
Fluid Dynamics: Introduction. Forces acting on fluid in motion. Euler’s equation of motion along a streamline and Bernoulli’s equation. Assumptions and limitations of Bernoulli’s equation. Modified Bernoulli’s equation. Problems on applications of Bernoulli’s equation (with and without losses). Vortex motion; forced vortex, free vortex, problems Momentum equation problems on pipe bends. Applications: Introduction. Venturimeter, Orificemeter, Pitot tube. Numerical Problems
Module-4
Orificeand Mouthpiece: Introduction, classification, flow through orifice, hydraulic coefficients, Numerical problems. Mouthpiece, classification, Borda’s Mouthpiece (No problems).
Notches and Weirs: Introduction. Classification, discharge over rectangular, triangular, trapezoidal notches, Cippoletti notch, broad crested weirs. Numerical problems. Ventilation of weirs, submerged weirs.
MODULE-5
Flow through Pipes: Introduction. Major and minor losses in pipe flow. Darcy- Weisbach equation for head loss due to friction in a pipe. Pipes in series, pipes in parallel, equivalent pipe-problems. Minor losses in pipe flow, equation for head loss due to sudden expansion. Numerical problems. Hydraulic gradient line, energy gradient line. Pipe Networks, Hardy Cross method, Numerical problems.
Surge Analysis in Pipes: Water hammer in pipes, equations for pressure rise due to gradual valve closure and sudden closure for rigid and elastic pipes. Problems
iv
Module-1
Introduction: Definition of surveying, Objectives and importance of surveying. Classification of surveys. Principles of surveying. Units of measurements, Surveying measurements and errors, types of errors, precision and accuracy. Classification of maps, map scale, conventional symbols, topographic maps, map layout, Survey of India Map numbering systems.
Measurement of Horizontal Distances: Measuring tape and types. Measurement using tapes, Taping on level ground and sloping ground. Errors and corrections in tape measurements, ranging of lines, direct and indirect methods of ranging, Electronic distance measurement, basic principle. Booking of tape survey work, Field book, entries, Conventional symbols, Obstacles in tape survey, Numerical problems.M
Module-2
Directions and Angles: Compass survey: Basic definitions; meridians, bearings, magnetic and True bearings. Prismatic and surveyor’s compasses, temporary adjustments, declination. Quadrantal bearings, whole circle bearings, local attraction and related problems
Theodolite Survey and Instrument Adjustment: Theodolite and types, Fundamental axes and parts of Transit theodolite, uses of theodolite, Temporary adjustments of transit theodolite, measurement of horizontal and vertical angles, step by step procedure for obtaining permanent adjustment of Transit theodolite
Module-3
Traversing: Traverse Survey and Computations: Latitudes and departures, rectangular coordinates, Traverse adjustments, Bowditch rule and transit rule, Numerical Problems
Tacheometry: basic principle, types of tacheometry, distance equation for horizontal and inclined line of sight in fixed hair method, problems
Module-4 Leveling10hours
Leveling: Basic terms and definitions, Methods of leveling, Dumpy level, auto level, digital and laser levels. Curvature and refraction corrections. Booking and reduction of levels. Differential leveling, profile leveling, fly leveling, check leveling, reciprocal leveling, trigonometric leveling (heights and distances-single plane and double plane methods.)
Module-5 Areasand Volumes10 hours
Areas and Volumes: Measurement of area – by dividing the area into geometrical figures, area from offsets, mid ordinate rule, trapezoidal and Simpson’s one third rule, area from co-ordinates, introduction to planimeter, digital planimeter. Measurement of volumes- rapezoidal and prismoidal formula.
Contouring: Contours, Methods of contouring, Interpolation of contours, contour gradient, characteristics of contours and uses.
v).
BUILDING MATERIALS & CONSTRUCTION
Module-1
Building Materials: Stone as building material; Requirement of good building stones, Dressing of stones, Deterioration and Preservation of stone work. Bricks; Classification, Manufacturing of clay bricks, Requirement of good bricks. Field and laboratory tests on bricks; compressive strength, water absorption, efflorescence, dimension and warpage. Cement Concrete blocks, Stabilized Mud Blocks, Sizes, requirement of good blocks.
Mortar: types and requirements. Timber as construction material Fine aggregate: Natural and manufactured: Sieve analysis, zoning, specify gravity, bulking, moisture content, deleterious materials. Coarse aggregate: Natural and manufactured: Importance of size, shape and texture. Grading of aggregates, Sieve analysis, specific gravity, Flakiness and elongation index, crushing, impact and abrasion tests.
Module-2
Foundation: Preliminary investigation of soil, safe bearing capacity of soil, Function and requirements of good foundation , types of foundation , introduction to spread, combined , strap, mat and pile foundation.
Masonry: Definition and terms used in masonry. Brick masonry, characteristics and requirements of good brick masonry, Bonds in brick work, Header, Stretcher, English, Flemish bond, Stone masonry, Requirements of good stone masonry, Classification, characteristics of different stone masonry, Joints in stone masonry. Types of walls; load bearing, partition walls, cavity walls
Module-3
Lintels and Arches: Definition, function and classification of lintels, Balconies, chejja and canopy. Arches; Elements and Stability of an Arch.
Floors and roofs: Floors; Requirement of good floor, Components of ground floor, Selection of flooring material, Laying of Concrete, Mosaic, Marble, Granite, Tile flooring, Cladding of tiles. Roof;-Requirement of good roof, Types of roof, Elements of a pitched roof, Trussed roof, King post Truss, Queen Post Truss, Steel Truss, Different roofing materials, R.C.C. Roof.
Module-4
Doors, Windows and Ventilators: Location of doors and windows, technical terms, Materials for doors and windows, Paneled door, Flush door, Collapsible door, Rolling shutter, PVC Door, Paneled and glazed Window, Bay Window, French window. Ventilators. Sizes as per IS recommendations
Stairs: Definitions, technical terms and types of stairs, Requirements of good stairs. Geometrical design of RCC doglegged and open-well stairs.
Formwork: Introduction to form work, scaffolding, shoring, under pinning.
Module-5
Plastering and Pointing : purpose, materials and methods of plastering and pointing, defects in plastering-Stucco plastering, lathe plastering
Damp proofing- causes, effects and methods.
Paints- Purpose, types, ingredients and defects, Preparation and applications of paints to new and old plastered surfaces, wooden and steel surfaces.
4. 4th SEM ,
* SUBJECTS
i)ENGG MATHEMATICS-4
ii) ADS
III)HM
IV) GEOTECHNICAL ENGG (Soil mechanic)
I)
Module-1Numerical Methods10 hours
Numerical Methods: Numerical solution of ordinary differential equations of first order and first degree, Taylor’s series method, modified Euler’s method, Runge - Kutta method of fourth order.Milne’s and Adams-Bashforth predictor and corrector methods (No derivations of formulae).
Module-2Numerical Methods & Special Functions10 hours
Numerical Methods: Numerical solution of second order ordinary differential equations, Runge-Kutta method and Milne’s method
.Special Functions: Series solution-Frobenious method. Series solution of Bessel’s differential equation leading to Jn(x)-Bessel’s function of first kind. Basic properties and orthogonality. Series solution of Legendre’s differential equation leading to Pn(x)-Legendre polynomials. Rodrigue’sformula, problems
Module-3Complex Variables10 hours
Complex Variables: Review of a function of a complex variable, limits, continuity, differentiability. Analytic functions-Cauchy-Riemann equations in cartesian and polar forms. Properties and construction of analytic functions. Complex line integrals-Cauchy’s theorem and Cauchy’s integral formula, Residue, poles, Cauchy’s Residue theorem ( without proof) and problems.Transformations: Conformal transformations, discussion of transformations: w=z2, w=e2, w=z+(1/z)(z≠0) and bilinear transformations-problems
Module-4Probability Distributions10 hours
Probability Distributions: Random variables (discrete and continuous), probability mass/density functions. Binomial distribution, Poisson distribution. Exponential and normal distributions, problems.Joint probability distribution: Joint Probability distribution for two discrete random variables, expectation, covariance, correlation coefficient.
Module-5Sampling Theory10 hours
Sampling Theory: Sampling, Sampling distributions, standard error, test of hypothesis for means and proportions, confidence limits for means, student’s t-distribution, Chi-square distribution as a test of goodness of fit.Stochastic process:Stochastic processes, probability vector, stochastic matrices, fixed points, regular stochastic matrices, Markov chains, higher transition probability simple problems.
iI)
Module-1
Trusses:Structural forms, Conditions of equilibrium, Compatibility conditions, Degree of freedom, Linear and non linear analysis, Static and kinematic indeterminacies of structural systems, Types of trusses, Assumptions in analysis, Analysis of determinate trusses by method of joints and method of sections.
MODULE-2
Deflection of Beams:Definition of slope, Deflection and curvature, Sign conventions, Derivation of moment-curvature equation. Double integration method and Macaulay’s method: Slope and deflection for standard loading cases and for determinate prismatic beams subjected to point loads, UDL, UVL and couple.
Moment area method: Derivation, Mohr’s theorems, Sign conventions, Application of moment area method for determinate prismatic beams, Beams of varying section, Use of moment diagram by parts.
Conjugate beam method: Real beam and conjugate beam, conjugate beam theorems, Application of conjugate beam method of determinate beams of variable cross sections.
MODULE-3
Energy Principles and Energy Theorems:Principle of virtual displacements, Principle of virtual forces, Strain energy and complimentary energy, Strain energy due to axial force, bending, shear and torsion, Deflection of determinate beams and trusses using total strain energy, Deflection at the point of application of single load, Castigliano’s theorems and its application to estimate the deflections of trusses, bent frames, Special applications-Dummy unit load method.
MODULE-4
Arches and Cable Structures:Three hinged parabolic arches with supports at the same and different levels. Determination of normal thrust, radial shear and bending moment. Analysis of cables under point loads and UDL. Length of cables for supports at same and at different levels- Stiffening trusses for suspension cables.
MODULE-5
Influence Lines and Moving Loads:Concepts of influence lines-ILD for reactions, SF and BM for determinate beams-ILD for axial forces in determinate trusses-Reactions, BM and SF in determinate beams using rolling loads concepts.
III)
MODULE-1
Dimensional analysis:Dimensional analysis and similitude: Dimensional homogeneity, Non Dimensional parameter, Rayleigh methods and Buckingham ð theorem, dimensional analysis, choice of variables, examples on various applications.
Model analysis:Model analysis, similitude, types of similarities, force ratios, similarity laws, model classification, Reynolds model, Froude’s model, Euler’s Model, Webber’s model, Mach model, scale effects, Distorted models. Numerical problems on Reynold’s, and Froude’s Model
Buoyancy and Flotation:Buoyancy, Force and Centre of Buoyancy, Metacentre and Metacentric height, Stability of submerged and floating bodies, Determination of Metacentric height, Experimental and theoretical method, Numerical problems.
Module-2
Open Channel Flow Hydraulics:Uniform Flow: Introduction, Classification of flow through channels, Chezy’s and Manning’s equation for flow through open channel, Most economical channel sections, Uniform flow through Open channels, Numerical Problems. Specific Energy and Specific energy curve, Critical flow and corresponding critical parameters, Metering flumes, Numerical Problems.
MODULE-3
Non-Uniform Flow:Hydraulic Jump, Expressions for conjugate depths and Energy loss, Numerical Problems Gradually varied flow, Equation, Back water curve and afflux, Description of water curves or profiles, Mild, steep, critical, horizontal and adverse slope profiles, Numerical problems, Control sections.
MODULE-4
Hydraulic Machines:Introduction, Impulse-Momentum equation. Direct impact of ajet on a stationary and moving curved vanes, Introduction to concept of velocity triangles, impact of jet on a series of curved vanes- Problems
Turbines – Impulse Turbines:Introduction to turbines, General lay out of a hydroelectric plant, Heads and Efficiencies, classification of turbines. Pelton wheelcomponents, working principle and velocity triangles. Maximum power, efficiency, working proportions – Numerical problems
MODULE-5
Reaction Turbines and Pumps:Radial flow reaction turbines: (i) Francis turbine Descriptions, working proportions and design, Numerical problems. (ii) Kaplan turbine- Descriptions, working proportions and design, Numerical problems. Draft tube theory and unit quantities. (No problems)
Centrifugal pumps: Components and Working of centrifugal pumps, Types of centrifugal pumps, Work done by the impeller, Heads and Efficiencies, Minimum starting speed of centrifugal pump, Numerical problems, Multi-stage pumps.
iv)
SOIL MECHANICS
MODULE-1
Introduction:Introduction, origin and formation of soil, Phase Diagram, phase relationships, definitions and their inter relationships. Determination of Index properties-Specific gravity, water content, in-situ density and particle size analysis (sieve and sedimentation analysis) Atterberg’s Limits, consistency indices, relative density, activity of clay, Plasticity chart, unified and BIS soil classification.
MODULE-2
Soil Structure and Clay Mineralogy:Single grained, honey combed, flocculent and dispersed structures, Valence bonds, Soil-Water system, Electrical diffuse double layer, adsorbed water, base-exchange capacity, Isomorphous substitution. Common clay minerals in soil and their structures- Kaolinite, Illite and ontmorillonite and their application in Engineering
Compaction of Soils:Definition, Principle of compaction, Standard and Modified proctor’s compaction tests, factors affecting compaction, effect of compaction on soil properties, Field compaction control - compactive effort & method of compaction, lift thickness and number of passes, Proctor’s needle, Compacting equipments and their suitability.
MODULE-3
Flow through Soils:Darcy’s law- assumption and validity, coefficient of permeability and its determination (laboratory and field), factors affecting permeability, permeability of stratified soils, Seepage velocity, superficial velocity and coefficient of percolation, Capillary Phenomena
Seepage Analysis:Laplace equation, assumptions, limitations and its derivation. Flow nets- characteristics and applications. Flow nets for sheet piles a nd below the dam section. Unconfined flow, phreatic line (Casagrande’s method –with and without toe filter), flow through dams, design of dam filters.
Effective Stress Analysis:Geostatic stresses, Effective stress concept-total stress, effective stress and Neutral stress and impact of the effective stress in construction of structures, quick sand phenomena
MODULE-4
Consolidation of Soil:Definition, Mass-spring analogy, Terzaghi’s one dimensional consolidation theory - assumption and limitations. Derivation of Governing differential Equation Preconsolidation pressure and its determination by Casagrande’s method. Over consolidation ratio, normally consolidated, under consolidated and over consolidated soils. Consolidation characteristics of soil (Cc, av, mv and Cv. Laboratory one dimensional consolidation test, characteristics of e-log(σ) curve, Determination of consolidation characteristics of soils compression index and coefficient of consolidation (square root of time fitting method, logarithmic time fitting method). Primary and secondary consolidation.
MODULE-5
Shear Strength of Soil:Concept of shear strength, Mohr–Coulomb Failure Criterion, Modified Mohr–Coulomb Criterion Concept of pore pressure, Total and effective shear strength parameters, factors affecting shear strength of soils. Thixotrophy and sensitivity, Measurement of shear strength parameters - Direct shear test, unconfined compression test, triaxial compression test and field Vane shear test, Test under different drainage conditions. Total and effective stress paths.
5. 5th SEM ,
*SUBJECTS
I) Rcc structure
II)AIS
III)RHT&A
IV)air pollution control
V) geotechnical engg ( foundation engg)
I)
MODULE-1
Introduction to Limit State Design and Serviceability:Introduction to working stress method, Difference between Working stress and Limit State Method of design, Modular Ratio and Factor of Safety.
Philosophy and principle of limit state design with assumptions. Partial Safety factors, Characteristic load and strength. Stress block parameters, concept of balanced section, under reinforced and over reinforced section.
Limiting deflection, short term deflection, long term deflection, Calculation of deflection of singly reinforced beam only. Cracking in reinforced concrete members, calculation of crack width of singly reinforced beam. Side face reinforcement, slender limits of beams for stability.
MODULE-2
Limit State Analysis of Beams:Analysis of singly reinforced, doubly reinforced and flanged beams for flexure and shear
MODULE-3
Limit State Design of Beams:Design of singly and doubly reinforced beams, Design of flanged beams for shear, design for combined bending and torsion as per IS-456
MODULE-4
Limit State Design of Slabs and Stairs:Introduction to one way and two way slabs, Design of cantilever, simply supported and one way continuous slab. Design of two way slabs for different boundary conditions. Design of dog legged and open well staircases. Importance of bond, anchorage length and lap length.
MODULE-5
Limit State Deign of Columns and Footings:Analysis and design of short axially loaded RC column. Design of columns with uniaxial and biaxial moments, Design concepts of the footings. Design of Rectangular and square column footings with axial load and also for axial load & moment
II)
MODULE-1
Slope Deflection Method:Introduction, sign convention, development of slope deflection equation, analysis of continuous beams including settlements, Analysis of orthogonal rigid plane frames including sway frames with kinematic indeterminacy≤3
MODULE-2
Moment Distribution Method:Introduction, Definition of terms, Development of method, Analysis of continuous beams with support yielding, Analysis of 08 Hours orthogonal rigid plane frames including sway frames with kinematic indeterminacy ≤3
MODULE-3
Kani’s Method:Introduction, Concept, Relationships between bending moment and deformations, Analysis of continuous beams with and without settlements, Analysis of frames with and without sway
MODULE-4
Matrix Method of Analysis
( Flexibility Method):Introduction, Axes and coordinates, Flexibility matrix, Analysis of continuous beams and plane trusses using system approach, Analysis of simple orthogonal rigid frames using system approach with static indeterminacy ≤3
MODULE-5
Matrix Method of Analysis
(Stiffness Method):Introduction, Stiffness matrix, Analysis of continuous beams and plane trusses using system approach, Analysis of simple orthogonal rigid frames using system approach with kinematic indeterminacy ≤3
III)
MODULE-1
Railway Planning:Significance of Road, Rail, Air and Water transports – Coordination of all modes to achieve sustainability – Elements of permanent way – Rails, Sleepers, Ballast, rail fixtures and fastenings, – Track Stress, coning of wheels, creep in rails, defects in rails – Route alignment surveys, conventional and modern methods- – Soil suitability analysis – Geometric design of railways, gradient, super elevation, widening of gauge on curves- Points and Crossings
MODULE-2
Railway Construction and Maintenance:Earthwork – Stabilization of track on poor soil, Calculation of Materials required for track laying – Construction and maintenance of tracks – Modern methods of construct ion & maintenance – Railway stations and yards and passenger amenities- Urban rail – Infrastructure for Metro, Mono and underground railways.
MODULE-3
Harbour and Tunnel Engineering:Definition of Basic Terms: Planning and Design of Harbours: Requirements, Classification, Location and Design Principles – Harbour Layout and Terminal Facilities , Coastal Structures, Inland Water Transport – Wave action on Coastal Structures and Coastal Protection Works.
Tunneling: Introduction, size and shape of the tunnel, tunneling methods in soils, tunnel lining, tunnel drainage and ventilation.
MODULE-4
Airport Planning:Air transport characteristics, airport classification, air port planning: objectives, components, layout characteristics, and socioeconomic characteristics of the catchment area, criteria for airport site selection and ICAO stipulations, typical airport layouts, Parking and circulation area.
MODULE-5
Airport Design:Runway Design: Orientation, Wind Rose Diagram, Runway length, Problems on basic and Actual Length, Geometric design of runways, Configuration and Pavement Design Principles, Elements of Taxiway Design, Airport Zones, Passenger Facilities and Services, Runway and Taxiway Markings and lighting.
IV)
air pollution and control (5sem)
MODULE-1
Introduction:Definition, Sources, classification and characterization of air pollutants. Effects of air pollution on health, vegetation & materials. Types of inversion, photochemical smog.
MODULE-2
Meteorology:Temperature lapse rate & stability, wind velocity & turbulence, plume behavior, measurement of meteorological variables, wind rose diagrams, Plume Rise, estimation of effective stack height and mixing depths. Development of air quality models-Gaussian dispersion model
MODULE-3
Sampling:Sampling of particulate and gaseous pollutants (Stack, Ambient & indoor air pollution), Monitoring and analysis of air pollutants (PM2.5, PM10, SOX, NOX, CO, NH3)
MODULE-4
Control Techniques:Particulate matter and gaseous pollutants- settling chambers, cyclone separators, scrubbers, filters & ESP.
MODULE-5
Air pollution due to automobiles, standards and control methods. Noise pollution causes, effects and control, noise standards. Environmental issues, global episodes, laws, acts, protocols.
V)
MODULE-1
Soil Exploration:Introduction, Objectives and Importance, Stages and Methods of exploration- Test pits, Borings, Geophysical methods, stabilization of boreholes, Sampling techniques, Undisturbed, disturbed and representative samples, Geophysical exploration and Bore hole log. Drainage and Dewatering methods, estimation of depth of GWT (Hvorslev’s method).
MODULE-2
Stress in Soils:Introduction, Boussinesq’s and Westergaard’s theory concentrated load, circular and rectangular load, equivalent point load method, pressure distribution diagrams and contact pressure, Newmark’s chart Foundation Settlement - Approximate method for stress distribution on a horizontal plane, Types of settlements and importance, Computation of immediate and consolidation settlement
MODULE-3
Lateral Earth Pressure:Active, Passive and earth pressure at rest, Rankine’s theory for cohesionless and cohesive soils, Coulomb’s theory, Rebhann’s and Culmann’s graphical construction.
Stability of Slopes :Assumptions, infinite and finite slopes, factor of safety, use of Taylor’s stability charts, Swedish slip circle method for C and C-ø (Method of slices) soils, Fellineous method for critical slip circle
MODULE-4
Bearing Capacity of Shallow Foundation:Types of foundations, 10 Hours determination of bearing capacity by Terzaghi’s and BIS method (IS: 6403), Effect of water table and eccentricity, field methods - plate load test and SPT Proportioning of shallow foundations- isolated and combined footings (only two columns)
MODULE-5
Pile Foundations:Types and classification of piles, single loaded pile capacity in cohesionless and cohesive soils by static formula, efficiency of file group, group capacity of piles in cohesionless and cohesive soils, negative skin friction, pile load tests, Settlement of piles, under reamed piles (only introductory concepts – no derivation)
6. 6th SEM,
*SUBJECTS
I) DSSE
II)HWE
III)
IV)
I)
MODULE-1
Introduction:Advantages and Disadvantages of Steel Structures, Limit state method Limit State of Strength, Structural Stability, Serviceability Limit states, Failure Criteria of steel, Design Consideration, Loading and load combinations, IS code provisions, Specification and Section classification.
Plastic Behaviour of Structural Steel:Introduction, Plastic theory, Plastic Hinge Concept, Plastic collapse load, load factor, Shape factor, Theorem of plastic collapse, Methods of Plastic analysis, Plastic analysis of Continuous Beams.
MODULE-2
Bolted Connections:Introduction, Types of Bolts, Behaviour of bolted joints, Design of High Strength friction Grip(HSFG) bolts, Design of Simple bolted Connections (Lap and Butt joints)
Welded Connections:Introduction, Types and properties of welds, Effective areas of welds, Weld Defects, Simple welded joints for truss member, Advantages and Disadvantages of Bolted and Welded Connections.
MODULE-3
Design of Compression Members:Introduction, Failure modes, Behaviour of compression members, Sections used for compression members, Effective length of compression members, Design of compression members and built up Compression members, Design of Laced and Battened Systems.
MODULE-4
Design of Tension Members:Introduction, Types of Tension members, Slenderness ratio, Modes of Failure, Factors affecting the strength of tension members, Design of Tension members and Lug angles, Splices, Gussets.
Design of Column Bases:Design of Simple Slab Base and Gusseted Base.
MODULE-5
Design of Beams:Introduction, Beam types, Lateral Stability of beams, factors affecting lateral stability, Behaviour of Beams in Bending, Design strength of laterally supported beams in Bending, Design of Laterally unsupported Beams [No Numerical Problems], Shear Strength of Steel Beams. Beam to Beam Connections, Beam to Column Connection and Column Splices [No Numerical Problems]
II)
MODULE-1
Principles of Transportation Engineering:Importance of transportation, Different modes of transportation and comparison, Characteristics of road transport Jayakar committee recommendations, and implementation – Central Road Fund, Indian Roads Congress, Central Road Research Institute
Highway Development and Planning:Road types and classification, road patterns, planning surveys, master plan – saturation system of road planning, phasing road development in India, problems on best alignment among alternate proposals Salient Features of 3rd and 4thtwenty year road development plans and Policies, Present scenario of road development in India (NHDP & PMGSY) and in Karnataka (KSHIP & KRDCL) Road development plan - vision 2021.
MODULE-2
Highway Alignment and Surveys:Ideal Alignment, Factors affecting the alignment, Engineering surveys-Map study, Reconnaissance, Preliminary and Final location & detailed survey, Reports and drawings for new and re-aligned projects
Highway Geometric Design:Cross sectional elements–width, surface, camber, Sight distances–SSD, OSD, ISD, HSD, Design of horizontal and vertical alignment–curves, super-elevation, widening, gradients, summit and valley curves
MODULE-3
Pavement Materials:Subgrade soil - desirable properties-HRB soil classificationdetermination of CBR and modulus of subgrade reaction with Problems Aggregates- Desirable properties and tests, Bituminous materials-Explanation on Tar, bitumen, cutback and emulsion-tests on bituminous material
Pavement Design:Pavement types, component parts of flexible and rigid pavements and their functions, ESWL and its determination (Graphical method only)-Examples
MODULE-4
Pavement Construction:Design of soil aggregate mixes by Rothfuch’s method. Uses and properties of bituminous mixes and cement concrete in pavement construction. Earthwork; cutting and Filling, Preparation of subgrade, Specification and construction of i) Granular Sub base, ii) WBM Base, iii) WMM base, iv) Bituminous Macadam, v) Dense Bituminous Macadam vi) Bituminous Concrete, vii) Dry Lean Concrete sub base and PQC viii) concrete roads
MODULE-5
Highway Drainage:Significance and requirements, Surface drainage system and design-Examples, sub surface drainage system, design of filter materials, Types of cross drainage structures, their choice and location
Highway Economics:Highway user benefits, VOC using charts only-Examples, Economic analysis - annual cost method-Benefit Cost Ratio method-NPV-IRR methods- Examples, Highway financing-BOT-BOOT concepts
7. 7th SEM,
I) MUNICIPAL & INDUSTRIAL WASTE WATER
II) HYDROLOGY & IRRIGATION ENGG
III) DSS & RCC
I)
Module-1
Introduction10 hours
Introduction, need for sanitation, methods of sewage disposal, types of sewerage systems, dry weather flow, wet weather flow, factors effecting dry and wet weather flow on design of sewerage system, estimation of storm flow, time of concentration flow, material of sewers, shape of sewers, laying and testing of sewers, ventilation of sewers. low-cost waste treatment; oxidation pond, septic tank, Sewer appurtenances, manholes, catch basins, basic principles of house drainage, typical layout plan showing house drainage connections,
Module-2Design of sewers10 hours
Design of sewers, hydraulic formula for velocity, effects of variation on velocity, regime velocity, design of hydraulic elements for circular sewers for full flow and partial flow conditions, disposal of effluents by dilution, self purification phenomenon, oxygen sag curve, zones of purification, sewage farming, sewage sickness, numerical problems on disposal of effluents, Streeter-Phelps equation
Module-3Waste water characteristics10 hours
Waste water characteristics, sampling, significance and techniques, physical, chemical and biological characteristics, flow diagram for municipal waste water treatment, unit operations; screens, grit chambers, skimming tanks, equalization tanks
Suspended growth and fixed film bio process, design of trickling filters, activated sludge process, sequential batch reactors, moving bed bio reactors, sludge digesters
Module-4Difference between domestic and industrial waste water10 hours
Difference between domestic and industrial waste water, effect of effluent discharge on streams, methods of industrial waste water treatment; volume reduction, strength reduction, neutralization, equalisation and proportioning. Removal of organic, inorganic and colloidal solids, combined treatment methods; merits, demerits and feasibility, principles of discharge of raw, partially treated and completely treated wastes in to streams
Module-5Process flow chart Process flow chart, sources and characteristics of industrial waste water, treatment methods, reuse and recovery and disposal; cotton and textile industry, tanning industry, cane sugar and distilleries, dairy industry, steel and cement industry, paper and pulp industry, pharmaceutical and food processing industry.
II)
MODULE-1
Hydrology: Introduction, Importance of hydrology, Global and Indian water availability, Practical application of hydrology, Hydrologic cycle (Horton’s) qualitative and engineering representation.
Precipitation: Definition, Forms and types of precipitation, measurement of rain fall using Symon’s and Syphon type of rain gauges, optimum number of rain gauge stations, consistency of rainfall data (double mass curve method), computation of mean rainfall, estimation of missing data, presentation of precipitation data, moving average curve, mass curve, rainfall hyetographs.
Infiltration:Introduction, factors affecting infiltration capacity, measurement by double ring infiltrometer, Horton’s infiltration equation, infiltration indices.
MODULE-3
Module-3Runoff10 hours
Runoff:Definition, concept of catchment, factors affecting runoff, rainfall – runoff relationship using regression analysis.
Hydrographs:Definition, components of hydrograph, base flow separation, unit hydrograph, assumption, application and limitations, derivation from simple storm hydrographs, S curve and its computations, Conversion of UH of different durations
Module-4Irrigation10 hours
Irrigation:Definition. Benefits and ill effects of irrigation. System of irrigation: surface and ground water, flow irrigation, lift irrigation, Bandhara irrigation.
Water Requirements of Crops:Duty, delta and base period, relationship between them, factors affecting duty of water crops and crop seasons in India, irrigation efficiency, frequency of irrigation.
Module-5Canals10 hours
Canals:Types of canals. Alignment of canals. Definition of gross command area, cultural command area, intensity of irrigation, time factor, crop factor. Unlined and lined canals. Standard sections. Design of canals by Lacey's and Kennedy's method.
Reservoirs:Definition, investigation for reservoir site, storage zones determination of storage capacity using mass curves, economical height of dam.
III)
Module-1Footings25 hours
Footings: Design of rectangular slab type combined footing.
Retaining Walls: Design of cantilever Retaining wall and counter fort retaining wall.
Water Tanks: Design of circular water tanks resting on ground (Rigid and Flexible base). Design of rectangular water tanks resting on ground. As per IS: 3370 (Part IV) Design of portal frames with fixed and hinged based supports.
Module-2Roof Truss25 hours
Roof Truss: Design of roof truss for different cases of loading, forces in members to given.
Plate Girder: Design of welded plate girder with intermediate stiffener, bearing stiffener and necessary checks
Gantry Girder: Design of gantry girder with all necessary checks.
