Chronologically Ordered Theme Pages To Be Converted To Alphabetical Ordering

"Mechanical Engineering may be defined as being the application of mathematics to Science, with particular reference to the design and fabrication of all forms of machinery. Since engineering is the combined science and art of utilizing the forces and materials of nature, and since this utilization is accomplished in nearly all cases by machines, or by processes working through machines, it is evident that mechanical engineering is the basis of all art and industry."

"There are many good mechanical engineers; — there are also many good " businessmen ;"— but the two are rarely combined in one person."

"Mechanical Engineering may be defined as being the application of mathematics to Science, with particular reference to the design and fabrication of all forms of machinery. Since engineering is the combined science and art of utilizing the"

"Learning to practice mechanical engineering is a lifetime assignment. New problems are continually demanding new analyses, new measurements, and new experiments for their solution."

"Mechanical Engineering is that branch of engineering which broadly speaking covers the fields of heat, power, design of machinery, industrial management, and manufacturing problems."

"THEORY and practice principally distinguish science from arts, and accordingly most branches of knowledge pass under one or the other of these denominations; tho we must allow, that our ideas in this respect are not always sufficiently precise; for we are often at a loss in naming the branches of knowledge where speculation is joined with practice. There are rules for the operations of the mind, and others for those of the body; the latter being confined to external subjects, require no more than the assistance of the hand to perform them. Hence proceeds the distinction between the liberal and mechanic arts, and the preference given to the former, tho very unjustly in many respects. The mechanic arts depending upon manual operation, and confined to a certain beaten track, are assigned over to those whom prejudice places in a lower class: and necessity rather than taste and genius, compelling them to the exercise of these arts, the arts themselves in time became subject to contempt; whilst the free operations of the mind were claimed by others, who, because they were more exempt from indigence, possibly thought themselves more favoured by nature. But this assumed superiority of the liberal over the mechanic arts, from the former's employing only the attention of the mind, and from the difficulty of excelling therein, is sufficiently counter-balanced by the greater utility commonly arising from the latter."

"The work before us is a proof that the doctrine of mechanics is of the utmost importance to mankind in general, and to civil society in particular, which could hardly subsist without it. The author of this work is Mr. W. Emerson who is well known in the literary world, from several ingenious writings with which he has obliged the public; some of which have passed under our consideration since the commencement of the Review. In this treatise Mr. Emerson has laid down the fundamental principles both of theory and practice, and demonstrated most of them from the common elementary geometry, and the rest from the common rules of algebra; which is certainly the best method of rendering a treatise of this kind useful to the generality of readers, the fluxionary calculus being too difficult for them to understand. The work is divided into thirteen sections: the 1st. contains the general laws of motion. 2. The laws of gravity, the descent of heavy bodies, and the motion of projectiles. 3. The properties of the mechanical powers; the balance, the leaver, the wheel, the pulley, the screw, and the wedge. 4. The descent of bodies upon inclined planes, and in curve surfaces; and the motion of pendulums. 5. The center of gravity, and its properties. 6. The centers of percussion, oscillation, and gyration. 7. The quantity and direction of the pressure of beams of timber, by their weight; and the forces necessary to sustain them. 8. The strength of beams of timber in all positions; and their stress by any weight acting upon them, or by any forces applied to them. 9. The properties of fluids, the principles of hydrostatics, hydraulics, and pneumatics, 10. The resistance of fluids, their forces and actions upon bodies; the motions of ships, and the positions of their fails. 11. Methods of communicating, directing, and regulating any motion in the practice of mechanics. 12. The powers and properties of compound engines; of forces acting within the machines; and concerning friction. 13. The description of compound machines or engines, and the methods of computing their powers or forces; with some account as the advantages or disadvantages of their construction."

"The course of study includes the teaching of English, mathematics, mechanics, chemistry, physics, and drawing ; designing, weaving, and manufacturing ; dyeing, mechanical engineering; and metal working ; building construction and wood."

"To the art of mechanics is owing all sorts of instruments to work with, all engines of war, ships, bridges, mills, curious roofs and arches, stately theatres, columns, pendent galleries, and all other grand works in building. Also clocks, watches, jacks, chariots, carts and carriages, and even the wheel-barrow. Architecture, navigation, husbandry, and military affairs, owe their invention and use to this art."

"As human inventions and social interactions grow more complex, general conceptual frameworks that integrate knowledge among different disciplines studying those emerging systems grow more important."

"Theatrum Machinarum Generale: Schauplatz des Grundes Mechanischer Wissenschaften"

"This is a great drawback on the introduction of steam-vessels generally abroad; and until the profession of mechanical engineering is considered a fit pursuit for respectable young men, it must remain so."

"Explaining and Demonstrating the General Laws of Motion, the Laws of Gravity, Motion of Descending Bodies, Projectiles, Mechanic Powers, Pendulums, Centers of Gravity, &c. Strength and Stress of Timber, Hydrostatics, and Construction of Machines. A Work Very Necessary to be Known, by All Gentlemen and Others, that Desire to Have an Insight Into the Works of Nature and Art. And Extremely Useful to All Sorts of Artificers; Particularly to Architects, Engineers, Shipwrights, Millwrights, Watchmakers, &c, Or Any that Work in a Mechanical Way."

"a conceptual model is a diagram connecting variables and constructs based on theory and logic that displays the hypotheses to be tested."

"Simply put, a conceptual model is a simplified representation of reality, devised for a certain purpose and seen from a certain point of view"

"Scientists whose work has no clear, practical implications would want to make their decisions considering such things as: the relative worth of (1) more observations, (2) greater scope of his conceptual model, (3) simplicity, (4) precision of language, (5) accuracy of the probability assignment."

"Conceptual models are core to good design."

"It is a confusion to present the items of one sort in the idioms of another -- without awareness. For to do this is not just to cross two different sorts; it is to confuse them. It is to mistake, for example, the theory for the fact, the for the , the myth for history, the model for the thing and the metaphor for the face of literal truth."

"Mechanical Engineering is applicable rather to works connected with private enterprise, such as the designing and construction of steam machinery for the purposes of navigation and transportation, the adaptation of such machinery to mills and factories, the construction of water-wheels, the fabrication of materials, iron, steel, and brass, for the purposes of the engineer, the architect, and manufacturer ; and the manufacture of implements and machinery for agriculture, for mining, and for domestic purposes."

"The programmer, like the poet, works only slightly removed from pure thought-stuff. He builds his castles in the air, from air, creating by exertion of the imagination. Few media of creation are so flexible, so easy to polish and rework, so readily capable of realizing grand conceptual structures.... Yet the program construct, unlike the poet's words, is real in the sense that it moves and works, producing visible outputs separate from the construct itself. […] The magic of myth and legend has come true in our time. One types the correct incantation on a keyboard, and a display screen comes to life, showing things that never were nor could be."

"Conceptual models are best thought of as design-tools — a way for designers to straighten out and simplify the design and match it to the users' task-domain, thereby making it clearer to users how they should think about the application."

"The number of our students of Engineering, especially of Civil and Mechanical Engineering, is becoming so great that we are somewhat embarrassed to make proper provision for them."

"Mechanical engineering may be defined as "the science and art of utilizing by machines the forces and materials of nature.""

"A conceptual model is a collection of concepts that together form a 'web of meaning'"

"It may come as a surprise to the T-oriented analyst that the typical organization chart is a poor guide regarding the locus of power in organizations: Real power does not lie in documents and memos outlining your terms of reference and area of jurisdiction: it lies in what you can achieve in practice."

"An organization chart is a convenient place to begin building planning models. A Note that as an organization is an object, so are the organization units. An organization chart depicts an object aggregation hierarchy"

"One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organization charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person is then limited only by his own ability."

"The organization chart is a sort of map, an if you like, in which all linkages between the individuals listed are complete and no disagreements or omissions occur."

"The organization chart is a graphic representation of the departmentalization process. Most organization charts are positional; that is, they are organized by title and rank"

"An organization chart is an example of a graph: the nodes are interpreted as positions in the organization, and the links, the reporting and authority lines."

"An organization chart is a visual display of an organization's structural skeleton. Such charts show how departments are tied together along the principal lines of authority. They show reporting relationships, not lines of communication. Organization charts are tools of management to deploy human resources and are common in both profit and nonprofit organizations."

"The Erie's general superintendent (Daniel McCallum) stressed the value of adhering to explicit lines of authority and communication. "All subordinates should be accountable to and be directed by their immediate superiors only; as obedience cannot be enforced where the foreman in immediate charge is interfered with by a superior officer giving orders directly to his subordinates." McCallum, nevertheless, failed to define precisely the relationship between the geographical division superintendent and the other functional managers of the division who reported to the general superintendent. He saw the problem clearly enough, pointing out that there were "some exceptions" to the rule that subordinates can communicate only through their senior officers. For example, "Conductors and station agents report, daily, their operations directly to the General Superintendent," and not to their division superintendents. He thought that the general superintendent would have the time and information needed to coordinate these activities. To illustrate more clearly these lines of authority, McCallum drew up a detailed chart-certainly one of the earliest organization charts in an American business enterprise."

"The organization chart will initially reflect the first system design, which is almost surely not the right one […] as one learns, he changes the design... Management structures also need to be changed as the system changes…"

"An organization chart is a drawing depicting how the responsibilities and functions of the organization are divided up among its workers. It usually shows who reports to whom."

"It is sometimes stated that the typical organization chart is undemocratic in that it emphasizes the superiority and inferiority of people and positions."

"The organization chart is important for several reasons. It shows each individual's position within the organization. It shows the line responsibilities within the organization and who reports to whom. It shows how the organization is structured and how the various administrative functions within the organization are grouped."

"An organization chart is, in fact, a type of . Some flowcharts that contain significantly more narrative than others are referred to as narrative flowcharts."

"The work of all those listed in the organization chart is impossible to acknowledge adequately."

"One reason the informal organization chart is never drawn and printed is that it's doubtful every one knows all parts of it."

"Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships."

"Asked to state the reasons that led them to develop organization charts, the 118 firms gave answers that may be grouped in two classes... One group of responses deals with charting for the purpose of informing employees and outsiders on the nature of an organization structure. The second class of reasons for charting concerns the discovery and cure of organization defects. Many companies, naturally, find themselves using the charting process for both kinds of activity, even though they may have started out with communication as the primary objective. The author found, in many interviews with company executives..., that a firm may start out solely with the idea of developing a graphic representation of the organization for purposes of communication. Before long, however—in the process of setting the organization down on paper—conflicts, duplications, and burdensome spans of control become apparent. The first penciled sketch of the organization may cause astonishment in top management circles. The reaction is often surprise that so many previously undetected weaknesses exist."

"We have already seen that rank in business is, at best, a shaky thing and that the organization chart is a poor device for showing it."

"An organization chart is a graphic presentation of the arrangement and interrelationships of the subdivisions and functions of an organization as it exists."

"It is probable that one day we shall begin to draw organization charts as a series of linked groups rather than as a hierarchical structure of individual "reporting" relationships."

"Since the concentric organization chart has neither top nor bottom, the interpretations of the relationships existing within the organization are not dependent upon the position of the diagram which represents them. Any organization chart is designed to present certain facts about a given organization at given time. These facts or relationships do not depend on viewing the organization from any particular angle or any specific position, which is also the case for the concentric organization chart. However, with the traditional organization chart, the relationships which it intends to portray can be interpreted properly only when the chart is presented to the viewer in a certain position, that is, with the top at the top and the bottom at the bottom. Should this not be done, the organization should be upside down Should this not be done, the organization would be upside down, with relationships existing inversely to the facts of the organizational structure."

"The purposes of functional charts is"

"Comparatively few of the companies surveyed have comprehensive company organization charts, graphically portraying their plans of organization. Even some of the largest companies, with world-wide operations and many subsidiaries, have no organization charts to facilitate proper understanding and study of their organization arrangements. This condition is apparently due to lack of appreciation of the need and value of such charts, reluctance to indicate relative ranking of executive positions which might give rise to dissention, or lack of staff assistants experienced in making simple, effective charts. The companies which do have comprehensive organization charts appear to have the soundest organization plans/ Furthermore, in the course of preparing charts for the companies that did not have them, many obvious organization weaknesses were brought to light which would not be readily apparent except through the charting process. It is therefore felt that a good organization chart for the company as a whole, with a break-down chart for each major division, is an essential first step in the analysis, clarification, and understanding of any organization plan. In some companies organization charts are held very closely, only a few top executives being permitted to see them. In other companies all staff and supervisory employees are given copies of the general organization charts and a comprehensive explanation of the whole plan of organization..."

"The formal administrative design can never adequately or fully reflect the concrete organization to which it refers, for the obvious reason that no abstract plan or pattern can—or may, if it is to be useful—exhaustively describe an empirical totality. At the same time, that which is not included in the abstract design (as reflected, for example, in a a staff and-line organization chart) is vitally relevant to the maintenance and development of the formal system itself."

"How many people, if asked, could tell you exactly where they fit in, and exactly what their duties, authority, and relationships are with every other member in their organization? If an answer could be given at all, it would require much thought and debate. So, it is difficult to visualize an organization in its entirety, and to clearly picture just where an individual stands in it. Because such difficulties exist for an individual, consider the situation in which top level management finds itself when confronted with the same question. And because necessity is the mother of invention, a tool for management has been invented to enable the manager to quickly locate who is responsible for what, and why. This tool we call the organization chart. It is but one of the tools of management."

"The Hawthorne researchers became more and more interested in the informal employee groups which tend to form within the formal organisation of the Company, and which are not likely to be represented in the organisation chart."