**7. Discussions**

A power system is defined as a power station with network of light, sound, heat, fluid, electricity, fire and sun, and its consumers living within its natural ecosystem vicinity area. Irrespective of the type of station, energy as a rule, produced on a centralized basis, which means that individual power stations supply energy to a common power grid and therefore, are combined into integrated power systems which may cover large territory with a larger number of consumers. Consumers are called habitants of the ecosystem vicinity area in the holy place.

Management of habitants through use of acoustic filters at the holy places from the perspective of protection from unwanted physical agents of various power systems is a need of time and a crucial energy policy tool. Thus management becomes the function of getting things done effectively by others. It is not just 'doing' – but 'doing well'. Management primarily is a function of managing people or habitants first and then comes the materials, equipment and systems. If habitants work properly, systems perform well automatically. Management is principally a task of planning, coordinating, motivating and controlling the efforts and interest of others to achieve a specific objective. The functions of management in general are: (i) planning; (ii) organizing; (iii) directing; (iv) coordinating; (v) controlling; and (vi) decision making.

Planning can be done for holy places and forecasting anticipated growth of habitants. Planning is an activity of anticipating the future and discovering alternative courses of action. It involves in-out-lining what, how, where, when and by whom a particular job has to be done. It is against random action. Planning is the rational and orderly thinking about ways and means of achieving certain goals. It involves thought and decision-pertaining to a future course of action. If there is no proper planning—rashness, short-sightedness, random-working or haphazard setup in the performance of work.

Proper organization of holy places is required so as to cater the mechanism for all the necessary things required for their proper monitoring and evaluation. Organizing involves: (i) determination of activities; (ii) determining staff and their requirements, developing and planning qualified people in various roles and responsibilities; (iii) allocation of work; (iv) determination of authority and duty; and (v) delegation of power. Organizations calls for the matching of roles and responsibilities with individuals in such a way personal contentment and social satisfaction of people, is addition to achieving their well-being.

Knowing well that management is the art of getting work done through the people, management plans, organizers and staff. Directing involves energizing the organizational mechanism, activating it or putting it into action to carry out the management plan. Human resources have emotions, aspirations, sentiments, capacities of their own, etc. Direction of human resources is through leadership,

**137**

ments, etc.

**7.1 Need for committees**

*Acoustic Filters for Sensors and Transducers: Energy Policy Instrument for Monitoring…*

guidance, supervision, communication and counseling. Human aspect should not be overlooked. Workers should be made to carry out their roles and responsibilities

Coordinating is a process of achieving team spirit and unity of action among human resources at all levels. Even there are people of different origins, different psychologies and interests, and different capacities are engaged in holy places, and if there is disharmony, and inefficiency, and if the workers are poorly selected or improperly placed at holy places, their performance is greatly weakened. Coordination is necessary to achieve and maintain harmony and a sound working balance. Coordination is the integration, synchronization or orderly pattern of group activities. Coordination should not be confused with cooperation. Cooperation implies collective efforts put in by a group voluntarily in any work. It has no time, quantity, or direction element in its observations. Both coordination and cooperation are essential for effective management. The disintegrating forces which adversely affect coordination are: (i) diverse and specialized activities; (ii) empire building tendencies; (iii) personal rivalries and jealousies; and

Controlling is the process of measuring the results obtained and measuring the deviation or error between what is realized and what is expected from a system or device. If there is deviation, suitable corrections have to be effected so that, realized result is in full or close agreement with the targets or expected/ desired results. Control—ensures both qualitative and quantitative performance of work. Proper control ensures accuracy. Control also brings to light, any lapses in the management, hindering the satisfactory progress of work. Controlling at holy places involves: (i) setting up of standards or yardsticks for habitants; (ii) assessment of actual performed work; (iii) determination of deviation; and

Decision making, basically is the process or means of selecting one alternative out of two or more available alternatives. At holy places, decision making covers all functions of management. Good management performs its functions with wise, conscious, effective and appropriate decision making. Success of decision making is with good management, through their workers by sound judgements and quick logical divisions. Decision making can be done effectively through: (i) statement of problem; (ii) collecting or finding alternative solutions; (iii) through full study and management experiments; and (iv) final judicious choice. Aids for making decisions consist taking wise and judicious and practical decisions, which are highly critical, complicated and also requires deep imagination. The techniques which have been developed for decision making are: (i) operations research; (ii) linear programming; and (iii) break-even analysis. Computer systems at holy places can be used to solve problem of decision making. This is because it involves numerous data. Decisions with regard to future course of action are important concerning—inventory control, working conditions, cost price volumes, invest-

(i) to study complex problems of holy places. These problems are beyond the capacity of single specialists. These committees are called investigating and advisory committees; (ii) for achieving control and coordination, so that unity of action results. The committees to work for this action are the standing committees, being permanent in structure and action; and (iii) to train the new staff, regarding the problems, policies of the holy places. Standing committees called education com-

mittees or dissemination committees are appointed for this purpose.

*DOI: http://dx.doi.org/10.5772/intechopen.81949*

(iv) conflict of interest.

(iv) corrective action.

willingly, wholeheartedly and with good team spirit.

#### *Acoustic Filters for Sensors and Transducers: Energy Policy Instrument for Monitoring… DOI: http://dx.doi.org/10.5772/intechopen.81949*

guidance, supervision, communication and counseling. Human aspect should not be overlooked. Workers should be made to carry out their roles and responsibilities willingly, wholeheartedly and with good team spirit.

Coordinating is a process of achieving team spirit and unity of action among human resources at all levels. Even there are people of different origins, different psychologies and interests, and different capacities are engaged in holy places, and if there is disharmony, and inefficiency, and if the workers are poorly selected or improperly placed at holy places, their performance is greatly weakened. Coordination is necessary to achieve and maintain harmony and a sound working balance. Coordination is the integration, synchronization or orderly pattern of group activities. Coordination should not be confused with cooperation. Cooperation implies collective efforts put in by a group voluntarily in any work. It has no time, quantity, or direction element in its observations. Both coordination and cooperation are essential for effective management. The disintegrating forces which adversely affect coordination are: (i) diverse and specialized activities; (ii) empire building tendencies; (iii) personal rivalries and jealousies; and (iv) conflict of interest.

Controlling is the process of measuring the results obtained and measuring the deviation or error between what is realized and what is expected from a system or device. If there is deviation, suitable corrections have to be effected so that, realized result is in full or close agreement with the targets or expected/ desired results. Control—ensures both qualitative and quantitative performance of work. Proper control ensures accuracy. Control also brings to light, any lapses in the management, hindering the satisfactory progress of work. Controlling at holy places involves: (i) setting up of standards or yardsticks for habitants; (ii) assessment of actual performed work; (iii) determination of deviation; and (iv) corrective action.

Decision making, basically is the process or means of selecting one alternative out of two or more available alternatives. At holy places, decision making covers all functions of management. Good management performs its functions with wise, conscious, effective and appropriate decision making. Success of decision making is with good management, through their workers by sound judgements and quick logical divisions. Decision making can be done effectively through: (i) statement of problem; (ii) collecting or finding alternative solutions; (iii) through full study and management experiments; and (iv) final judicious choice. Aids for making decisions consist taking wise and judicious and practical decisions, which are highly critical, complicated and also requires deep imagination. The techniques which have been developed for decision making are: (i) operations research; (ii) linear programming; and (iii) break-even analysis. Computer systems at holy places can be used to solve problem of decision making. This is because it involves numerous data. Decisions with regard to future course of action are important concerning—inventory control, working conditions, cost price volumes, investments, etc.

#### **7.1 Need for committees**

(i) to study complex problems of holy places. These problems are beyond the capacity of single specialists. These committees are called investigating and advisory committees; (ii) for achieving control and coordination, so that unity of action results. The committees to work for this action are the standing committees, being permanent in structure and action; and (iii) to train the new staff, regarding the problems, policies of the holy places. Standing committees called education committees or dissemination committees are appointed for this purpose.

*Energy Policy*

**7. Discussions**

and (vi) decision making.

performance of work.

Man Machine Interface (MMI) program to monitor various types of data needed for the operation. The Remote Station is installed at the remote points in the facilities being monitored and controlled by the central host computer. This can be a Remote Terminal Unit (RTU) or a Programmable Logic Controller. Field instrumentation refers to the sensors and actuators that are directly interfaced to the remote locations in the holy facilities. They generate the analog and digital signals that will be monitored by the Remote Station. Signals are also conditioned to make sure they are compatible with the inputs/outputs of the RTU or PLC at the Remote Station. The Communications Network is the medium for transferring information from one

A power system is defined as a power station with network of light, sound, heat, fluid, electricity, fire and sun, and its consumers living within its natural ecosystem vicinity area. Irrespective of the type of station, energy as a rule, produced on a centralized basis, which means that individual power stations supply energy to a common power grid and therefore, are combined into integrated power systems which may cover large territory with a larger number of consumers. Consumers are

Management of habitants through use of acoustic filters at the holy places from

Planning can be done for holy places and forecasting anticipated growth of habitants. Planning is an activity of anticipating the future and discovering alternative courses of action. It involves in-out-lining what, how, where, when and by whom a particular job has to be done. It is against random action. Planning is the rational and orderly thinking about ways and means of achieving certain goals. It involves thought and decision-pertaining to a future course of action. If there is no proper planning—rashness, short-sightedness, random-working or haphazard setup in the

Proper organization of holy places is required so as to cater the mechanism for all the necessary things required for their proper monitoring and evaluation. Organizing involves: (i) determination of activities; (ii) determining staff and their requirements, developing and planning qualified people in various roles and responsibilities; (iii) allocation of work; (iv) determination of authority and duty; and (v) delegation of power. Organizations calls for the matching of roles and responsibilities with individuals in such a way personal contentment and social

Knowing well that management is the art of getting work done through the people, management plans, organizers and staff. Directing involves energizing the organizational mechanism, activating it or putting it into action to carry out the management plan. Human resources have emotions, aspirations, sentiments, capacities of their own, etc. Direction of human resources is through leadership,

satisfaction of people, is addition to achieving their well-being.

the perspective of protection from unwanted physical agents of various power systems is a need of time and a crucial energy policy tool. Thus management becomes the function of getting things done effectively by others. It is not just 'doing' – but 'doing well'. Management primarily is a function of managing people or habitants first and then comes the materials, equipment and systems. If habitants work properly, systems perform well automatically. Management is principally a task of planning, coordinating, motivating and controlling the efforts and interest of others to achieve a specific objective. The functions of management in general are: (i) planning; (ii) organizing; (iii) directing; (iv) coordinating; (v) controlling;

location to another. This can be via telephone line, radio or cable.

called habitants of the ecosystem vicinity area in the holy place.

**136**

#### **7.2 Dynamics of holy places**

Changes in the structure and operation of holy places and their habitants are necessary for the reason that with modern times, the management of holy places should move with times. It can be changed in several ways, to keep it in turn with the managerial performance so that high quality output is realized. Any holy place should be flexible enough to get adjusted to get adapted to ever changing practices in operation, from time to time. The structure should be such that conflicts, misunderstandings and all forms of friction, inefficiencies, indiscipline and other negative factors of holy places are avoided and a serene informal atmosphere is created in it. One of the important and necessary results of the dynamics of holy places is to achieve from the top most level to the bottom most grades so that following shortcomings are totally avoided: (i) delay in decision making; (ii) frequent and serious errors in decision; (iii) bottlenecks; (iv) inadequate communication; (v) lack of clear-cut-objectives; and (vi) frequent and serious clashes among different groups and so on. The presence of any of the above or all the above indicates poor organization of holy place. If such anomalies and other negative traits occur, the changes are absolutely necessary. But what is called 'earthquake approach' to make unnecessary drastic changes-should be guarded against. Because of significant growth of holy places due to increase of consumerism, modern economy, quite far reaching alternations may become absolutely necessary. The main purpose of changes should be to minimize the disturbing effects. Long range plan is more productive than the earthquake approach. In this long-run plan changes are put into effect over a period of years.

#### **7.3 Management systems**

The management system at holy places is conceived as a multitude of elements being integrated and disintegrated in a random fashion. Consequently, it is difficult to reveal regularity and to define the system structure at holy places. However, for the system to perform its main function, consistent with the objective for which it has been devised, it is immaterial what the specific complexes will be, i.e., which facilities of holy places will be integrated in them. This implies that there must exist such a system structure that is sufficiently stable and adequately defines the system on hand. Two holy places having the same objective will never be exactly identical and consequently will have distinct structures. The differences occur as a result of different traditions, individual features of personnel and managerial staff, regional differences, and many other intangibles. However, these too must be embodied into a common framework from which an objective description may evolve in the form of an abstract structure. The approach of representing the management system as a purposeful process can be used at holy places. The goal programming method in which purposefulness peculiar to management systems is represented as an ordered structure of a tree of goals. This isolation of goals into an independent structure corresponds to a stratified approach in system theory, i.e., the structure of the goal stratum is evaluated. The goal stratum represents the system but from one side. The structure of goals is of static nature and gives only an indication of what is to be achieved, saying nothing of how this can be done. The functional structure is the one to answer this question, i.e., structuring in the functional stratum gives a clue to solve problems of evaluation and improvement of system performance. And, last but not the least, one should not overlook the physical structure of the system at holy place, which describes the relation between the physical objects or elements of the management system.

**139**

dissipative structures.

**8. Conclusion**

*Acoustic Filters for Sensors and Transducers: Energy Policy Instrument for Monitoring…*

To summarize the discussions, a generalized discussion of modeling of management system at holy places is briefed here. The generalized modeling of holy places can be pursued with the use of entropy maximization principle [34]. The holy places are like a transportation terminal or hub, in which devotees are arrived by different modules: (i) maritime; (ii) railroad; and (iii) highway. There are also: (iv) storage depots of materials; and (v) environmental interconnections. This structure of five modules reflects the actual structure of the holy places. The interactions with these different components of holy places are called events. Events in turn may be viewed as elements of the functional structure of the holy place system. On the one hand, they are induced by other elements, and on the other, they generate new elements themselves. In a module, each event is associated with a set of integer-valuable variables which have physical meaning owing to the simulating nature of the model. At the same time, these variables constitute a mechanism of interaction of modules. A variable being written in a module implies an event for this module. Variables being read out in a module mean that the events which are established for this module by another module are recorded. This pattern of simulation modeling requires that the events to be modeled occur at definite time instants and be respectively synchronized. This is achieved by imposing control on the time of modeling. In this model each module is connected with a timer, operating as a synchronizing clock. Modules operate step-wise. At each step of module operation all the events established for it by other modules are evaluated and the event for which time is right is recorded. As the processing of events goes

All the modules of holy place system describe the processes of arrival and departures of the transportation facilities, operation of servicing of habitants. The module of storage of materials deals with the processes of accumulation and storage of goods with all transportation facilities. Accordingly, it records the events associated with the arrival and departure of habitants. The module responsible for the impacts of the environment models the probabilistic and independent pattern of arrival and departure of vehicles (of habitants and materials). Operating interactively with the model implemented on a computer, the analyst can adjust the values of the key variables so as to achieve a satisfactory performance of the entire holy place. The maximum entropy principle is realized in that the distribution of arrival of vehicles is reduced to a random process, and the rates of service processes and the vehicular units are averaged. The degree of generalization may be established by the analyst depending on the interpretation of the events and noise systems being modeled. Of course management systems at holy places are not thermodynamic and their structures are stable away from a thermodynamic equilibrium. Borrowing

from the non-equilibrium terminology, these systems may be categorized as

The chapter has introduced the energy policy instrument for noise protection and security by monitoring and evaluation of holy places and their habitants. A theory for noise protection and security with use of acoustic filters is presented. The acoustic filters for filtering noise from power systems are defined. The power systems are classified as per source signals of solar power, electric power, light power, sound power, heat power, fluid power and fire power. Some advanced level configurations of acoustic filters for different power systems are described. Sensors and

*DOI: http://dx.doi.org/10.5772/intechopen.81949*

by, the timer changes the current time.

**7.4 Modeling of management systems at holy places**

*Acoustic Filters for Sensors and Transducers: Energy Policy Instrument for Monitoring… DOI: http://dx.doi.org/10.5772/intechopen.81949*

#### **7.4 Modeling of management systems at holy places**

*Energy Policy*

of years.

**7.3 Management systems**

**7.2 Dynamics of holy places**

Changes in the structure and operation of holy places and their habitants are necessary for the reason that with modern times, the management of holy places should move with times. It can be changed in several ways, to keep it in turn with the managerial performance so that high quality output is realized. Any holy place should be flexible enough to get adjusted to get adapted to ever changing practices in operation, from time to time. The structure should be such that conflicts, misunderstandings and all forms of friction, inefficiencies, indiscipline and other negative factors of holy places are avoided and a serene informal atmosphere is created in it. One of the important and necessary results of the dynamics of holy places is to achieve from the top most level to the bottom most grades so that following shortcomings are totally avoided: (i) delay in decision making; (ii) frequent and serious errors in decision; (iii) bottlenecks; (iv) inadequate communication; (v) lack of clear-cut-objectives; and (vi) frequent and serious clashes among different groups and so on. The presence of any of the above or all the above indicates poor organization of holy place. If such anomalies and other negative traits occur, the changes are absolutely necessary. But what is called 'earthquake approach' to make unnecessary drastic changes-should be guarded against. Because of significant growth of holy places due to increase of consumerism, modern economy, quite far reaching alternations may become absolutely necessary. The main purpose of changes should be to minimize the disturbing effects. Long range plan is more productive than the earthquake approach. In this long-run plan changes are put into effect over a period

The management system at holy places is conceived as a multitude of elements being integrated and disintegrated in a random fashion. Consequently, it is difficult to reveal regularity and to define the system structure at holy places. However, for the system to perform its main function, consistent with the objective for which it has been devised, it is immaterial what the specific complexes will be, i.e., which facilities of holy places will be integrated in them. This implies that there must exist such a system structure that is sufficiently stable and adequately defines the system on hand. Two holy places having the same objective will never be exactly identical and consequently will have distinct structures. The differences occur as a result of different traditions, individual features of personnel and managerial staff, regional differences, and many other intangibles. However, these too must be embodied into a common framework from which an objective description may evolve in the form of an abstract structure. The approach of representing the management system as a purposeful process can be used at holy places. The goal programming method in which purposefulness peculiar to management systems is represented as an ordered structure of a tree of goals. This isolation of goals into an independent structure corresponds to a stratified approach in system theory, i.e., the structure of the goal stratum is evaluated. The goal stratum represents the system but from one side. The structure of goals is of static nature and gives only an indication of what is to be achieved, saying nothing of how this can be done. The functional structure is the one to answer this question, i.e., structuring in the functional stratum gives a clue to solve problems of evaluation and improvement of system performance. And, last but not the least, one should not overlook the physical structure of the system at holy place, which describes the relation between the physical objects or elements of the manage-

**138**

ment system.

To summarize the discussions, a generalized discussion of modeling of management system at holy places is briefed here. The generalized modeling of holy places can be pursued with the use of entropy maximization principle [34]. The holy places are like a transportation terminal or hub, in which devotees are arrived by different modules: (i) maritime; (ii) railroad; and (iii) highway. There are also: (iv) storage depots of materials; and (v) environmental interconnections. This structure of five modules reflects the actual structure of the holy places. The interactions with these different components of holy places are called events. Events in turn may be viewed as elements of the functional structure of the holy place system. On the one hand, they are induced by other elements, and on the other, they generate new elements themselves. In a module, each event is associated with a set of integer-valuable variables which have physical meaning owing to the simulating nature of the model. At the same time, these variables constitute a mechanism of interaction of modules. A variable being written in a module implies an event for this module. Variables being read out in a module mean that the events which are established for this module by another module are recorded. This pattern of simulation modeling requires that the events to be modeled occur at definite time instants and be respectively synchronized. This is achieved by imposing control on the time of modeling. In this model each module is connected with a timer, operating as a synchronizing clock. Modules operate step-wise. At each step of module operation all the events established for it by other modules are evaluated and the event for which time is right is recorded. As the processing of events goes by, the timer changes the current time.

All the modules of holy place system describe the processes of arrival and departures of the transportation facilities, operation of servicing of habitants. The module of storage of materials deals with the processes of accumulation and storage of goods with all transportation facilities. Accordingly, it records the events associated with the arrival and departure of habitants. The module responsible for the impacts of the environment models the probabilistic and independent pattern of arrival and departure of vehicles (of habitants and materials). Operating interactively with the model implemented on a computer, the analyst can adjust the values of the key variables so as to achieve a satisfactory performance of the entire holy place. The maximum entropy principle is realized in that the distribution of arrival of vehicles is reduced to a random process, and the rates of service processes and the vehicular units are averaged. The degree of generalization may be established by the analyst depending on the interpretation of the events and noise systems being modeled. Of course management systems at holy places are not thermodynamic and their structures are stable away from a thermodynamic equilibrium. Borrowing from the non-equilibrium terminology, these systems may be categorized as dissipative structures.

#### **8. Conclusion**

The chapter has introduced the energy policy instrument for noise protection and security by monitoring and evaluation of holy places and their habitants. A theory for noise protection and security with use of acoustic filters is presented. The acoustic filters for filtering noise from power systems are defined. The power systems are classified as per source signals of solar power, electric power, light power, sound power, heat power, fluid power and fire power. Some advanced level configurations of acoustic filters for different power systems are described. Sensors and transducers for a human brain are illustrated. The example of turban as an acoustic filter is illustrated. **Table 1** has presented the noise units under limiting conditions along with noise grades and flag colors. **Figure 1** has illustrated sketch of a slide rule for noise measurement. A brief overview of integration of noise systems parameters with command and control center is also presented. Discussions on dynamics and modeling of holy places from management perspective are also presented.
