No description available.

The subject of the thesis is the geography of the petro-chemical industry in Turkey. The geography of the industry is divided into three sections and seven chapters. The first section, which covers the first two chapters, is an introduction to the industry in Turkey. The geographical and the industrial background of Turkey is described together with the major theories of industrial location and the history of industrial location in Turkey, from the foundation of the Republic to the present day. The function and creation of the petro-chemical industry in the world in general and in Turkey are described. The second section, which contains five chapters, studies the location factors of the first Turkish petro-chemical complex, its products, the domestic and external market for petro-chemical products, the socioeconomic problems which have been created in the areas surrounding the complex, and a suggestion as to where the planned second petro-chemical complex of Turkey should be located. The third section summarises the findings of the study.

Thesis (Ph. D.)--University of Michigan, 1998. / Includes bibliographical references (p. 302-317).

published_or_final_version / Environmental Management / Master / Master of Science in Environmental Management

The term, sustainable development, is not new in our society. However, understanding the concept of sustainable development is not without problems. What does the concept mean in business and management? It is observed that ecological issues are neglected by mainstream management academics and practices. Conventional strategic management and organisational study do not include the "green" ecological environment issues as part of business environment. If "green" ecological environment is a part of the business environment, how do decision makers, especially top level managers, perceive green issues in the business environment and how are these perceptions related to strategic management issues? This research focuses on answering the question by studying how top executives in the Korean chemical industry perceive the uncertainty caused by ecological issues and influence the effectiveness of implementation of corporate environmental management based upon Miles and Snow's (1978) strategic typology of corporate responses. The research employs three different methods, the questionnaire, the interview and the case study for data collection. These research methods are used to identify the levels of uncertainty which result from green issues in business environment, and the link between uncertainty and strategic management issues. The findings from this research show that top managers selectively perceive green issues in the business environment. Thus, business organisations seek to create their own environment to match with their strategy rather than be controlled by their environment. The findings support the "strategic choice" view by Child (1972) and Miles and Snow (1978). Selective strategic choice based upon top managers' perceptions produces different types of corporate environmental strategy which range from the reactive to the proactive.

M.Com. (Business Management) / The chemical industry is associated with high risk to the safety and health of personnel and the environment. However, the macro-environment expects the safe operation of chemical plants. In particular, the Occupational Health and Safety Act, Act No. 85 of 1993, regulates safety in the industry. Management are exposed to the transgression of this law, even unwittingly, unless an integrated safety management system ensures the necessary planning, organising, leading and control for the safe operation of plants. While line management is ultimately responsible for the safety of chemical plants, the responsibilities of line management must be clearly defined to ensure continuity in the management of safety. Furthermore, the input of every worker is necessary to ensure that safety management is a process of continuous improvement. Knowledge of the processes associated with any specific plant is of primary importance for the safe operation thereof. This includes all information related to the operation of the plant, as well as design data and operational limits. The risks associated with the process and the operating procedures must be properly communicated to personnel. Plant operation must be within design limits, and the dangers associated with exceeding these limits must be well understood. As technology improves, process safety information must be updated regularly. While it is the objective to have an accident free record, it is imperative to identify possible emergency scenario's, and to give the necessary training to effectively control the impact that an emergency situation can have on the business and its staJceholders. Safety management includes the responsible operation of units with regard to the environment. In order to ensure a safe and healthy working environment for all personnel, the legal requirements of the Occupational Health and Safety Act, Act No. 85 of 1993, and all the regulations in terms of the Machinery and Occupational Safety Act, Act No. 6 of 1983, must be met. The ever-changing needs and requirements within a chemical plant require control of all the changes that can result in unsafe acts and conditions. Maintenance work, work on protection systems, start-ups after major maintenance work and plant modifications arc considered changes with high enough risk factor to control these actions. The safety of persons other than persons at work, and in particular contractors, are the responsibility of line management. Effective training of contractors to ensure their safe conduct while performing their duty or during emergencies, are therefore necessary. Proper control systems are needed to ensure the correct and timeous fulfilment of safety requirements. Management information systems must be designed to audit deviations from standards, but also to point out the correctness of systems, thus providing proof of management participation in the improvement of safety standards. In order to have a competent and effective workforce, the necessary training of workers with regard to safety must be given. Line management must be appraised on their input to ensure an effective safety management program, and not only on the results. Rewarding the individuals for their contribution in this field, would ensure a strong and continuous effort toward a high safety standard. No safety management system can be successful unless strong leadership and a safety culture exists in the plant. Furthermore, the participation and involvement of every employee is needed to ensure continuous improvement in safety standards. Safety management must be a key performance area of every line manager, to protect both the business and its most valuable asset, namely the workers.

Thesis (M.M. (Finance & Investment))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015. / Could not copy abstract

Thesis (Ed. D.)--West Virginia University, 2002. / Title from document title page. Document formatted into pages; contains ix, 82 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 75-79).

No description available.

This research focuses on the involvement of chemists in professional Canadian environmentalism. We confront opposed research and development sector perspectives (government, industry, and university) to describe how incompatabilities between them resist cross-sectoral interaction and limit disciplinary greening. We then refer to original questionnaire and interview data to discuss the greening force of professional associations on a multisectoral discipline (chemistry). Finally, we consider plausible research avenues in the sociology of environment to address the current and future status of environmental chemistry.