Search results for: Heidar Jafarizadeh

Authors: Heidar Jafarizadeh, Hossein Keshtkar, Ahmad Sohankar

Abstract:

Heat transfer and turbulent flow structure have been studied in a divergent ribbed duct with a varying duct geometry with Reynolds numbers of 7000 to 90000 using numerical methods. In this study, we confirmed our numerical results of a ribbed duct with an Initial slope of zero to 3 degree by comparing them to experimental data we had and investigated the impact of the ducts divergence on heat transfer and flow pattern in the 2-dimensional flow. Then we investigated the effect of tilting the ribs, on heat transfer and flow behavior. We achieved this by changing the ribs angles from a range of 40 to 75 degrees in a divergent duct and simulated the flow in 3-dimensions. Our results show that with an increase in duct divergence, heat transfer increases linearly and the coefficient of friction increases exponentially. As the results show, a duct with a divergence angle of 1.5 degree presents better thermal performance in comparison with all the angle range’s we studied. Besides, a ribbed duct with 40 degree rib orientation had the best thermal performance considering the simultaneous effects of pressure drop and heat transfer which were imposed on it.

Keywords: divergent ribbed duct, heat transfer, thermal performance, turbulent flow structure

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Authors: Reza Davoodi, Hamid Abbasi, Heidar Norouzi, Gholamabbas Alipourian

Abstract:

A dynamic model shaping a process of knowledge management (KM) culture change is suggested. It is aimed at providing effective KM of employees for obtaining desired results in an organization. The essential requirements for obtaining KM culture change are determined. The proposed model realizes these requirements. Dynamics of the model are expressed by a change of its parameters. It is adjusted to the dynamic process of KM culture change. Building the model includes elaboration and integration of interconnected components. The “Result” is a central component of the model. This component determines a desired organizational goal and possible directions of its attainment. The “Confront” component engenders constructive confrontation in an organization. For this reason, the employees are prompted toward KM culture change with the purpose of attaining the desired result. The “Assess” component realizes complex assessments of employee proposals by management and peers. The proposals are directed towards attaining the desired result in an organization. The “Reward” component sets the order of assigning rewards to employees based on the assessments of their proposals.

Keywords: knowledge management, organizational culture change, employee, result

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