Stopping distance consists of three factors: Driver’s reaction time + Brake lag + Braking distance.

Visibility is one of a number of factors that do not affect your braking distance per se but can inhibit your thinking distance. The longer it takes for you to spot hazards in the road, the more time will have passed before you hit the brake pedal.

The speed you are travelling at greatly affects your stopping distance. For example, the faster you are travelling, the more your thinking and braking distance will increase, meaning that your stopping distance is also increased.

The braking distance of a vehicle can be affected by:

• poor road and weather conditions, such as wet or icy roads.
• poor vehicle conditions, such as worn brakes or worn tyres.
• a greater speed.
• the car’s mass – more mass means a greater braking distance.

Speed, weight, and time between impact and stopping all affect force of impact.

This distance will also be affected by the car’s speed. The braking distance also depends on the speed of the car, the mass of the car, how worn the brakes and tyres are, and the road surface. A fast, heavy car with worn tyres and brakes, on a wet or icy road will have a large braking distance.

Terms in this set (7)

• Speed. The higher your speed, the longer your braking distance.
• Vehicle condition. A vehicle with worn tires, shock absorbers, or brakes needs a longer distance to stop.
• Roadway surface.
• Driver ability.
• Antilock Braking System (ABS)
• Hills.
• Loads.

2. What are the factors affecting energy of motion? The factors that affect your energy of motion are speed and weight. The energy of motion increases proportionally with the increase in weight, and the energy increases proportionally with the square of the increase in speed.

Three factors which will change your vehicle’s force impact in a collision are: speed, weight and the distance between impact and stopping.

These first 2 components of stopping distance are human factors and as such can be effected by tiredness, alcohol, fatigue and concentration levels. A perception and reaction time of 3 or 4 seconds is possible. 4 seconds at 100 km/hr means the car travels 110 metres before the brakes are applied.

Stopping distance = reaction distance + braking distance The stopping distance consists of the reaction distance and the braking distance. The decisive variable for calculating all three distances is literally always in the hands of the motorcyclist: speed./span>

A feedback control system consists of five basic components: (1) input, (2) process being controlled, (3) output, (4) sensing elements, and (5) controller and actuating devices. These five components are illustrated in Figure 1.…

Controlling involves ensuring that performance does not deviate from standards. Controlling consists of five steps: (1) set standards, (2) measure performance, (3) compare performance to standards, (4) determine the reasons for deviations and then (5) take corrective action as needed (see Figure 1, below).

The basic control process includes the following steps: Setting performance standards: Managers must translate plans into performance standards. These performance standards can be in the form of goals, such as revenue from sales over a period of time. The standards should be attainable, measurable, and clear.

In management, one of the most important tasks in an organization is goal-oriented. Feedback control, concurrent control, and feedforward are some types of management control. Controlling helps managers eliminate gaps between actual performance and goals./span>

Type # 1. Feed forward controls thus anticipate problems and permit action to be taken before a problem actually arises. Feed forward control devices are of two broad categories: diagnostic and therapeutic. Diagnostic controls seek to determine what deviation is taking (or has taken) place.

Controlling determines what is being accomplished — that is, evaluating the performance and, if necessary, taking corrective measures so that the performance takes place according to plans. Controlling can also be viewed as detecting and correcting significant variations in the results obtained from planned activities.

Characteristics of Control:

• Managerial Function:
• Forward Looking:
• Continuous Activity:
• Control is Related to Planning:
• Essence of Control is Action:
• Basis for Future Action:
• Facilitates Decision-making:
• Facilitates Decentralization:

The main objectives of controlling areas are:

• Making efficient use of resources.
• Helps in achieving organisational objectives.
• Judging the accuracy of standards.
• Facilitate coordination in action.

The benefit of control communications is that it provides the optimal flow of information to all participants at any given moment as well as time. Communication in project management is a critical key to managing all communication channels so that miscommunication does not happen./span>