Newtons Second Law Lab free essay sample

Newton’s 2nd Law Lab Introduction: The purpose of this lab was to prove Newton’s 2nd Law; which states accelerate equals force divided by mass (a=F/m). During this lab we were trying to find out the relationship between acceleration, force, and mass by using a air track, glider with picket fence, and photogates. Before I did the lab, I had already knew that acceleration, force, and mass were related. I just didn’t know how they were related. When recording the results of this lab we had to record the applied force in Newton’s. Newtons’s is a unit of measurement represented in m(meters) divided by s2(seconds squared). I think that F/m=a because in Newton’s second law, he tells us that force is equal to mass times acceleration (f=ma), so if you take the mass and divided by both sides to cancel it out on the right, you would end up with a=f/m. We will write a custom essay sample on Newtons Second Law Lab or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Procedure: First we weighed the glider and fence with the string attached, in kg(kilograms). Then we recorded in the table. Next we weighed the mass of the hanging weight in kg and recorded it in the table. Then we found the total mass being accelerated in kg by adding the mass of the hanging glider to the mass of the hanging weight. Fourth we found the applied force by taking the mass of the hanging weight and multiplying it by 9. 8(gravity). Then we found the theoretical acceleration by using the formula a=F/m and plugged in the total mass for m and the applied force for F. By taking F and dividing it by m we can up with the theoretical acceleration. We then looked on the time graph and found the experimental acceleration by looking at the slope of the velocity time graph and recorded it on the table. Lastly we found the percent difference by taking experimental acceleration, subtracting it from the theoretical acceleration, and then dividing that answer by the theoretical acceleration. We then took that answer and multiplied it by 100 to give us a percent. We then reweighed the glider each time and increased the mass of the hanging weight. Then we repeated steps three through seven, 15 more times so we had enough data. Results/Observations: Result are on the attacked sheet. Durning the lab, I observed that the more mass that was on the hanging weight the less accretion. Also the more mass, the faster the glider went. I also noticed the more weighted you taped onto the glider the faster the glider went. Analysis/Conclusion I think a=f/m because in Newton’s second law, he tells us that force is equal to mass times acceleration (f=ma), so if you take the mass and divided by both sides to cancel it out on the right, you would end up with a=f/m. After this lab, we proved that this theory is right because when you look at the theoretical and experimental acceleration data and you look at the percent difference, they vary from 2. 6% to 18%, which is really good. The numbers are not perfect because of errors in the lab. Some of the possible errors could be from, software calculation and the way we rounded our numbers, the air track had a little bit of friction and the weight of our hanging weight could have hit the ground and fell off before the picket fence went threw the the photogate. In conclusion, our lab proved that acceleration does equal force divided mass because when we took the applied force and divided it by the total mass and come up with the theoretical acceleration, our data result came back with an average percent difference is 5. 04; which is less then 10%!

Dealing with the Hard Days of Work essays

Dealing with the Hard Days of Work essays High school students are active, energetic and full of life that is awaiting to be consumed by any means necessary. But the most active students would be the seniors since they have less school work to deal with and more free time to spend. Even though the majority of seniors have more free time, there are still some non-seniors who also have some time on their hands. Most of the students who have extra time actually find something good to use it for. These students go out into the real world and look for jobs, mainly ones that pay minimum wage since other well paying jobs are not that easy to find. But it varies for each person to either work many hours, or just a few hours. There are benefits and also disadvantages for working many hours. A few benefits might be keeping the kids off the streets and learning job skills. But some disadvantages might be too much stress, no time for a social life, and less time to spend on education. Working a long shift at work is good for the student since this student will learn skills for times that he or she will use them for. The student will learn peoples skills since he or she will have to communicate with the customer to understand their needs. These job skills will keep the student organized in their life so that they will be able to talk to people in an appropriate manner. In McJobs by Ben Wildavsky, the author writes Ninety-four percent of employees said their jobs helped them learn teamwork, 89 percent learned how to deal with customers, and 69 percent developed an awareness of how a business runs, showing us that workers are learning new things by taking care of their customers with help from their fellow employees (264). Teens have a nice crave for smoking, drinking alcohol and taking some drugs. I think that working these long shifts are good for the reason of not letting students distort their bodies fr ...

An Explanation of Wechsler Intelligence Tests

An Explanation of Wechsler Intelligence Tests The Wechsler Intelligence Scale for Children (WISC) is an intelligence test which determines an individual childs  IQ, or intelligence quotient. It was developed by Dr. David Wechsler (1896-1981), who was the chief psychologist of New York Citys Bellevue Psychiatric Hospital. The test that is typically administered today is the 2014 revision of the test that was originally devised in 1949. It is known as WISC-V. Over the years, the WISC test has been updated several times, each time changing the name to represent the proper edition of the test. At times, some institutions will still utilize older versions of the test. In the latest WISC-V, there are new and separate Visual Spatial and Fluid Reasoning index scores, as well as  new measures of the following skills: Visual spatial abilityQuantitative fluid reasoningVisual working memoryRapid automatized naming/naming facilityVisual-verbal associative memory Dr. Wechsler developed two other commonly used intelligence tests: the Wechsler Adult Intelligence Scale (WAIS) and the Wechsler Preschool and Primary Scale of Intelligence (WPPSI). WPPSI is designed to assess children aged 3 to 7 years and 3 months. The WISC essentially outlines  students intellectual strengths and weaknesses and provides insight into their overall cognitive abilities and potential. The test also compares children to peers of a similar age. In the most general terms, the goal is to determine the potential for a child to grasp new information. While this assessment can be a great predictor of potential, the IQ level is, by no means, a guarantee of success or failure.   Where the Wechsler Test Is Used Private schools serving children in 4th through 9th grades often use WISC-V as part of their admissions testing procedures, which may be in place of, or in addition to, other admission testing like the SSAT. Those private schools that use it do so to determine both a childs intelligence and his or her performance in school relative to that intelligence level. What the Test Determines WISC determines a childs intellectual capabilities. It is frequently used to diagnose learning difference, such as  ADD or ADHD. The test also helps to assess strengths in order to determine  gifted children. The WISC test indices are verbal comprehension, perceptual reasoning, working memory and processing speed. The subtests allow precise modeling of a childs intellectual abilities and readiness for learning. Interpreting the Test Data Pearson Education, a company that sells the Wechsler testing products, also scores the tests. The clinical data that the tests provide helps the admissions staff develop a complete understanding of your childs intellectual strengths and weaknesses. However, the wide range of assessment scores can be daunting for many and difficult to understand. Not only do school officials, like teachers and admission representatives, need to understand these reports and what the scores mean, but also the parents.   According to the Pearson Education Website, there are options for the type of score reporting available for the WISC-V, which will provide a narrative explanation of the scores including (the following bullet points are quoted from the website): Narrative summary of the child’s background, history, and test behaviorsInterpretation of the Full Scale IQ and all primary, ancillary, and complementary index scoresIntegration of the reason for referral in test score interpretationRecommendations based on WISC–V performanceOptional Parent Summary Report Preparing for the Test Your child cannot prepare for WISC-V or other IQ tests by studying or reading. These tests are not designed to test what you know or how much you know, but rather, they are designed to determine the test-takers capacity to learn. Typically tests like the WISC consist of tasks that assess various measures of intelligence, including spatial recognition, analytical thinking, mathematical ability, and even short-term memory. As such, just make sure that your child gets plenty of rest and relaxation before the test. The school is accustomed to administering these tests and will instruct your child what to do at the appropriate time.

Project Reviews Research Paper Example | Topics and Well Written Essays - 250 words

Project Reviews - Research Paper Example cope of the project, how many people works in that particular project, level of skills of the personnel, the time required for the project completion, project familiarity, resources available, the risk associated with the project, the project complexity and how often the communication is carried out within the project management systems (Barkley, 2006). While carrying out the project reviews it is fundamentally right to factor in the actionable information that gauges the extent of success of these projects. It should be able to scrutinize the project and determine the things that went well as well as those that met with failure in the process of project implementation. Besides, it should be able to capture things that struggled and created bottlenecks in different phases of the project implementation and take into account the preparation of the feedback mechanisms. The project review should take comparisons of the required specifications in consideration of the end results and whether the project is on track or in deviations. The actionable information helps in putting the lessons learnt in taking care of the project quality, budget, overall impacts, time delivery schedule and the project deviations from the requirements. The review should not be biased in any way and it should be able to identify risks that have occurred or yet t o occur in the process of project implementation. Honest project reviews is helpful since it puts projects on the right tracks by identifying the shortfalls and successes (Barkley,

Literacy Essay Example | Topics and Well Written Essays - 500 words - 2

Literacy - Essay Example Lake uses his son’s cultural literacy and the Indian traditional literacy standards to describe Wind’s state of grace, his power, and functionality within the Indian culture. He describes Wind’s literacy as a state-of-grace by identifying his excellence in learning what has culturally been expected of him. Lake applies traditional standards and succeeds in illustrating how the child’s literacy meets honorable standards by demonstrating his diversified knowledge. The description of the child’s scope of education that has been â€Å"colorful, complicated, sensitive, and diverse† identifies this state-of-grace because of the child’s tender age. The child has also learnt many things that different members of the society engage in. He has learnt from all social groups and this includes his father, mother, and people from both his generation and his parents’ generation. Wind’s literacy also identifies a state of grace because h e is able to apply the learnt concepts such as understanding indicators to natural phenomena (Lake n.p.). The writer also describes power in the child’s literacy by illustrating how the literacy captures the child’s attention to an extent that he can only focus on the knowledge when he identifies an associated phenomenon. When he identifies change in the atmosphere, Wind is carried away, and is captured by what he has learnt and his mind dreams of the things that his traditional literacy taught him that should be done at such times. This means that Wind’s literacy is not only powerful in its self, but is more powerful than the western literacy that has failed to capture Wind’s attention into focusing in class. Lake also uses developed conflict in the child to demonstrate the power in his literacy. When Wind learns that his literacy conflicts with the new form of education in school, the cultural conflict

Transforming organization, transforming countries Essay Example for Free

Transforming organization, transforming countries Essay The beauty of organizational transformation reflecting in the belonging countries is embedded in the leadership perspective to the emerging challenge at hand. This has to do with meeting the set-out goals of the company. The goals are clearly mapped out in the mission statement. The mission statement of an organization is a step –in and step-out tones on how to carry out an unequivocal vision of such an industry. In a changing world of ours with constant development of information technology and communication at the twinkle of an eye, it is paramount to establish here that constant ‘change’ is ‘part and par sue’ and a continuous process employed by the administration of the executive officers in charge. An organization needs a research section to constantly discover in due time, evaluate the seemingly problem at hand and the problem prospect towards evolving a systematic approach to effectively combat the problem with competitive solutions. The absence of such section presents the system to premature failure, strangulation and sudden collapse amidst overwhelming competitive market layout. But why do people resist this change? Firstly, of important is the leadership ability of the chief executive officer in charge of an organization to communicate in clear tone of the imperative need(s) for a proposed change.   An important change is not usually a sudden one. Therefore the process of change towards productive results is in all, the concern of the entire goal driven employees. Employees are left in suspicion of pending job insecurity when sidelined from the activities resulting in the change. A sector of industries who fails to achieve its sole aim of establishment within a stipulated time is a laboratory earmarked to experiment new method for possible productive running (the change). An employee in such stratum who perhaps, would perform better in newly evolving shape of the future of that sector or possibly in another sector within the same organization will do everything possible to resist a planned change with uncertainty of his/her fate afterward. Thirdly, for an employee whose employment in the organization is not grounded on merit, his spirit-willingness conformity to the written words of vision and mission statement of the industries is slack. Nevertheless, meeting the time-limit for each goal and agenda of the organization per time become a big task. On perceiving a proposed change in view, such an employee become convicted by conscience and consider himself a target for elimination while the leadership sees the need for such change in another perspective. In the absence of other alternative, he will try to oppose such change by all means. To relief employee’s anxiety over intending change Employee anxiety towards change is an obstacle to the success of the plan for the evolving new industry. To work out a yielding change, dealing with the anxiety of the employees should be part of the change process. Adequate information on why the change is necessary at such time relieves anxiety, some of such reasons could be proffering the way forward to perhaps, the gross net loss in company’s quarterly report, significant reduction in shareholders’ earnings per share, the urgent need to meet government new policy (and stipulated deadline) with the industry still having a sharp edge among competitive industries, the change in the political landscape indigenous to the company, the company’s readiness to compete on global horizon, seasonal shifts in market forces of demand and supply, among others. In engineering the change, the visionary leadership need not fidget on the outcome of employee’s retrenchment if need be. Such job relief must be done in under standing or/and the protection of such an individual’s right. Towards A learning organization Peter Senges (The Fifth Discipline, n.d) concisely defines learning organization to be corporate activities in an organization that maintain a continuous habit of development per time. A dynamic organization needs to meet the innumerable challenges of thriving in a tasking world of new discoveries. Besides the employees experience as a product from adaptation to the required skills and the economy surroundings in the industry, it is instinctive for man to naturally challenge history, instructions, precepts and possibly look for an easy way to getting still the same result or a better one of compliance in a dynamical economic demand. As part of the learning process, an organization needs to constantly meet the expectation of each individual component of a working team. Incorporation of ‘a learning organization’ scheme is necessary for an organization to evolve its own identity. Such will make it stands irrespective of employees’ inflow and outflow. Towards A successful team In the present century, ranking highest among necessities for a successful organization is a vibrant and cordial working team (American National Representative Survey, 2003). The term teamwork is a cross-breeding of productive efforts towards synergized results. Each member of a team is a living component of such system that produces the common goal. The evolution of a team is oriented in the required result. This informs the creation and kind of such team. In the turmoil of rapid generation of new customers’ demands, individualistic method is insufficient to quench the hunger for urgency and accuracy. A team needs evolve to do the job (Jackson Ruderman, 1996). Types of Team The categories of team instituted is based on three headings; the working area, the task mission, and the time requirement, and leadership structure. Functional Team: here, each integral member is from the same unit Cross-functional Team Team members assemble from various work units to evaluate and resolve common challenges. Mission Team Mission-accomplished Team – The members here prefer and implement solution to developing issues. Developmental Team This team develops new systems and products Duration Team Ad hoc The team is established for pending issues and stand dissolve thereafter the issues are resolved. Permanent Standing team is a permanent part of the work unit or the organization. Decision making of a chief executive amidst competing values Teams are meant to execute clearly mapped out tasks. The chief executive decides the pending task to be performed, assigns the type of team needed and provides the task in the organizational perspective in terms of goal and objectives. The chief executive officer collates various decision resolved by the team and make ultimate decision. It is important that the decisions are first suggested to another round of objective deliberations, the subjective points are discarded for the objective ones. True test of objectivity is measured by the relative strength of a decision over a reasonable long duration after suggestion. How CEO`s behavior is related to his tenure in office Cumulative success and failure of a CEO is a determinant to the length of his tenure duration. More importantly is his reaction to moment of failure. On the other hand, total shareholders returns over given period of years is tested for different CEOs. The CEO behavior to meeting the target of an organization is evident in the profit and consumer satisfaction yields. For different CEOs, their   behaviors is am reflection of industries differences, company’s oriented grooming before appointment or outside orientation in a similar discipline. References Carly Fiorina, Japanese chamber of commerce and industry New York, New York, November 28, 2000 Transforming Companies, Transforming Countries â€Å"Leadership in Organizations† by G. Yukl Chapters 10-13, The annual Booz Allen Hamilton study, Booz Allen Hamilton Inc, 2003. Web site- http://business2-cnet.com.com/CEOs-on-the-firing-line/2030-1069_3-1021971.html OPM, Workforce Performance Newsletter, April 1998 Phil Garrahan and Paul Stewart â€Å"The Nissan Enigma† Chapter 4 published by Mansell in London 1992).

Todays Family :: essays research papers

Surviving in the Ross Sea   Ã‚  Ã‚  Ã‚  Ã‚  Emperor penguins and Weddell seals are the only marine predators that breath air and live year round in Antarctica Ross Sea. How these two animals are able to live among each other when there diets, hunting depths and area distribution are shared is the question. Ross Sea is called home by six emperor penguin colonies, approximately 180,000 birds, and about 50,000 Weddell seals. It is important, when considering competition between these two species to know that each share above and below water resources however it is below water prey where problems may occur. Several items can be considered to determine true competition overlap. These items include prey selection, using different hunting depths and habitat separation.   Ã‚  Ã‚  Ã‚  Ã‚  Fish account for most of the diet of both predators (99.3 % for seals and 89-95% for penguins). To take it one step further, Pleuragramma antarcticum, or Antarctica silverfish is the primary prey for each. Of the fish consumed, 88.6% of penguin’s fish diet and 99.3% of the seals diet consist of the Antarctic silverfish. This species of penguins and seals do not select fish of different classes despite body and mouth size difference. Seal prey is slightly larger, yet still considered juvenile as are penguin prey. Absence of larger prey in the penguin diet may be due to the fact that all samples were collected during chick rearing periods. It is possible that adult birds would capture larger fish for themselves and return with slightly smaller sizes for their young. Although seals and penguins hunt for the same size and species of fish, this does not restrict them from cohabitation.   Ã‚  Ã‚  Ã‚  Ã‚  Next we will consider the depth at which they hunt. Both, seal and penguins are excellent divers. In order to dive at great depths, these species move oxygen away from the lungs and into the muscles and blood. This allows them to store 3-4 times more oxygen than the average land mammal. In addition, seals and penguins use other techniques to reduce oxygen intake. Examples of this include the reduction of heart rates during long dives and an energy conserving swim pattern called burst and glide. It is known that penguins and seals have the ability to reach similar depths, however, the time below surface varies between the two animals.

Behaviour Assessment in HRM Why Is Behaviour Assessment A Perennially Troubled Aspect of Human Resource Management?

A better understanding of the topic can be achieved by incorporating into the analysis the idea that â€Å"behaviour assessment† is also similar to â€Å"performance appraisal† and this means that both concepts deal with the assessment of employee performance in terms of what is expected of them and also on its effect on the overall competitive advantage of the firm in relation to its position in the industry.On the issue that behaviour assessment as a standard company policy is giving problems for both the organization in general and Human Resource Management (HRM) in particular can be explained based on the following propositions:1. Behavior assessment and other performance appraisal tools/systems are not clearly understood both for its true meaning, goals, and purpose. 2. Behaviour assessment and other performance appraisal tools/systems do not deliver on its promises to improve overall efficiency and profitability both for the organization and the individual employe e. 3. Behaviour assessment and other performance appraisal tools/systems need to be accurate all the time – there is great pressure on management – very little margin of error for a system generated by subjective human observations/judgements.4. Behaviour assessment and other performance appraisal tools/systems are sometimes regarded as the silver bullet that will solve all problems related to human resources. 5. And finally, these assessment tools are troubling the organization simply because it emanates from a department (HRM) that has weak foundations. It is an understatement to say that behaviour assessment tools are very difficult to understand and are all too complex to be used effectively.This stems from the fact that even HR specialists do not agree on what constitutes a correct performance appraisal system. Confusion abounds in the HRM world on how to standardize systems. Each company has their own version on how to observe and verify employee performance. Wor se, each company devises their methodology based on their needs and uses appraisal systems for varying reasons. The use of HRM behaviour assessments has its advocates and its critics.This polarization adds to the problem as members of the organization would be in a tug-of-war on how to proceed if ever they will decide to use such tools. Advocates of Behaviour Assessment Systems Amy Delpo in The Performance Appraisal Handbook harps on the benefits behaviour assessment tools and she said, â€Å"If you’ve been told to conduct performance evaluations it’s because the people who run your company realize that a performance evaluation system can deliver important benefits and improve the success of each employee, each department, and ultimately, your entire company (2005).She then lists the expected outcomes as follows: †¢ motivate employees to perform better and produce more †¢ help employee identify the ways in which they can develop and grow †¢ increase emp loyee morale †¢ improve respect employees have for their managers and senior management †¢ foster good communication between your staff and you †¢ identify poor performers and help them get on track and †¢ lay the groundwork to fire poor performers lawfully and fairly when they don’t improve.One of the reasons for the implementation of performance appraisal system is the need for building a strong organizational culture and many managers feel that the said appraisal system will guarantee correct data on what and where adjustments must be made to help the company move closer into that place where every employee is aware and always striving to maintain that organizational culture. On this great need, Mathis and Jackson explains the motivation to put in place such a system and he said:Every organization has a culture, and that culture influences how executives, managers, and employees act in making organizational decisions [†¦] the financial scandals in many firms in recent year illustrate the consequences of an â€Å"anything goes† organizational culture. (1989) What ignited the revolution for the use of behavioural assessment tools according Armstrong came from the landmark works of McClelland in 1973 and Boyatzis in 1982.McClelland suggested that â€Å"Criterion referencing or validation is the process of anlysing the key aspects of behaviour that differentiates between effective and less effective performance† (cited in Armstrong, 2003). This was later developed by Boyatzis when he said that competency is, â€Å"A capacity that exists in person that leads to behaviour that meets the job demands within the parameters of the organizational environment and that , in turn, brings about desired results† (as cited in Armstrong, 2003 ). No self-respecting manager can resist the promise of behaviour assessment systems.Advocates of performance appraisal tools based their justification on a theory of change – Force Field Analysis – that was put forward by Kurt Lewin. Lewin’s idea as summarized by Sinclair-Hunt and Simms, is described below: The idea is that a situation stays the same only when the forces for change are equivalent to the forces resisting it. The organization is then in equilibrium. Change happens when the forces for change outweigh the forces for restraint. Conversely, where the forces for restraint outweigh the forces for change, things remain the same.If handled carefully, the driving forces can overcome resistance. (2005) Those who believe in this approach could not be blamed. A case study of British airways â€Å"forceful changes† made on the organization resulted in averting bankruptcy and amazing growth. Sinclair-Hunt and Simms reveal a portion of the revolution that occurred in the said UK company, â€Å"Between 1982 and 1987 British Airways went from a publicly owned company with bureaucratic command culture and huge losses and decreasing mar ket share to a privately owned company with a market and service driven culture and profits of over $400 million.† (2005) The authors (Sinclair-Hunt & Simms) then listed the cause of the change was attributed to the following: †¢ Massive reduction in the workforce from 59,000 to 37,000 people †¢ Training programmes to develop appreciation of the business as a service industry †¢ Profit sharing, a bottom-up budgeting system, a user friendly computer system and the CEO engaging in question and answer sessions – all served to emphasise the new participative management style Many organizations are banking on the above-mentioned statements about change.They are mobilizing their HR departments to apply enough pressure for positive change to occur. Critics of Behaviour Assessment Systems Critics on the use of ill-conceived behaviour assessments asserts that theses procedures contain generally held assumptions and fallacies that if there is an input then there wi ll be an output and if enough pressure is done then change will occur. This idea was debunked by Sinclair-Hunt and Simms using the work of Kanter and associates and they said:Kanter et al. (1992) suggest that Lewin’s model of change is too simplistic. They argue that Lewin’s model is based on the view that organizations are essentially stable and static. They disagree with the idea that change results only from concentrated effort and that it happens in one direction at a time. Kanter et al. (1992) argue that change is multi-directional and ubiquitous – in other words, it happens in all directions at once and at a more or less continuous process.This complexity can help to explain why Lewin’s model may not seem to have much relationship with real lie, where change seems a more confused process. (2005) Herein lays the problem with those relying so much on assessment to encourage change when they fail to include in their system the idea that every aspect of the organization must be considered and all the forces at work in the enterprise as well.On the aversion for the idea that aggressive action will bear immediate positive results, Campbell (1989) said, â€Å"We need reminding that trainees do not just fall out of some great trainee bin in the sky; they probably have rather long and varied organizational histories, which have created certain attitudes, values and behaviors relative to specific training experiences† (as cited in Baldwin & Magjuka, 1997). Baldwin and Magjuka supports the idea of deliberate planning and implementation of organization change and not a one shot fix all scheme as is evident in most HR list of suggested solutions and they said:An assumption common to most training guidebooks is that the learning context can be managed or designed in a way that will affect trainee cognitions and, ultimately, training effectiveness. However this assumption tends to oversimplify the complexity of managing contextual fac tors in organization. We contend that the complexity stems in large part from the difficulty of predicting how employees will attach meaning to management acts, and the reality that, for organization employees, training is not an isolated event or singular activity, but an episode that occurs among many other organizational episodes experienced by those employees.(1997) Problems Encountered in the Real World Clampitt in his book Communication for Managerial Effectiveness shows that behaviour assessment is very difficult to execute properly in the real world. This is because the frailty of human being in terms of their personal agenda and other self-serving interest hinders them from giving an objective assessment. Using the words of Sissela Bok, Clampitt showed what the ideal scenario should be and how far is reality from it:At its best, discretion is the intuitive ability to discern what is and is not intrusive and injurious, and to use this discernment in responding to the conflic ts everyone experiences as insider and outsider. It is an acquired capacity to navigate in and between the worlds of personal and shard experiences, coping with the moral questions about what is fair or unfair, truthful or deceptive, helpful or harmful, Inconceivable without an awareness of the boundaries surrounding people, discretion requires a sense for when to hold back I order not to bruise, and for when to reach out.(as cited in Clampitt, 2005) For his final analysis (Clampitt) on his reservation for performance appraisal systems and the like is partly seen in the following statements: Much ink has been spilled over the issue of performance appraisals, Business journals, periodicals, and books are filled with discussion on how to more effectively conduct the performance review. And with good reasons; there is probably no greater area of employee dissatisfaction. In fact, although most organization maintains a formal performance process, few achieve their objective [†¦] Ot her complaints abound.Unfair rating scales, lack of objectivity, and lack of specific examples to back up the evaluation†¦(2005) Using Baldwin and Magjuka’s insights on the slow learning process experienced by an employee. It is now clear why employees would view such behavioural assessment systems as unfair. Management can be designing an assessment procedure that will look for behavioural changes that are not present. Not because the employee is lazy or has no resolve to change but as pointed out by Baldwin and Magjuka, it is not there yet because the natural process of learning has not yet taken its course.Clampitt adds the following reasons for the infectivity of this HR system 1) managers resist the appraisal process because it is used to accomplish multiple goals that are sometimes incompatible; 2) many mangers feel compelled to inflate ratings in favor of their department; and 3) many managers resist the appraisal process because they feel that they are â€Å"pla ying God† (2005). Goals of Behaviour Assessment The following is the discussion of the generally accepted goals of behaviour assessment and will be used as a basis for understanding the failure of said assessment tools in achieving the following objectives.The first common reason for incorporating such practice of evaluating employees stems from the great need to ascertain how competent a worker/employee is in his/her given position. Background information can be gleaned from the works of Woodruffe (1990), â€Å"Competency is a person-based concept which refers to the dimensions of behavior lying behind competent performance. † Woodruffe (1990) added that competence is â€Å"A work-related concept which refers to areas of work at which the person is competent† (as cited in Armstrong, 2003).The Need for Accuracy This paper propose that one of the reasons that behaviour assessment is a very much troubled aspect of HRM practice is due to the fact that there is no ro om for error on its findings and recommendations. Consider the following documented events on UK’s experience with a failed assessment for correct pay costs as described in Armstrong and Brown’s book Paying for Contibution: Chancellor Gordon Brown (regarding the most publicized UK pay developments in a single month –May 1998- ), saw the UK private sector earnings growth of 5.6 percent as giving serious cause of concern, threatening the competitiveness of the UK economy and the maintenance of price stability; in June the Bank of England cited wage increases outstripping productivity growth as the prime justification for an increase in interest rates [†¦] that rising wages could, destroy the enormous prize of economic growth and stability. (1999) Amy Delpo on the need for accurate and fair appraisal issued the following warning, â€Å"As you may have been told, conducting a shoddy performance appraisal can get your company – and you – into lega l trouble.There is no point in sugarcoating it for you: Writing the wrong things on a performance appraisal or doing the appraisal unfairly or improperly can have devastating consequences if you are sued by an employee† (2005) Promises Are Made to be Broken There is an expectation amongst employees that if they did a fairly good job then management will notice. This is reinforced by the fact that a regular performance evaluation is being conducted by the people from HRM.This leads to the expectation that salary will be adjusted based on competency and the worker’s striving not only to achieve a higher level of performance but also on a higher degree of conforming to what is believed to be as admirable behaviour befitting a model employee. It will be such a disappointment for said employee to discover, or when he realizes after a few years of no wage increase, that the job performance evaluation was worth nothing. Armstrong and Brown explain why promises of performance r elated pay is most often a figment of imagination, and the authors said:The motor industry presents a good example of the competitive pressure which have forced similar changes in pay and working practices across many sectors. The threat in a ruthlessly competitive European market from Far East manufacturers, and the opportunities for an increasingly concentrated set of globally organized companies to shift production to lower cost locations (VW in Eastern Europe), or closer to new markets (Mercedes and BMW in the United States), means that the European firms simply cannot afford to have uncompetitive wage costs which are out of line with the productivity and performance of alternative location. (1999)If this is the case then HR specialist must stop deluding employees that the job performance will affect their pay grade. The truth is HRM needs the evaluation to enforce change and to make personnel related decisions but could not deliver on its promise to the employees for economic r easons; this has disheartened not a few employees. The Problem with HRM After all these things are said and done, the most unbelievable reason perhaps as to why behaviour assessment is such a troubling aspect of management in general and HRM in particular lies in the fact that the department tasked to design such evaluation systems is in trouble itself.Consider the following insights from David E. Guest, UK’s own expert on the study of human resource management, and he said: There has been a rash of studies demonstrating a positive association between human resource management (HRM) and performance, providing encouragement to those who have always advocated the case for a distinctive approach to the management of human resources. While these studies represent encouraging signs of progress, statistical sophistication appears to have been emphasized at the expense of theoretical rigour. (1999) In Australia the problem of HRM is a concern.Graham Andrewartha likes to believe that : [†¦] human resource management is a management specialty that has not yet achieved professional status. Further, because of its monopoly over the people management area, it has diverted other managers from taking responsibility for people issues and unintentionally contributed to the continuing decline in people skills in Australian organization [†¦] HRM has always been reshaping itself, continuously changing and innovating, et not really changing at all. It requires foundation – not innovation – to be effective. (1998) ConclusionThe reason why behaviour assessment has met a lot of controversy in organizations around the world and most especially in Australia is due to confusion on what a correct and beneficial employee-performance-evaluation-system should look like. This is exacerbated by the lack of positive results on the basis of the use of such system for corporate and personnel gain. The answer to the query can be found in all these and more important ly on HRM need to change first before it can expect change from the corporation it wishes to serve. References Andrewartha, Graham. (1998). The Future Role of Human Resource Management. In G. L. O’Neil & R.Kramar (Eds. ) Australian Human Resource Management: Current Trends in Management Practice. Australia: Woodslane Pty Limited. Armstrong, Michael. (2003). Human Resource Management Practice. London: Kogan Page Ltd. Armstrong, M. & Brown, D. (1999). Paying for Contribution. London: Kogan Page Ltd. Baldwin, T. T. & Magjuka, R. (1997). Organizational Context and Training Effectiveness. In J. K. Ford et al. (Eds. ). New Jersey: Lawrence Erlbaum Associates, Inc. Berger, L. A. & Berger, D. R. (2000). The Compensation Handbook: A State-of-the-Art guide to Compensation Strategy and Design. New York: McGraw-Hill Companies, Inc. Clampitt, Phillip.(2005). Communication for Managerial Effectiveness 3rd ed. London: Sage Publications Ltd. DelPo, Amy. (2005). The Performance Appraisal Hand book: Legal and Practical Rules for Managers. 1st ed. CA: Consolidated Printers, Inc. Guest, D. E. () Human Resource Management and Performance: A Review and Research Agenda. In R. S. Schuler & S. E. Jackson (Eds. ) Strategic Human Resource Management. Oxford: Blackwell Publishers Ltd. Mathis, R. L. & Jackson, J. H. (1989). Human Resource Management. 11th ed. NE: South-Western. Sinclair-Hunt, M. & Simms, H. (2005). Organizational Behaviour and Change Management. UK: Select Knowledge Limited.

Analysis Of Hydrocarbon Essay

Abstract In the analysis the solid-phase microextraction (SPME) and capillary gas chromatography/mass spectrometry (GC/MS) was developed for the identification of volatile compounds (hydrocarbon) in fuel. The samples was used is (kerosene, diesel, thinner and petrol) and one unknown. After the analyte was extracted by SPME in 20min, it directly injected to the GCMS with desorption time 80sec.After the analysis was done, the result was stated at table 4.1, the unknown was identified as a petrol because the hydrocarbon presence in the unknown is the same with the hydrocarbon compound in the petrol sample. Aromatic hydrocarbon was presence in both sample petrol and unknown. Alkanes hydrocarbon was presence in other sample. Objective The objectives of this experiment are to perform sample preparation by SPME and to identify the components of hydrocarbon in common fuel using SPME-GC-MS. Introduction Solid phase microextraction, a simple, effective adsorption/desorption technique, eliminates the need for solvents or complicated apparatus for concentrating volatile or nonvolatile compounds in liquid samples or headspace. SPME is compatible with analyte separation/detection by gas chromatography or HPLC, and provides linear results for wide concentrations of analytes. By controlling the polarity and thickness of the coating on the fiber, maintaining consistent sampling time, and adjusting several other extraction parameters, an analyst can ensure highly consistent, quantifiable results from low concentrations of analytes. Analyses of volatile or semivolatile organic environmental pollutants,flavor or fragrance components, and many other samples usually begin with concentrating the analytes of interest through liquid-liquid extraction, purge-and-trap, headspace, or various other techniques. These procedures typically require excessive time, complicated equipment, and/or extravagant use of organic solvents. Solid phase microextraction, or SPME,* an adsorption/desorption technique developed at the University of Waterloo (Ontario, Canada), eliminates the need for solvents or complicated apparatus for concentrating volatile or nonvolatile compounds in liquid samples or headspace. SPME provides linear results over wide concentrations of analytes (1-4), is compatiblewith any packed column or capillary gas chromatograph or gas chromatograph-mass spectrometer system, and can be used with split/splitless or direct/packed injectors. An SPME/HPLC interface allows the technique to be combined with analysis by HPL C, expanding the applications for the extraction technique to detection of surfactants in water, pharmaceuticals in biological fluids, and many other analyses. An analytical process typically consists of several discrete steps: sampling, sample preparation, separation, quantification and data analysis. For example, in the analysis of semivolatile components in water, the target analytes are first extracted into an organic solvent. The resulting solution is then introduced into an analytical instrument for separation, quantification, and possible identification. Each of these steps affects the precision, accuracy and speed of the analysis. Although multi-dimensional techniques such as gas chromatography/mass spectrometry (GC/MS) have improved separation and quantification, the preparation step is still time consuming and often uses a significant volume of organic. SPME was developed to simplify the preparation step. SPME is a microextraction technique, which means that the amount of extraction solvent is very small compared to the sample volume. As a result, exhaustive removal of analytes to the extracting phase does not occur, rather an equilibrium is reached between the sample matrix and the extracting phase. To make this approach practical, the extracting phase is permanently attached to rods made out of various materials. In most of the cases, the extracting phase is a polymeric organic  phase that is cross-linked and permanently attached to the rod. In one configuration, the rods consist of an optical fiber made of fused silica, which is chemically inert. A polymer layer is used to protect the fiber against breakage. Two common polymers used are poly (dimethylsiloxane) and polyacrylate. Poly (dimethylsiloxane) behaves as a liquid,which results in rapid extraction compared to polyacrylate, which is a solid. The silica rods have a typical diameter of 100–200 micrometers and a film thickness ranging from 10–100 microns. When the coated fiber is placed into an aqueous matrix (Figure 1), the analyte is transferred from the matrix into the coating. The extraction is considered to be complete when the analyte has reached an equilibrium distribution between the matrix and fiber coating. The equilibrium condition can be described as: n = Kfs Vf Vs Co Kfs Vf Vs when n is the amount extracted by the coating Kfs is the distribution coefficient between the fiber coating and the sample matrix, Vf is the volume of the fiber coating, Vs is the volume of the sample, and C0 is the initial concentration of analyte in the sample. FIGURE 4.1: Microextraction with SPME. SPME passively extracts organic compounds and concentrates them onto a thin, fused-silica ï ¬ ber coated with a stationary-phase material. The component in sample was identified by comparing with the mass spectra library. The quality of a component must taken 90% and above. There are three different extraction modes for SPME: I.  Direct: Fiber is placed in the water or air sample and the analytes are adsorbed onto or absorbed into the ï ¬ ber coating directly from the sample matrix. II.  Headspace: Sample of soil or water is placed in a vial. The SPME ï ¬ ber is placed in the air directly above the water or soil, and analytes partition from the sample matrix through the air to the ï ¬ ber coating. The air in the vial serves as a barrier between the SPME ï ¬ ber and the sample matrix to protect the SPME ï ¬ ber and eliminate fouling by high molecular-weight compounds and other non-volatile interferences in the sample media. III.  Membrane: uses a membrane to protect the SPME ï ¬ ber from heavily contaminated samples that may damage the ï ¬ ber. Figure 4.2: Schematic diagram of the headspace SPME apparatus. Sample: Unleaded petrol, diesel, paint thinner, kerosene and unknown. Apparatus: SPME holder with 100 ÃŽ ¼m polydimethylsiloxane (PDMS) fibre. Instrument: Gas chromatograph (Agilent Technologies 5890 Series II) Equipped with HP 5971A mass selective detector and a 30m x 0.25ÃŽ ¼ x 250 ÃŽ ¼m HP 5 – MS capillary column and glass vials with septum. Procedure Instruments Set up Injector temperature : 250 oC Detector temperature : 300 oC Carrier gas flow rate : 30 ml/s Column temperature : 60 oC to 170oC at 10oC/min 1. The fiber (PDMS) was conditioned in the GC injection port at 250oC for at least 10 minutes to removed contaminations. 2. Approximately 5 mL of unleaded petrol was added in a glass vial and place the vial on a hot plate. The sample was heated to 50oC. 3. The SPME fiber was exposed to the headspace of the vial for 20 minutes and the temperature was constant at 50oC. 4. The fiber was withdraw into the needle and pulled out from the vial and immediately injected into GC-MS with desorption time 80 seconds. 5. Using the mass spectra library, the major component compound in each sample was identified using the mass spectra library. 6. Step 2 until 5 were repeated for other sample. Discussion The solid phase microextraction process is shown in Figure 4.3. 1cm length of fused silica fiber, coated with a polymer, is bonded to a stainless steel plunger and installed in a holder that looks like a modified microliter syringe. The plunger moves the fused silica fiber into and out of a hollow needle. To use the unit, the analyst draws the fiber into the needle, passes the needle through the septum that seals the sample vial, and depresses the plunger, exposing the fiber to the sample or the headspace above the sample. Organic analytes adsorb to the coating on the fiber. After adsorption equilibrium is attained, usually in 2 to 30 minutes, the fiber is drawn into the needle, and the needle is withdrawn from the sample vial. Finally, the needle is introduced into the gas chromatograph injector, where the adsorbed analytes are thermally desorbed and delivered to the GC column, or into the SPME/HPLC interface. Results compare very favorably to results for other sample preparation. Figure 4.3: Solid Phase Microextraction In SPME, equilibria are established among the concentrations of an analyte in the sample, in the headspace above the sample, and in the polymer coating on the fused silica fiber. The amount of analyte adsorbed by the fiber depends on the thickness of the polymer coating and on the distribution constant for the analyte. Extraction time is determined by the length of time required to obtain precise extractions for the analytes with the highest distribution  constants. The distribution constant generally increases with increasing molecular weight and boiling point of the analyte. Selectivity can  be altered by changing the type of polymer coating on the fiber, or the coating thickness, to match the characteristics of the analytes of interest. In general, volatile compounds require a thick coating, and a thin coating is most effective for adsorbing/desorbing semivolatile analytes. Desorption of an analyte from an SPME fiber depends on the boiling point of the analyte, the thickness of the coating on the fiber, and the temperature of the injection port. Nonpolar analytes are most effectively extracted with a nonpolar fiber coating and polar analytes are most effectively extracted with a polar coating, just as nonpolar or polar analytes are most effectively analyzed on a gas chromatography column of like polarity. In SPME however, because only 1cm of fiber is exposed to the sample matrix, the fiber coating must be either nonpolar or strongly polar in nature. The small differences in stationary phase polarity that are useful in gas chromatography (a 5% diphenylsiloxane/95% dimethylsiloxane phases versus a 100% dimethylsiloxane phase, for example) will not produce appreciable selectivity differences in SPME. The polydimethylsiloxane (PDMS) is the non- polar stationary phase that has been used in this experiment. The –R groups are all –CH3, giving a liquid that is relatively nonpolar. In general, polar fibers are used for polar analytes and nonpolar fibres for non-polar analytes. Before proceed the analysis, the sample must be heated to make the sample attach to the fibre. The fibre was put into the vial that contains the sample. The vial was heated by using the water bath at 500C this was done because if the temperature was not strictly controlled, the components of interest from t he sample that we wanted to collect will not be able to obtain. We controlled the temperature by adding cold water inside the water bath system if the temperature goes high, reduced the amount of water, and also increased the hot plate’s temperature if the temperature goes low than 500C.Before placing the fibre into the sample vial through its septum, the fibre was first injected into the injection port of the GCMS at temperature of 2500C for 10 minutes so that any interferences and contaminants can be effectively removed. By doing this, we actually want to make sure that no impurities existed on the fibre. Thus, we can be sure that we are actually  injecting pure vapor of sample’s components obtained from exposing the fibre to the headspace of the vial. After the extraction time was completed, we transferred the fibre immediately to injection port for injection purpose, as we did not want any of the components of sample that we collected to be disappeared into the surrounding. After the extraction time was completed, we transferred the fibre immediately to injection port for injection purpose, as we did not want any of the components of sample that we collected to be disappeared into the surrounding. After 80 seconds of injection, the fibre was pulled out from the injection port. The 80 seconds period is known as desorption time. The factors that effects on determining desorption times are carrier gas linear flow and temperature. These factors will influence the carryover experience on the fibre. There are several factors that effects on precision of the fibre such as condition of the fiber, GC injector (fibre positioning), desorption time, sample volume, agitation, extraction time and temperature. During the experiment, there were source of error occurred such as personal and methods error. For example, when heated, the temperature was not maintained at 50oC. Besides, the fibre was not quickly injected into the GC-MS which can cause the sample to vaporize and in the end the analytes disappear. To get the best result, ensuring the fibre and sample is heated longer and maintain the temperature at 50oC so that the compounds of sample can attached and coated to the fibre. SPME has several important advantages compared to traditional sample preparation techniques. The advantages of SPME discuss. The SPME method for semivolatile analysis consists of inserting the fiber device into the aqueous sample matrix, pushing the plunger to expose the fiber, retracting the fiber into the needle when equilibrium has been reached, and finally introducing the fiber into the analytical instrument. During desorbtion of the analyte, the polymeric phase is cleaned and therefore ready for reuse. The absence of solvent in SPME is an important feature, as it is not only environmentally friendly but makes the separation faster, which increases throughput and allows for the use of simpler instruments. Another important  feature of SPME is its small size, which is convenient for design. Another important feature of SPME is its small size, which is convenient for designing portable devices for field work. Since the amount of extracting phase is small, the equilibrium of the system is not disturbed and can therefore be studied. Very small objects can be studied with miniature fibers, such as a single flower or even a single cell. The sensitivity and limit of determination is comparable to techniques that rely on liquid extraction. Although only a small portion of analyte is extracted from the matrix, all extracted analytes are transferred to the analytical instrument. This is in contrast to liquid extractions, where the majority of analyte is transferred from a given sample to the organic phase but only a small portion (1/100 or 1/1000) of the extracted analyte is introduced to the analytical instrument. The analyte if the sample non volatile the other extraction method can achieve by placing the SPME fiber directly into the aqueous sample. Conclusion In conclusion, since hydrocarbon is volatile compound, the extraction procedure by placing the SPME fiber in the headspace above the sample can extract the analyte and directly injected to the GCMS, the components in the sample can be identified using the GCMS where we can compare the obtained spectra with the instrument’s library. From the experiment we are successfully determine the compounds that present in the thinner, kerosene, diesel and petrol. The hydrocarbons that present in unknown are similar to those in kerosene because it is quite similar in chromatography diagram.Besides, the sample are not quality so that the result that we obtain is not accurate a bit because of oftenly used. Recommendations 1. Washing the injector properly so that, no contaminate will occurred. References 1. http://www.sciencedirect.com/science 2. www.geocities.com/hpgc/chem700/spmenotes.pdf

Old and New Friends essays

Old and New Friends essays Last year my life changed dramatically. Towards the end of the school year I was starting to get the feeling my friends didnt want me around. At first I was denying it and kept going on as I usually do. Some of my friends in the group had been slowly starting to ignore my calls and texts and I believed them when they said they never got them. Eventually it got to a point where we would make plans in school then later that day I wouldnt hear from them. One of the very last times my friends and I had plans was also the day we almost completely stopped talking. At this point only a couple of my friends had been answering my calls and one of them told me to meet them at a friends house. The other kids there didnt want me to show up so when I got there they wouldnt answer my calls. When I walked down to the basement door it was locked and I saw them all standing there. I watched as they ran up the stairs and at the same time I walked to the front yard. As I called out to them I heard the sound of cars starting and watched all but two of my friends drive away. Chris and Cooper, the ones that stayed behind, had apologized for the others but at that point I had got the message and just went home. I felt betrayed and didnt understand why they were doing this. I felt alone and that the rest of the summer would be spent sitting at home feeling sorry for myself. I really didnt interact that much with many people outside of my group of friends so I felt scared that I could be without friends forever. A couple weeks later I called up my old friend Alex for a ride to the Crimson baseball game and he picked me up. As I stepped into the car I saw it full of people I didnt talk to and felt incredibly awkward as they just stared confused as why I was there. Slowly throughout the game, I started talking with them and I started to feel like I had been friends with them my whole life. After that I wa...

Electrical and Thermal Conductivity of Diamond

Electrical and Thermal Conductivity of Diamond There are two types of conductivity. Thermal conductivity is a measure of how well a material conducts heat. Electrical conductivity expresses how well a substance conducts electricity.  A diamond has characteristic thermal and electrical conductivity that can be used to help distinguish it from other materials and identify impurities in a genuine diamond. Unique Mineral Qualities Most diamonds are extremely efficient thermal conductors, but electrical insulators. Diamond conducts heat well as a result of the strong covalent bonds between carbon atoms in a diamond crystal. The thermal conductivity of natural diamond is around 22 W/(cm ·K), which makes the diamond five times better at conducting heat than copper. The high thermal conductivity may be used to distinguish diamond from cubic zirconia and glass. Moissanite, a crystalline form of silicon carbide that resembles diamond, has a comparable thermal conductivity. Modern thermal probes can differentiate between diamond and moissanite, as moissanite has gained popularity. The electrical resistivity of most diamonds is on the order of 1011 to 1018 ÃŽ ©Ã‚ ·m. The exception is natural blue diamond, which gets its color from boron impurities that also make it a semiconductor. Synthetic diamonds doped with boron also are p-type semiconductors. Boron-doped diamond may become a superconductor when cooled below 4 K. However, certain natural blue-grey diamonds that contain hydrogen are not semiconductors. Phosphorus-doped diamonds films, produced by chemical vapor deposition, are n-type semiconductors. Alternating boron-doped and phosphorus-doped layers produce p-n junctions and may be used to produce ultraviolet emitting light emitting diodes (LEDs).

MANAGING DECISIONS Essay Example | Topics and Well Written Essays - 3000 words

MANAGING DECISIONS - Essay Example It is with this, that they came up with goals in which they strive to achieve. Tap helps to introduce children to the rhythm and music; it was first introduced in African American dance and named, Juba or Irish Step-Dancing and thought to have taken roots since 1800 when minstrel shows were taking course. Later in 2008, it was started by Rachael when she relocated to Greenwich from Islington after taking a career as a professional dancer. Her aim was to establish the benefits to creative and independent children. The school attracts customers by offering the first free lesson for starters, this works as an encouragement where those who really have the urge to cut down calories voluntarily get encouraged and start the exercises as soon as they get time. Povaly (2007), stated that for old members, the organization charges four weekly, where each day, people pay different rates like, they begin their classes with Tots Tap among the three year olds, where children are first taught how to count music and hold a beat, after gaining this skills, they are then taken to the next step of pre-primary tap. By this time the organization targets the school going child. With goals at hand and support from her clients, Rachael has transformed and brought in new styles of teaching which have integrated dance, music and methods that build on her past experience when she was working with major bodies of dancing in the United States. She has also worked to incorporate her styles with that of the British Ballet Organization, so as to make sure as the groups develop; they are able to work in accredited recognition of their development. The mentioned factor of the growing market is due to the merits the organization is striving to give its clients. An example is where, for starters, they are allowed free services for that day, and then the subsequent days of the week, they are charged at