The filament bulb obeys ohms law Essay Example for Free

The filament bulb obeys ohms law Essay I think this was caused by air already in the tube being pushed out. To overcome this I could have measured how much O2 started in the tube and then subtracted that from my 1st measurement. My experiment was good because it was repeated enough times, three times, so that any anomalous results could be clearly seen next to a best-fit curve. Also all of my results had a best-fit curve and the values increased throughout, backing up my prediction that as the substrate concentration increased so would the initial rate of reaction. Using a measuring cylinder rather than a gas syringe to collect the O2 is better because gas syringes, although easier to use, do not always move with ease when oxygen moves in. In my experiment the oxygen bubbles could be clearly seen in the water inside the measuring cylinder and had no trouble reaching the cylinder. Limitation How does this affect accuracy and/or reliability? Importance? Why? Modifications O2 escaping due to tubes in bung. If O2 escaped then the volume of O2 collected will be wrong and therefore the result could not be reliable. This is very important as if gas was escaping then it would not have got into the tube, therefore affecting the amount of O2 collected in the experiment. However, as the same equipment was used throughout this is not a very important factor as it would have been the same for all of the experiments. Use Vaseline around tubes to stop O2 escaping and look for any gas escaping through holes in the tube that is in the water. This would stop O2 escaping but wouldnt really alter the reliability too much, just the accuracy of the result. Surface area of yeast not being similar. This is a variable and therefore not keeping it the same means two things are being investigated at the same time, and therefore this would mean that the results gathered do have some inaccuracies and can not be reliable. This is the most important factor because a larger surface area means that there will be more to react with. If there were a very small surface area the reaction would be slow, as there is not much for the substrate to react with. By crushing the yeast up with a pestle and mortar the surface areas will all be the same but this would speed up the reactions dramatically as it would give the maximum surface area. This would have made the results a lot more reliable as they all would have begun with the same surface area. Test tube containing O2 before H2O2 was added. This means that the first measurement could be quite high, when there is little activity, as solution being pushed in it pushes oxygen out through the tube. This is important as it explains the 1st result being much faster than the 2nd throughout the 5 experiments. However, it is the same for all of the experiments so it wouldnt make a big difference in the comparison of my results. Making a vacuum around the experiment would stop O2 getting into the tube. An easier alternative would be to measure O2 in tube before and then subtract that number from my 1st measurement. Although this would increase accuracy it would not alter the reliability, as the amount of O2 in the tube is the same each time. Obstruction in the tube This would slow or stop the movement of O2 through to the measuring cylinder. If there was a block then it would cause the results to be much lower than they should be, with a much slower initial rate of reaction. This is because less O2 is being measured as less would get to the measuring cylinder. By rinsing out the tube before each experiment any obstructions can be removed. If there were an obstruction then doing this would make the results more reliable and much more accurate. The results that I gathered, in my opinion, are not all reliable. This is mainly due to the wide range of results gathered in my 5ml H2O2, the final measurements being 45cm3, 93cm3 and 92cm3. Also, my 2ml H2O2 experiment ended up with a higher initial rate of reaction and more O2 collected than the 3ml H2O2 and the 4ml H2O2 experiments. Repeating the experiment 3 times and then taking an average helps to hide these unreliable results. Another reason why my results are unreliable is that the surface area was not the same each time. If the yeast in one experiment had a much higher surface area then it was going to have a much faster initial rate of reaction than an experiment where yeast had a small surface area. This is likely to be why my 2ml H2O2 experiment came out higher than my 3ml and 4ml H2O2 experiments On my graphs I have circled what I think are anomalous results. My first anomalies occur on my 2ml H2O2 graph. Between 40seconds and 60seconds the O2 collected is 14. 3cm3, 17. 7cm3 and 21. 7cm3. I think that, although the graph on the whole is unreliable, these are anomalous because they do not fit the best-fit curve. On the 3ml H2O2 graphs I have circled two points as these points dip below the best fit curve and then back up again. At 70seconds and 80seconds the O2 collected is 20. 7cm3 and 22. 7cm3. A possible reason for this could have been that the tube might have been blocked, maybe by the way that the measuring cylinder was held. It might have been different if the measuring cylinder was clamped so it couldnt move and therefore couldnt squash the tube. By holding the measuring cylinder it was possible that it may have been pressed down on the tube briefly. This would of held the O2 in the tube and then when it was released the O2 would have all come out at once, resulting in the points moving back to the best-fit line. On the 5ml H2O2 graph I have circled one point. This point is after 30seconds and misses the best-fit curve by about 4cm3; it has 30cm3 whereas the curve crosses 30seconds at 34cm3. The reason for this anomaly could have been the same as above or possible because of a reading inaccuracy. Also, when holding the measuring cylinder, it was not always held perfectly upright, and therefore could have given a false reading but this is likely to have been the same throughout the experiment. Bibliography These are the books from which I gathered my information and used to make my prediction: Indge, Rowland, Baker, (2000): A New Introduction to Biology (Hodder Stroughton) Jones, Forsbery and Taylor (2000): Biology 1 (Cambridge University Press) Toole, Glenn and Susan (1999): Understanding Biology, Fourth Edition: (Stanley Thorne Ltd).

Aruba :: Free Descriptive Essay About A Place

Aruba Aruba’s political center was located on the island of Curacao while under the colonial control of the Netherlands from 1634 until 1986. Decisions on political issues in Aruba were made by the Dutch Governor who was located on Curacao. With the economic boom of the oil refineries in the 1900’s, the people of Aruba started to feel the need to have a say in issues facing them. Many political issues were put on hold because of World War II and the German occupation of the Netherlands from 1940 to 1944. With the world at peace, the issue of the post war handling of their colonies had to be faced by the Dutch. The Netherlands Antilles, which includes------------------- was granted universal adult suffrage in 1950 and internal self-government in 1950. After four years of considerable discussion, the Dutch government and its American colonies adopted an unusual constitutional experiment, the Statute of the Realm, which became effective in December 1954. Under the Statute, the Dutch monarch reined over a composite realm made up of the three kingdoms of the Netherlands, Suriname, and the Netherlands Antilles. The statue grants the Dutch islands considerable autonomy. The realm has jurisdiction over defense, foreign affairs, the sharing of citizenship, and certain other specific matters. All other governmental powers are reserved to the former colonies. Even in foreign affairs, the Netherlands Antilles can join international bodies, and the Realm may not make or break treaties affecting its Caribbean members without their consent . The Kingdom of the Netherlands Antilles formed the Antilles Federation. The center of political power for Aruba during the colonial period was located in Curacao. With the coming changes resulting from World War II, the real issue brought forward before the war was not resolved. A government located on Curacao still ruled Aruba. Leaders of Aruba remained convinced that Curacao treated them unfairly and unjustly obtained too much of their income. The Netherlands maintained that any island leaving the federation must become an independent nation. As Aruba’s economy was boosted by the establishment of the Standard Oil Company of New Jersey (Exxon)’s largest refinery in the world in 19----------------, the cry for independence (or â€Å"Status Aparte†) became more and more vivid. During this period the political parties A.V.P (Arubaanse Volks Partij) and U.N.A. (Union Nacionalista Arybano) governed the island.

Others vs. leaders Essay

To further test why there was a difference in the above results, t-test was further conducted between the two groups to identify the items where there are possible differences between the two groups under study. B. 1. Leadership, Item 1: There was no significant difference between the Leadership mean scores of the Others Group and the Leaders Group. This means that as far as the Leadership indicators were concerned the two groups could be considered as belonging to the same population, Table 4. Table 4. T-Test Results of Leadership Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance. Leadership 3. 805 4. 186 -1. 68 p=0. 10n. s. n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) This implied that although the respondents belonged to different echelons in the organization studied, as far as the Leadership, Item 1, measures are concerned; the Junior Officers and the Senior Officers perform at the same level. B. 2. Strategic Planning, Item 2: The t-test showed there was no significant difference between mean scores of the two groups suggesting uniformity in perception as far as the indicators of strategic planning were concerned, Table 5. Table 5. T-Test Results of Strategic Planning Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance Strategic Planning 3. 852 4. 19 -1. 13 p=0. 265n. s. n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 3. Customer and Market Focus, Item 3: The t-test on comparing the mean scores of the Others Group and the Leaders Group showed a significant difference between the two groups with the Leaders Group considerably had higher mean score, Table 6. Table 6. T-Test Results of Customer and Market Focus Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance Customer and Market Focus 2. 708 3. 143 -2. 09 p=0. 043 * n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 4. Measurement, Analyses and Knowledge Management, Item 4: There is no significant difference between the Measurement, Analyses, and Knowledge Management mean scores of the Others Group and the Leaders Group, Table 7. Table 7. T-Test Results of Measurement, Analyses, and Knowledge Management Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance Measurement, Analyses, and Knowledge Management 3. 795 3. 531 0. 64 p=0. 527n. s. n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 5. Human Resource Focus, Item 5: There is no significant difference between the Human Resource Focus mean scores of the Others Group and the Leaders Group, Table 8. Table 8. T-Test Results of Human Resource Focus Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance Human Resource Focus 3. 217 3. 35 -0. 55 p=0. 587n. s. n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 6. Process Management, Item 6: There is no significant difference between the Process Management mean scores of the Others Group and the Leaders Group. Table 9. T-Test Results of Process Management Mean Scores of the Others Group and the Leaders Group Variables Others Leaders t-test Significance. Process Management 3. 772 3. 819 -0. 24 p=0. 813n. s. n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 7. Business Results, Item 7: There is significant difference between the Business Results mean scores of the Others Group and the Leaders Group. The Others and the Leaders Group differed in their responses for Business Results. The Leaders Group had higher responses for these types of questions, Table 10. Table 10. T-Test Results of Business Results Mean Scores of the Others Group and the Leaders Group. Variables Others Leaders t-test Significance Business Results 2. 245 2. 926 -2. 23 p=0. 031* n. s. = not significant (accept hypothesis: mean scores of others = leaders) * significant at 1% level (reject null hypothesis) B. 8. Implications of the t-test Results The t-test conducted revealed significant difference between the two groups on two items, namely Customer and Market Focus, Item 3 and Business Results, Item 7. According to the Baldrige Criteria, the Customer and Market Focus Category, Item 3, â€Å"examines how the organization determines requirements, needs, expectations, and preferences of customers and markets. Also examined is how the organization builds relationships with customers and determines the Key Factors that lead to customer acquisition and satisfaction, loyalty and retention, and to business expansion and sustainability. † We take note that this concern is a concern essentially external to the organization but defines the rationale or importance of the organization to the bigger society through which the organization was dedicated in serving. In the military service, the â€Å"customer and market† are presumably not only the men and women in the service but the public at large and all its agencies. It could be expected that the top echelon of the military leadership surveyed in the study were concerned not only with how the organization works but whether the expectations of its function to serve the public at large were being met. Another item which showed significant difference with the Leaders Group scoring higher than the Others Groups is Business Results, Item 7. Based from the Baldrige indicators, this item is customer-oriented and measures performance geared at satisfying the â€Å"customer† as well as performance in the â€Å"marketplace†. In other words, this item is concerned with results which would accomplish the mandate or mission of the organization. Again, we take note that this item is external to the organization which leads us to a possible explanation for such a result. The differences between the two groups suggested that there was a sort of a transformation in perception of officers as they go up in the hierarchy. This support the earlier observation that positions in the organization may have its own requirements given its functions which shape the perception or point of view of those occupying such positions. C. Excerpt from the Correlation Matrix for the Leaders Group To further probe into the nature of the difference of point of views or priorities between the two groups, cross-correlation between the items were conducted on the Leader Group. The results revealed a negative or inverse correlation between Strategic Planning, Item 2, and Customer Market Focus, Item 3; whereas, a positive correlation between Strategic Planning, Item 2 and Process Management, Item 6, Table 11. Table 11. Excerpt from the Correlation Matrix for Leaders Strategic Planning Item 2. Customer and Market Focus, Item 3 -0. 811 0. 027 Process Management, Item 6 0. 955 0. 001 Cell Contents: Pearson correlation p-Value These results further showed us some trends which were not shown in the cross correlation test conducted for the Others Group. That is, for leaders in key positions, the concern is satisfying the goals and achieving the results and the details like strategy become a lesser concern. Arguably, the top echelon of the military leadership has the whole organization working under its wings which would deliver and perform. Specifics, then have to be largely delegated to the Junior Officers. The positive correlation between strategy and process management suggested that top leadership in the case of the respondents surveyed in this study, likewise did not bother much with the details of certain processes possibly as in the case of strategy relegating the meticulous tasks to Junior Officers. Again, this supported the previous trend of position based perspectives suggesting opposing point views may be due to position occupied.

Accounting Data in Productivity Measurement and Strategic...

Table of content: Page number Executive Summary---------------------------------------------------- 2 Introduction ----------------------------------------------------- 3 What is Cost Accounting? -------------------------------------------- 5 Importance of data collection ---------------------------------------- 6 Accounting data for productivity measurement ----------------- 7 Accounting data for decision making ------------------------------- 9 Identifying profitable segment’s using accounting--------------- 11 Managerial Accounting changes-------------------------------------- 13 Conclusion ---------------------------------------------------------------- 14 Reference†¦show more content†¦Managerial accountants therefore are seen as the value-creators amongst the accountants. They are much more interested in forward looking and taking decisions that will affect the future of the organization, than in the historical recording and compliance aspects of the profession. 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