Titration Lab

Lab Report: Titration Lab Prepare a solution of a given concentration; understand titration including acid-base reactions, pH, stoichiometry and molar equivalence. Chemicals and equipment: NaOH pellets close to purity, HCl 3M, phenolphtalein Beckers, flasks, burette, magnetic or manual stir pHmeter Waste management: The waste disposal will be handled through neutralization of your excess reactant to a pH between 4. 0 and 10. 0 and disposal with abundant rinsing. As a preparation for the lab you may want to practice with The experiment: We will do a titration in which the reaction type is acid-base.The equivalence point is characterized by a sharp change of pH which can be followed with a pHmeter. A graph of pH versus concentration will indicate the molar equivalence at the inflexion point of the curve. The point observed experimentally is never exactly the molar equivalence but a â€Å"best estimate† and is given the name â€Å"end point†. It is easier and cheaper to id entify the end point with an indicator instead a pHmeter. Some chemicals such as phenolphthalein will change color when the pH changes sharply between two given values called the indicator’s range.The range of phenolphthalein is 8. 3 to 10. 0. The shape of a pH curve varies widely with the type of reactants and needs to be taken into account when choosing an indicator. We will titrate a strong base (NaOH) of unknown concentration with a strong acid (HCl). The objective is to find the purity of NaOH pellets. The pellets are close to purity but not 100 % because NaOH is very hydrophilic and the pellets are likely to be slightly hydrated. The procedure: The first part of the laboratory experiment will be the preparation of the reactants and the choice of an indicator.You will need to prepare the analyte, a solution of NaOH, of a chosen concentration and volume and prepare a solution of HCl, the titrant, accordingly. Accordingly means that the end point should be reached after th e delivery of manageable volume. If a 50. ml burette is used the volume to be delivered should be between 15. ml and 40 ml. The chosen concentration of NaOH means the concentration of NaOH that you would obtain if the tablets were pure, with the understanding the objective of the titration is to give you a more accurate measurement that you will use to calculate the purity of the tablet.Acid-base chemistry tells us that the reaction between the hydronium and hydroxide ions is extensive and that the pH of the equivalence point should be close to 7. You will design a titration procedure indicating the reactants, the equipment, the data to be collected and the calculations. You will then proceed with two or three measurements depending on the precision of the first two. Your report will review the chemical background, present the data and the result and justify in your error analysis the number of significant figures of your reported concentration.Trial 2| | Initial Volume of HCL in bu rret 0. 1M| 50. 00 ml| Drops of phenolphtalein| 2| Volume of NaOh in beaker 0. 1M| 15. 0 ml| Final measurement after titration| 24. 4| Initial PH| 12. 8| Final PH| 6. 8| Data: Trial 1| | Initial Volume of HCL in burret 0. 1M| 50. 0ml| Drops of phenolphtalein| 2| Volume of NaOh in beaker 0. 1M| 15. 0ml| Final measurement after titration| 24. 3| Initial PH| 12. 9| Final PH| 6. 5| Calculations HCl + NaOH > NaCl + H2O moles HCl = moles NaOH MHCl  x volumeHCl  = MNaOH  x volumeNaOHMHCl  = MNaOH  x volumeNaOH  / volumeHCl MHCl  = 25. 00 ml x 1. 00 M / 50. 00 ml MHCl  = 0. 50 M HCl Conclusion A titration was performed using 50ml of 0. 1M HCl and appropriate amount of NaOH solution. Titration was repeated 2 times to find the amount of NaOH used to achieve endpoint. 24. 2 And 24. 5 is final measurement. The average of the trial is 24. 3 mL. The molarity of NaOH was found by using the M1V1 = M2V2 equation, resulting in 1. 1 M of NaOH. Discussion In the Titrations Lab, 50. 0 mL of 0. M HCl and appropriate amount of NaOH were titrated to find  the molarity of NaOH and the pH of the solution after x mL of NaOH has been added. The lab discussed the difference between equivalence point, the point at which the reaction between titrant and unknown is complete, and the endpoint, the point where the indicator turns color. The color change occurs when the concentration of more dominant form is ten times as great as the less dominant. However, color changes in a solution does not necessarily equal to the equivalence point.Equivalence point can be found by observing the indicator, or using a pH meter and finding midpoint of vertical line in the titration curve. Endpoints can be found by observing the color change of the indicator. The titration lab also involved indicators. Indicators are substances which undergoes a color change in the pH interval of the equivalence point, allowing physical observation of pH change. Most indicators are weak acids, so protons shif t from acid to conjugate base. The concentrations of indicators in a solution do not change molarity value.

Lego Branding Community Essay

Online communities are becoming â€Å"places† of belonging, information, and emotional support that people cannot do without. These social groups have a real existence for their participants, and thus have consequential effects on many aspects of behaviour. This article examines collective value creation and empowerment in an online brand community. It presents the main features of an online brand community, the process of value co-creation, and motivators for participating in online brand communities. These key factors jointly characterize collective value creation and empowerment. This netnographic study focuses on an online brand community called BrickBuilders, which is a meeting place for LEGO builders in Finland. BrickBuilders’ members feel a sense of belonging, they share similar motivations, and they create value together. Introduction A brand community can be formed by any group of people who share a common interest in a specific brand and who create a parallel social universe rife with its own myths, values, rituals, vocabulary, and hierarchy (Muniz and O’Guinn, 2001; Cova and Pace, 2006). Brand communities become more than a place. They become a common understanding of a shared identity, which can be found in both face-to-face interactions and in cyberspace (Muniz and O’Guinn, 2001). Analysts no longer question whether the concept of community should have a place in the domain of marketing (Cova and Pace, 2006). However, the concepts of brand community and online brand community are relatively new and have yet to find their place in the academic world. Traditionally, companies produced products relatively independently. Today, consumers and other stakeholders can create value more collectively. The purpose of this article is to describe and analyze collective value creation and empowerment in an online brand community. Main Features of Online Brand Communities Muniz and O’Guinn (2001) used three constructs to identify the distinguishing features of brand communities. First, a sense of belonging is a connection that members feel toward one another and the collective sense of difference from others outside of the community. The second feature is the presence of shared rituals and traditions that surround the brand. Rituals and traditions perpetuate the community’s shared history, culture, and consciousness. Traditions include certain behavioural norms and values. The third feature is a sense of moral responsibility, which is a felt sense of duty or obligation to the community. The sense of moral responsibility is what produces collective action. Heinonen and Halonen (2007) have identified motivators for online brand community activities. Members want to belong to something, build and strengthen their identities, get feedback from others, and create something new. The Process of Collective Value Creation Schau and colleagues (2009) have identified the process of value co-creation in online brand communities. The process consists of four thematic practices, which are social networking, impression management, community engagement, and brand use. Social networking is a practice that focuses on creating, enhancing, and sustaining ties among brand community members. These include welcoming, empathizing, and governing. These practices operate primarily in the intangible domain of the emotions and reinforce the social or moral bonds within the community. Impression management includes evangelizing and justifying. Online brand community members act as altruistic emissaries and ambassadors of good will. Members devote time and effort to the brand, share the news of the brand, and inspire others to participate in the community. Community-engagement practices are those that reinforce members’ escalating engagement with the brand community. These include staking, milestoning, badging, and documenting. Staking, milestoning, and badging mean that community members bring out brand experiences and proclaim openly that they are fans of a particular brand. Documenting occurs when brand community members construct a narrative of their brand experiences. Brand-use practices are specifically related to improved or enhanced use of the focal brand. These include grooming, customizing, and commoditizing. Grooming means that members share, for example, homemade tools and advice. Customizing means modifying existing ideas and discovering new ideas, which result in customized products. Commoditizing means that members rant or chastise some products, but at the same time, they have new ideas on how those products could be developed. Synthesis of the Theoretical Framework The main features of online brand communities, value co-creation, and motivators for participating in online brand communities (Heinonen and Halonen, 2007; Kozinets, 2010; Muniz and O’Guinn, 2001; Schau et al., 2009) are the key factors that jointly – realized in various combinations – characterize collective value creation and empowerment in an online brand community. The collective value creation and empowerment in the online brand community may occur when its members have a sense of belonging, they create value together, and they have similar motives. The collective value creation and empowerment of the online brand community allows mutual interaction between the online brand community and the company as well as other stakeholders. Companies have an opportunity to communicate with consumers and influence their opinions (Kozinets, 2010) and vice-versa. We have moved away from one-way transactions to a relationship-based interaction model that emphasizes consumers’ and other stakeholders’ roles in networks and communities.

Business Plan Final Essay Example for Free

Business Plan Final Essay Castle’s Family Restaurant Business Plan: Stage III The purpose of this business plan is to understand the restaurants business and its operations to improve its customer service and its employee relations. The Castle Family Restaurant has eight restaurants that operate under one regional manager that also acts as the Human Resource Manager for the restaurants. The goal is to develop a plan that can decrease the travel time of the regional manager so; that he, Jay Morgan, can save on gas due to high gas prices since each restaurant is located in the northern California area. The objective is to introduce a HRIS application and one vendor that can assist in the developing of the HR department and ease the transitioning of one individual HR manager to multiple employees. There are restaurants with profits in mind and provide the same food and service while the Castle’s Family believes in family, partnerships and developing relationships with one another for a great customer service. Introduction The Castle’s Family Restaurant has eight restaurants in northern California with about 300-340 employees. Most of the employees are part time with about 40% of them full-time. This business plan is to determine strategies that will eliminate the Human Resource position from Jay Morgan, so that he can reduce his travel time to all eight locations and to develop an HR department for the restaurants. In addition, the business plan is to enable Jay Morgan to concentrate on his operation manager duties. The factors that cause many issues to the Castle’s Family restaurant business are having one individual with so many responsibilities. Therefore, hiring an HR manager to schedule, recruit, hire and assist the employees in their needs will help in creating order. In addition, the restaurant must hire an assistant to help in the administration work; it will decrease the amount of  paperwork for the general manager. And each restaurant must have a manager to overseas the employees and the operation of the restaurant. The managers will conduct meetings monthly to provide the sales, revenues and customer services of each restaurant. Managers can communicate through emails, phone calls if they have questions for each other, or have any concerns. A needs assessment must be conducted to determine if an HRIS is needed for the company. In order to have a successful restaurant business every factor must be considered. For example, customer service to the customers is a big factor becau se that is what brings in the revenue. For a restaurant to have a successful business they must have the right food for their customers to enjoy and to assist the customers any way they can. In the last year, there had been some speculation into how the government will help the small restaurants and that the fiscal will prevent any type of savings in when tax time comes around. These HRIS and vendor application that will be stated in this business plan is there to develop and help maintain the restaurant’s H R department and increase growth in the company. We have acquired an HRIS system that will help in developing the HR department to provide easy process for the employees. The Sage HRIS application is an innovative way to ease the transition from traditional HR to a strategic HR. The Sage applications provide variety of options to assist in the HR process. For example, the payroll application should be implemented to help the restaurant establish tax, earnings, and deduction codes to perform critical payroll functions and to modify the system to the restaurant’s needs. This is the first time Castle’s Family Restaurant is developing a HR department, having the right tools to run a department the right way will allow less mistakes to be made; with eight different locations, adding the sage application will help in the transitioning all locations into one. Furthermore, it is critical for a company to have leadership to help establish the employee’s strengths and improve their weaknesses. In addition, the sageâ€⠄¢s time and attendance can help manage the employee’s attendance and work time. The system enables you to collect, analyze, and take control of employee’s attendance and labor data. The  application will help the company in providing perks to employees that always come to work on time. In addition, the performance management application tracks employee’s performance; help identify their critical skills to help the employees in their career development. Furthermore, I have compare and contrast a vendor that would benefit your company. These two vendors provide great services but one match your company’s true values and its missions. The Castle’s Family Restaurant need a vendor that can help in developing long lasting relationship and demonstrates positivity so that individuals can be their best. Furthermore, automation is viable to reduce the need of human errors that can results in more major consequences. Automation errors can occur at any time, the solutions are easy to fix, and automation provide easy data that can be change, delete and edit. The type of HRIS that the Castle Family Restaurant should implement is the Sage application as I have stated before. In order for such application to be developed a vendor must be selected to help in the process. The sage application is a best fit for the company because it has a group of team that can help in assisting in any technical difficulties. When developing new HR department, errors will consist and questions will need to be answered. Therefore, a new training program will need to develop to increase each employee’s skills and performances in the Human Resources Department. The Sage application has the career enhancement training; they have created a system that can help in detecting IT skills, leadership’s skills, etc.; that can benefit your restaurant. The application has an easy to read system. The vendors that I have selected are the ADP and the Rideau Recognition Solutions. The ADP provides all services for domestic international, small or large companies, it does not matter where you operate, and they are there to assist in developing the business. The Rideau Recognition Solutions provide services that inspire employees to succeed to the vendor’s belief. Their expertise is to help their clients build positive relationships with their people to reflect the company’s values and increase customers’ expectations. The Rideau main purpose and their definition of a business are being inspirational and providing inspiration to others. While  ADP is well recognized company that can assist in developing an HR department, and have the tools to performed the job, but because of the deep meaning and relationship that can develop with the Rideau Recognition Solutions and the restaurant being a family company; I believe that the Rideau is the best solution for the Castle’s restaurant. I have recommended that your company, The Castle’s Family Restaurant, to choose the Sage HRIS application and the Rideau Recognition Solution as your vendor. They have the right tools that can establish the restaurant business, and their tools can assist in the development of the HR department. In the restaurant business there will be a lot of risks such as food poising, slip and fall and property damages. Once these types of risks occur this is where the HR department comes in to assist in resolving the situation. This why there should be training when these disadvantages come to light. The sage applications have the proper tools to help decide the professional way to handle such situations. The HRIS application provides professional training to each individual HR employee. While these risks can occur, another problem that cans cause small businesses disadvantage are the fiscal cliff which this year small business operators tax rate has increase by 5 percent. Furthermore, knowing these disadvantages will allow you, the Castle’ Restaurant to prepare yourself as a restaurant. In addition, using these vendors and HRIS system will permit better training; and develop great communication between the HR department and the employees and managers for great customer service. It is important to know the negative factor and a positive factor on owning a small business restaurant and to prepare for any tactics on a professional level. In conclusion, I recommend the Sage as your HRIS application and the Rideau Recognition Solution as your vendor. The Castle’s Family Restaurant has been operating on one person basis, with eight restaurants to oversee. There are many duties to maintain to assure a  smooth business; with such issues that can arise in each restaurant, developing an HR department to oversee these tasks will reduce risks that can occur. I have concluded that the Sage HRIS and Rideau Recognition Solution are the chosen application and vendor for your company to help in the developing your restaurant business. The application and vendor will and can assist you in many different factors and help improve employee communication. References Frumkin, Paul. â€Å"How ‘fiscal cliff’ deal impacts small restaurateurs, franchisees.† Nations’s Restaurant News. Jan 9, 2013. Retrieved on 8/24/2013 < http://nrn.com/latest-headlines/how-fiscal-cliff-deal-impacts-small-restaurateurs-franchisees> Business Plan Final. (2016, Apr 29).

Operation banking Essay Example | Topics and Well Written Essays - 1250 words

Operation banking - Essay Example This led to better methods of measuring and managing liquidity. There are two types of liquidity ratios as explained by Palmaratha (2010, 397).funding liquidity risk and market liquidity risk. Funding liquidity is measured by the ability of the bank to meet the expected and unexpected future and present cash flows, as well as the collateral needs without affecting the daily operation of the firm or company. Market liquidity risk on the other hand is measured by the ability of the company to offset a specific position at the market price due to inadequate market disruptions or market depths. The two risks might inmost cases be dependent on one another in that, while investors demand higher compensation for the increased risks, the need for funding liquidity would certainly rise since the liquidity prevailing in the market would make it difficult to dispose of assets in order to raise the required funds. To manage the liquidity risk as Gugliemo (2008) explained would entail defining an d indentifying how much liquidity is available in the company. This includes the contingency, operational and reserve liquidity. Afterwards the company has to establish the accessibility of the liquidity as well as the relative costs involved. Gugliemo further explained that, determining the needed operational liquidity in the short term as well long term basis would work well in managing the liquidity risk. The determination of the possible changes in the market conditions and the expected changes in the liquidity needs and cash availability are also strategic methods of managing the liquidity risk in the company. The presence of sufficiently early warning systems that would allow a strategic action prior to the actual problem would be of importance in mitigating and managing the liquidity risks. Gugliemo (2008) further explained the importance of process and controls that would ensure successful execution of action plans in managing the liquidity risks. Measurement and effective m anagement of interest rate risks (IRR) calls for the effective identification and quantifying of the risk. There are various tools that have been use to measure the interest rate risk as well as to hedge them to effectively reduce the adverse impacts on the bank balance sheet as Bhole (2009, 317) explained. The instruments mostly used for the measurement of the interest rate risk are the maturity gap, simulation modeling, duration and modified duration as well as value at risk (Bhole, 2009:317). Maturity gap analysis is the simplest technique in analyzing and calculating IRR exposure. The maturity gap is used to measure the dfirection and extent of asset liability deviation. The maturity gap is in most case computed on assets and liabilities having a different maturity period in a specific time frame. Bhole further argued that the gap is an assessment on the pricing gap between the interest gained by banks on the assets and the interest paid on its liabilities over a given time fram e. It has been used as a tool to highlight the net interest income exposure of a bank as a response to the prospective changes in the interest rates in different maturity buckets. A positive gap would indicate an excess of repriced assets over the

Create a value chain for Ryanair. Examine the extent to which Ryanairs Essay

Create a value chain for Ryanair. Examine the extent to which Ryanairs value chain represents a traditional value chain, as opposed to a revised value chain, - Essay Example These core competencies help in the creation of value chain. Porter’s traditional value chain focuses on the enterprise and its internal mechanisms and is recognized as an effective management tool for value analysis. This paper will examine how this traditional value chain differs from the revised value chain created by Deise et al., and create a value chain for Ryanair based on its core competencies. According to Porter, ‘every firm is a collection of activities that are performed to design, produce, market, deliver and support its product. All these activities can be represented using a value chain’. The porter’s model of value chain (Table I) describes generic activities undertaken by the firm to procure, transform and add value to the products and services delivered to the customer. These activities can be primary or support activities where the primary activities are concerned with the transformation of the input into output as services or after sales service. Support activities include procurement, HRM, technology and infrastructure. A firm’s value chain reflects its history, strategy, the approach to implementing the strategy and the economics of the activities themselves. In this traditional value chain each activity is an independent process and each activity sequentially adds value to the final outcome. Creating a value chain is with the objective to create a process or product that will lead to profits. Thus value chain analysis studies each link of the chain to ensure that economic value is added to it. According to Porter, adding value is a strategic means to achieve profit and competitive advantage. Traditionally different business functions perceived and created value differently but with Porter’s model each activity can be analyzed individually or collectively to asses their contribution to the enterprise. An analysis helps to eliminate the inefficient processes and add value. Mascarenhas, Kesavan and

CourseHND health and social care (topicworking in partnership) Essay

CourseHND health and social care (topicworking in partnership) - Essay Example Client interactions form the basis of Client involvement. Client interactions sometimes are nerve wracking. To involve clients it is essential to build a strong client relationship. A good starting point is to work on the little things like Having informal meetings outside of your formal meetings with the client that can really help your status as their trusted advisor. Hence you can get some information that was not shared in the formal meeting that can even further help you serve their business needs. It also might help you to learn more details about their business, which also helps you to provide service to them better. Client involvement is based on the premise that people with learning disabilities and mentally ill is people first. It focuses throughout on what people can do, with support where necessary, rather than on what they cannot do. The various changes in client involvement have resulted in innovative approaches to partnership working. Effective partnerships are very essential to achieving social inclusion for people with learning disabilities. The changes have made the client groups with mentally ill and learning disabled more independent and respectable. The changes also provide the clients core services which are seamless fast and responsive. By working in partnerships with other local agencies, the clients are provided physical, social and emotional support with life limiting disorders in their own homes as an alternative to hospital-based care. b) Objective To illustrate the development of working in partnership prior to NEW LABOUR GOVERNMENT and to analyze various legislation issues. Development prior to New Labour Government Prior to New Labour Government partnership working was not widespread because of A lack of agreement about values and service objectives. An inability or unwillingness to agree on financial arrangements. Low priority being given to joint working within organizations. Children Act 1989 Under the Children Act 1989, Local Authorities, have a general duty to safeguard and promote the welfare of children within their area who are in need. Local Authorities should work in partnership with parents; the first option must be to work with the parents by voluntary arrangement. The authority by working in partnership with the local agency must assess a child's needs and promote the upbringing of children. The following have been provided by working in partnership with the local authorities: Day care for pre-school and other children. Provision of accommodation for children Advice and assistance for mentally challenged children. NHS Community Care Act 1990 The NHS and Community

Religion And Politics Research Paper Example | Topics and Well Written Essays - 2500 words

Religion And Politics - Research Paper Example These are the fundamentals questions of this study. In addressing the research questions, we will use the method of case study. The study will focus on the Islamic Republic of Iran because it is currently the most vocal Islamic Republic against the western world. In doing the study, we shall be using the most recent works of authors considered authoritative on the subject. In this study, we shall use peer-reviewed journal articles. We expect that the use of academic journals provide adequate quality control for our sources of insights and data. However, we also use the work of Sial (2006) because even if Sial (2006) is not a journal article, the work can be considered as authoritative because it is a study of the Iranian legal or political system from the point of view of an outstanding lawyer and can be considered as â€Å"authoritative†. In this study, the key conclusion we make is that in Islamic Republics, religion plays a very important role in politics. Alamdari (2005, p. 1285) described the earlier political system in Iran as a â€Å"religious populist regime, a tyranny of the majority under the charismatic leadership† of Ayatollah Ruhollah Khomeini. Had Iran’s war with Iraq (1981-1988) did not take place, Alamdari argued that Islamic populism could have ended more quickly after the 1979 Islamic Iranian revolution (Alamdari, 2005, p. 1286). The constitution adopted right after the 1979 Islamic revolution known as the Qanun-e Asasi established the Islamic Republic of Iran (Sial, 2006). The principle of velayat-e faqih (guardianship of the jurist) performs a key role in the government structure of the Islamic Republic of Iran (Sial, 2006). According to Sial (2006), a national referendum in December 1979 approved the constitution of the Islamic Republic of Iran. The 1979 national referendum asked Iranians at least 16 years old whether they want to abolish the monarchy and replace the monarchy with an Islamic Republic (S ial, 2006). The 1979

Research Paper for chosen topic Example | Topics and Well Written Essays - 2000 words

For chosen topic - Research Paper Example In the higher levels of an org chart, the stakeholders usually benefit from the phased approach since it has been quicker to implement and has been able to increase the efficiencies and enabled the organization in managing the risks that are associated with the customer relationship management implementation. For instance, considering the experience in a large financial firm of services that needed a replacement of the outdated Customer Relationship Management system. Over several years the system had not yet been widely adopted by the employees in the firm which had offices in the U.S and U.K. the reasons behind this were quite typical that the mentioned that the CRM solution was not in a position to produce up to the moment data and that as well, the perception within the functional limitation tied to the user interface challenges resulted in frequent entry of similar information (Buttle 78). The firm was quite aware that it needed up to date technology that would be in a position to offer a foundation for growth as the firm expanded and the needs evolved accordingly. Successful building of user adoption has always been a significant challenge with Customer Relationship Management for which the users need much training on tracking more granular of data. The tangled web designed for the data integration further complicated the matter. Therefore, the solution to it would seemingly need to communicate with the internal databases, corporate directory and the external systems. The risk could easily result in a sort of implementation that probably spends the entire organization for consecutive years. However, the firm responded by successfully lessening the effect in managing the scope of the project and in confidence leading the organization into change (Baran 56). This happened in adopting the phased approach to the implementation of the CRM solution. The first step of the implementation was a

Introduction to Emergency Planning and Operations; Types of Essay

Introduction to Emergency Planning and Operations; Types of Emergencies and Disasters - Essay Example can be undertaken by the government and other organized movement toward the achievement of goal to lessen disasters (Centre for Research on the Epidemiology of Disasters CRED, 2008). There are different types of disasters that are needed to be given attention. These events can be related to natural disasters and calamities, social, economic and health issues. The main focus of the study undertaken is related to the effects natural calamities specifically earthquake and the terrorism in different groups in the society. The attention needed by the students and workers of schools can be considered one of the most fundamental aspects due to the vulnerability of the said population. There are different actions and policies that can be related to both the local and national responses and plans. Included in the most important policies implemented in the different states and localities in the United States is the National Response Framework. Basically, the application of the processes inculcated in the policy in connection to the specific needs of the different parts of the country. For example in the case of the preparedness in terms of the natural disasters such as earthquake, there are some areas more susceptible to earthquake than others. In such cases, for example in the western region of the US, more actions are undertaken. Although this is the case, a multifaceted policy in terms of emergency planning and preparedness is required to be able to continuously protect the population and prevent cases such as the 2002 earthquake disasters in New York and the Midwest (Department of Homeland Security, 2008). When the policies of local, national and international coverage are then applied, the consciousness can be considered holistic. The NRF is in collaboration with the local governments, the state and tribal governments, the federal government and the private sectors and NGO’s. Each sectors and organizational systems has different visions and missions to

Potassium dichromate solution Essay Example for Free

Potassium dichromate solution Essay 1. Deep colour of potassium permanganate solution will show out two meniscuses but according to burette using, we are try to measure the volume by different. Therefore if we technically use the same meniscuses in the all reading, it will be fine for the experiment. 2. Store the dilute hydrogen peroxide in a cool, dry and well-ventilated area. Also put it in a steel or glass and opaque container. On the other hand, keep away from heat, flame and light. Conclusion: In titration I, we standardize the iron(II) solution is 0. 10M with N-phenylanthranilic acid indicator and Barium diphenylamine sulphonate indicator. In titration II, we determined the potassium permanganate solution is 0. 02M. In titration III, we estimated the dilute hydrogen peroxide is 0. 038g and we found out the molarity of it is 0. 045M. And for the original hydrogen peroxides percentage is 7. 67%(w/v) and volume concentration is 25. 27 volume. Titration III: Estimation of the concentration of hydrogen peroxide solution Titrant (in burette): Potassium Permanganate Solution Titrate (in Conical flask): 25. 0cm3 of Hydrogen Peroxide Solution Indicator used: Potassium Permanganate Solution Colour of indicator changed from: Colourless to Pink Titration II: Determination of the potassium permanganate solution Titrant (in burette): Potassium Permanganate Solution Titrate (in Conical flask): 25. 0cm3 of Fe2+ Solution Indicator used: Potassium Permanganate Solution Colour of indicator changed from: Green to Pink

Similarities and differences of a leader and a manager

Similarities and differences of a leader and a manager The terms leadership and management are seen very differently by diverse people. Some individuals see these terms as synonyms and frequently use them interchangeably throughout phrases and sentences. Others approach them as extreme opposites; so extreme, in fact, they would argue that you cannot be a good manager and a good leader at the same time. Still other people reside somewhere in the middle and realize that while there is a difference between leadership and management, with the right knowledge an individual can successfully navigate both from the same position. The field of leadership has been a fast-growing part of management knowledge since the beginning of the 20th century. in most conceptions of management and organization, leadership has given a central place in enforcing principles, motivating employees and communicating future goals and visions to strive for. . Management and leadership have been partners in the successes and failures of countries and companies before the start of recorded history. The basic concept of both are well understood but despite a large amount of information available, there is still confusion and disagreement on the implementation of management skills vs. leadership principles. Successful creation of professional development program is dependent on the recognition that technical/management skills are learned abilities .they are the backbone of the companies core capabilities. These capabilities must b augmented with leadership attributes that allow the team to move forward in implementation of the core business (Ukko, J. Tenhunen, J . Rantanen, H., 2007). (Ballinger,G Schoorman, F Lehman, D, 2006) The terms management and leadership are often interchanged. In fact, many people view them as basically the same thing. Yet management is as distinct from leadership as day is from night. Both are necessary, however, for a high-performance organization. By contrasting them and understanding their differences, we can better balance and improve these essential roles. Therefore, both are two distinctive and complementary systems of action and necessary for success in an increasingly complex and volatile business environment. Each has its own function and characteristic activitiesstrong leadership with weak management are no better, and are sometimes actually worse, than the reverse. the real challenge is to combine strong leadership and strong management and use each to balance the other. One key distinction between management and leadership is that we manage things and lead people. Things include physical assets, processes, and systems. People include customers, external partners, and people throughout our team or organization (or internal partners).when dealing with things, we talk about a way of doing. In the people realm, we are talking about a way of being. (Jovanovic, Z Sajfert ,D, 2009) There are differences between leadership and management. Leadership is influence and challenging future actions enterprises and it deals with effectiveness and manager efficiency. Managerial skills are prerequisite for leadership. it is possible to be an excellent manager, and to never become a leader. Good managerial skills not only provide the basis for good leadership, but also enough time to conduct, because it is not possible to become a good leader and the management of the operations do not happen successfully. Often indicates the following differences between the management and leadership. The leadership based on the relative impact and management in relation authority. The secondly, leadership and leaders engage followers, and the management of managers and perpetrators They are both complete action systems neither is simply one aspect of the other. Each has its own distinctive purpose and characteristic activities. People who think of management as being only the implementation part of leadership ignore the fact that leadership has its own implementation processes. Literature Review: 2.1 Concept of management (Haslam, 2004) Management is basically the process of getting activities completed efficiently and effectively with and through other people and it tends to involve direction of day-to-day operational tasks, management and maintenance of budgets and deadline oriented, directing teams to achieve goals by establishing objectives. (Ukko, J. Tenhunen, J . Rantanen, H., 2007) management the term which can be defined functionally as the action in measuring a quantity on a regular basis and adjusting an initial plan and the actions taken to reach ones intended goal . 2.2 Concept of leadership (Haslam, 2004) Leadership is quite possibly the most-researched aspect of social and organizational psychology. As a result, a lot has been written on the topic. have a look at the business section of your local bookshop and see just how many books are devoted to an attempt to explain leadership. It is fascinating to both academics and practitioners. (Ukko, J. Tenhunen, J . Rantanen, H., 2007) The term leadership as a process or action that affects the actions of an organized group when it is heading for goal setting and goals. The main qualities of leadership are abilities for long-term strategic thinking, communication skills, integrity and ambition. in popular language, leadership usually refers to motivating and committing people- in short, leading people. leadership comes from personality. Companies spend a lot of time, money, and effort on the selection of their high-level leaders. Yet consistent leadership traits have been very difficult to identify. Two things that are clear are: (1) Leadership is a relationship between people. (2) An effective leader is different in different situations. Based on (Jovanovic, Z Sajfert ,D, 2009) leadership can be defined as the process by which members of a group activity directed toward the achievement of objectives. Here it can have several meanings:  · Leadership involves other people-the employees or followers that means not equal distribution of power between leaders and group members .  · Leadership is the ability to be in different ways using various forms of power to impact on the behavior of followers. 2.3 What is a manager? (Haslam, 2004)in many organizations, Manager is a formally conferred title. you can even go to college and learn to be a manager. Managers are possibly part of but often separate to the group they manage. Offices rarely have more than one office Manager. Being a good manager is about using the authority attached to your role well and appropriately. Managers focus on day to day tasks to make sure work is completed. They use rules and processes, tactical direction and control, to manage others activities. 2.4 What is a leader? (Kent, 2005) Leaders achieve change. They use ideas and dialogue to influence, inspire, help, and encourage change in peoples attitudes leading to changes in behavior. it is often said: management is doing things right, leadership is doing the right things. leadership involves the risk of following new ideas to create opportunities, while management diligence produces tangible results. Being a good leader is very much about developing relationships. Sometimes they are personal, other times they are idealogical. Either way followers connect with the leader on a personal level. 2.5 Leading and managing (Haslam, 2004) Perhaps it is true that we must be able to see things separately before we can understand how they can  ¬Ã‚ t together. while it is recognized that the two processes, managing and leading, must work together and reside within the same individual, it is useful in order to understand each process more completely to comprehend them separately. It is argued then that the two processes, while distinct, cannot effectively work without each other working in tandem. From the standpoint of the purposes of the two processes, how effective is it for a leader to develop a vision for the organization and to muster support and motivation to pursue it if the manager in him/her does not procure and efficiently allocate the resources to accomplish the vision? Or, the manager can effectively select and allocate resources, but if he/she has no vision or sense of direction what is that allocation based on, and where is it taking the organization. Leading Managing purpose: To create direction will to pursue it through the development of peoples thinking and valuing. Products: The establishment of thrust toward a purpose or end the creation of social orderliness to carry out that thrust higher states of behavior and thinking in terms of principles, values, morality, and ethics. Processes : Creating vision, aligning people within a team, managing their Self, recognizing and rewarding, communicating meaning and importance of the vision. Purpose: To determine and compare alternative uses and allocations of resources and to select that alternative which is most energy effective toward accomplishing or producing a product, end or goal. Products : Resources, organized effort, and awareness of performance and progress toward goals the creation of a desired mode of working among people and other resources The creation of the most energy effective way of dealing with the causes of events and situations in accomplishing a purpose tied to a particular situation Processes : Planning, organizing, controlling, and coordinating. There must be a constant hand off, or changing of hats, within a single leader/manager to be effective. The leader part of the leader/manager develops the vision and sense of direction and the manager  ¬Ã‚ gures out how to get there in terms of the right alternative path, acquiring and allocating the resources that are needed. Wearing his/her leader hat he/she works the people issues and engenders commitment, and motivation while advancing the organizations ethics and values. Handing off to the manager in him/herself she insures that goals are set and helps determines the most effective way of accomplishing those goals. The mission is carried out through this constant handing off (within the same person) from leader to manager and back to leader. 2.6 Leading or managing (Kent, 2005) The leader/manager must act in the manner appropriate to the given context. If the vision is clear and well communicated, it is probably time to get working on its execution. That would include establishing goals, making assignments, following up and other managing functions. It is probably safe to say that most would agree that there are (at least) two signi ¬Ã‚ cant functions that are important to the success of any organization leading and managing. The two functions are, practically speaking, inseparable. Theoretically and conceptually, they can be differentiated. They can be studied, to some extent, separately. But in reality, they reside within, and are practiced by single individuals. Organizations need both functions in order to thrive. It is probably an acceptable proposition that most positions in modern day organizations that require some degree of leadership also require some degree of managing (using those words as de ¬Ã‚ ned above). but one might ask what is the degree of leadership and of managing that is required by a given position? Would it not be possible, given the argument to this point, that we could calibrate the leadership requirements of any position and the managing requirements of that position as well? We can imagine jobs that require a high degree of managing and a low degree of leading perhaps a manufacturing engineer who is responsible for installing a new section in a manufacturing line. this does not suggest that the job does not require any leadership. We might see that the engineer must gain the commitment of the line workers, enlist their cooperation, recognize their assistance and contributions, etc. but for the most part, the job requires managing many details and resources. yet a different job, say a team leader for a self-directed work team might be described as demanding a great deal of leadership and only some managing. again, the team leader must manage some things it is not that they have nothing to manage; but the greatest demand of the team leader is on her leadership. a third job, such as a project manager for a new product introduction, may require a great deal of both managing and leading. a fourth job, perhaps a receptionist in a law  ¬Ã‚ rm, requires little managing or leading.  ¬Ã‚ nally, some supervisory positions require the incumbent to perform the hands-on work itself, coordinate and problem solve the work, and to lead a number of others who are also performing the work. 2.7 How management and leadership can work together (Haslam, 2004) the difference between a manager and a leader is that a manager says, Go, while a leader says, Lets go. Management researchers concede that leadership is an integral part of a managers job, but how much depends on the circumstances. although some companies use job titles like team leader, a leader fulfils a role rather than a position. anyone in an organization could be a leader, given the right situation. This principle is sometimes used politically, where each person takes on the role as leader at different times. one well-known example is the rotating Presidency of the European Union, where each EU country gets a six-month turn at being the leader. The Presidential country is not the manager of the European Union. management tasks are dealt with in Brussels. during its term, the EU President takes care of diplomacy, both within and outside of the EU: a relationship issue. 2.8 Can a Manager be a Leader and a Leader be a Manager? (Ukko, J. Tenhunen, J . Rantanen, H., 2007) the answer to the question is yes. The skills to be a leader or a manager are not exclusive in nature. A leader who only displays leadership skills will be ineffective when it comes to checking time cards, completing employee reviews, and scheduling employee vacation time; things that employers require their managers to do on timely bases. Similarly, a manager who spends all his/her time completing paperwork and reading reports; only creates more problems for him or her because they lack a developing relationship with their employees. If you are a manager who has spent too much time managing and not leading his/her employees, start spending 10% of your time each week leading until you can establish 25% of your time in leadership practices. If you are a leader who only likes to lead, either become a politician, hire an assistant to be the manager, or start spending 50% of your time getting the paperwork done. 2.9 Differences between leadership and management (Lightfoot, W Kehal ,M, 2005) management and leadership are often considered interchangeable. Yet relatively recent evidence argues in favor of the two becoming separate disciplines related, but clearly different. Regarding leadership, there are set of fundamental truths about all leaders as follow : 1. Leaders always create (and need) change 2. Leaders always create (and need) followers 3. Leaders have a rock-solid value system, which is congruent with their followers. (Gill, 2005) the differences between management and leadership simply.Managers plan, allocate resources, administer and control, whereas leaders innovate, communicate and motivate. vision is one of the key differences between a manager and a leader. Other differences can be illustrated as follow: à ¢Ã¢â€š ¬Ã‚ ¢ Management is about path following; leadership is path finding. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about doing things right; leadership is about doing the right things. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about planning and budgeting; leadership is about establishing direction. à ¢Ã¢â€š ¬Ã‚ ¢ Management is about controlling and problem solving; leadership is about motivating and inspiring In addition , leadership represents one of the oldest, most natural and most effective of all human relationships. Management is a later product, with neither so romantic nor so inspiring a history. leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation of statistics, of methods, timetables, and routine; its practice is a science. managers are necessary; leaders are essential. (Crevani,L. Lindgren, M. Packendorff, J., 2010) the biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. They have management jobs, but they realize that you Cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too. leaders manage and managers lead but the two activities are not synonymous. management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage. There is a profound difference between management and leadership, and both are important. to manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. leading is influencing, guiding in a direction, course, action, opinion. (Kent, 2005) one way to understand something is to identify how it is different from something else. Since the 1980s most scholars trying to understand transformational leadership have attempted to differentiate between leading and managing and to understand leading as something distinct and separate from managing. Some characterizations of these differences include the ideas of: managers do things right; leaders do the right things; managing is an authority relationship; leading is an in ¬Ã¢â‚¬Å¡uence relationship; and managing creates stability; leading creates change. While these ideas are provocative and stimulating, they do not provide a basis for study and deep understanding of the dynamics behind the two processes of leading and managing. We can de ¬Ã‚ ne both the leading function and the managing function in three terms. Each term or perspective is distinctly different from the other two. the  ¬Ã‚ rst term provides the perspective of the purpose of each function. this answers the question why does each function exist? the second term describes the products or outcomes or results of each function. this answer the question what does each function result in or create? the third term has to do with the processes involved in each respective function and it answers the question how does each function come about, or how is each manifested? 3- Discussion Leaders have followers. Managers have subordinates. The biggest difference between managers and leaders is the way they inspire the people who work with. There are some key differences. Managers usually have people whose output they are responsible for. They have a positional authority over their follower and their output. Alternately, following a leader is always a voluntary activity. Leadership is often situational rather than positional the right person in the right place at the right time to lead the troops forward. It is clear that manager and leader both may know the business well. But the leader must know it better and in a different way. He must grasp the essential facts and the underlying forces that determine the past and present trends in the business, so that he can generate a vision and a strategy to bring about its future. One telling sign of a good leader is an honest attitude towards the facts, towards objective truth. Subjective leader obscures the facts for the sake of narrow self-interest, partisan interest or prejudice. Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents. They want to know what is working and what is not. They keep an open mind for serendipity to bring them the knowledge they need to know what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization. Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it without probing for the facts that reveal reality. . Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. They develop the means for changing the original balance of forces so that their vision can be realized.. The most dramatic differences between leaders and managers are found at the extremes: poor leaders are despots, while poor managers are bureaucrats in the worst sense of the word. Whilst leadership is a human process and management is a process of resource allocation, both have their place and managers must also perform as leaders. All first-class managers turn out to have quite a lot of leadership ability. We can sum up the key differences between manager and leader as follow: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager accepts reality; the leader investigates it. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. To summarize, leadership and management are certainly different but are essentially complementary to each other. Manager uses a formal, rational method whilst the leader uses passion and stirs emotions If you want to lead employees to very high performance, treat them with great respect and not like robots, thus leading them to treat their work, their customers, each other and their bosses with great respect. Its vital for senior individuals in positions of great responsibility to be able to play both roles: the boss who cannot manage will kill an organization just as fast as one who cannot lead. But the person who can do both, they are on the path to success. 4- Conclusion Although there are clear differences between management and leadership or manager and leader, there is also a considerable amount of overlap . when managers are involved in planning, organizing , staffing and controlling , they are involved in management . Both processes involve influencing a group of individuals toward goal attainment.