First Amendment to the United States constitution Essay

Do videogames really need to be censored by the United States’ Government? Over the past several years there has been a controversial court case under discussion to censor videogames. This case is trying to get the United States’ Government to prohibit the selling of all videogames that may include graphic violence, virtual sex, violent and gory scenes, partial or full nudity, portrayal of criminal behavior or other provocative and objectionable material (Mears, Para 1). There are numerous arguments why videogames should or should not be censored. Videogames should not be censored because parents should show responsibility in raising their children, it is unconstitutional, videogame companies take enough steps to already censor their products already, and censorship would impact the videogame industry tremendously. During the past years there has been the first ever videogame court case called Schwarzenegger v. Entertainment Merchants Association, trying to pass a law against selling or renting violent games to minors (Scholssman, Para 1). This case has been going on for several years and has recently escalated all the way to the Supreme Court. The morning of November 2, 2010, the United States Supreme Court began hearing oral arguments for this case. During the oral arguments; both sides gave their reasons of why they thought the bill should be approved or thrown out. During the oral arguments of the Californian Representative; Justice Scalia brought up the point that even Grimm’s Fairy Tales, a series of German household and children fairy tales, are violent and could these be excluded by the law. This brought up instant argument weather or not could this be broadened to just video games or all sources of entertainment that could be considered violent that minors have access to (Attack of the Show, 2010). This case goes all the way back six years to 2004, with the Grand Theft Auto San Andreas: Hot Coffee scandal where players could download a mod that allowed characters to have sex with each other. This case could result in videogames being classified in the same way as extreme pornographic material. Another game that is used to support the court case it Postal 2. This game is a horrible example to represent the videogaming industry, because of the fact this it is arguably the most violent and intense videogame. Postal 2 is a first person shooter released in 2003, which brought up an enormous amount of controversy. Mears says, â€Å"Postal 2 features the adventures of the ‘Postal Dude,’†¦must confront everyday tasks. But how he handles these errands—with the power to behead girls, shoot police and urinate on victims† (Para 1). Due to the amount of graphic violence in the gameplay Postal 2 has been banned in several countries. The Californian State Senator Leeland Yee targeted the Entertainment Software Rating Board (ESRB) for not putting an adult only rating on the game. Yee’s comment on the scandal brought back up the controversial topic of censoring certain videogames. Yee introduced a bill that will criminalize the sale of â€Å"ultraviolent† videogames to minors. This bill will result in videogame retailers to keep adult title games separate from other games on the market. The bill would fine retailers as much as one-thousand dollars per-sale for any game they sold to minors. In 2004 Yee’s bill was signed by Californian Governor Arnold Schwarzenegger into law and prohibiting selling games containing adult content to any minor. This law was fought in court and ruled unconstitutional (Ishimoto, Attack of the Show). Banning the rights to a consumer to purchase and play specific types of videogames violates the 1st Amendment of the United States Constitution. This court case is still ongoing and the Supreme Court can go either way with their final decision. Adam Sessler from Attack of the Show says that the opposing argument of this bill is that this is a very broad law. In the California State Government’s own words, â€Å"ultraviolent entertainment† is what a huge piece a content that is has brought up controversy, but in this bill they are very vague of what that constitutes. They have listed â€Å"killing, maiming, torturing of human beings†, but does not specify if a game like Call of Duty or a more violent game like Postal 2 is the problem. To counteract this Yee, says that this bill is not directed towards all violent videogames, but only the â€Å"interactive ultraviolent† types of games. This brought up the point that all games are interactive in some way. As of now Yee does not think his bill will pass in the way it is written because it is not specific enough (Attack of the Show, 2010). After the oral arguments, almost all of the justices thought this bill was too vague and can be broadly applied. They said that it would put too much of a restriction on game publishers and writers with their First Amendment Rights. One of the biggest arguments against this case is that it is none of the government’s business what children can and cannot watch. From the CATO Institute Adam Thiere says, â€Å"In a free society parents should decide what their children see, hear, or play; Uncle Sam should not serve as a surrogate parent† (Para 7). Thiere is saying that parents can and should be able to decide what their children do. Thiere believes that the government already regulates enough in society and that parent should be able to choose what their children can do in their own personal time. Under the Representative Democracy form of government parents should be allowed to set their own limitations on their own children. If the government regulated how parents raised their own children, it would mirror a communist dictatorship. All children should be raised differently under their parent’s standards. Thiere says, â€Å"All ‘one-size-fits-all’ forms of content regulation are unlikely to recognize that different parents have different definitions of what constitutes acceptable for their children. The eye of the beholder makes a difference and in a free society it is the eyes (and ears) of parents that should decide what is in the best interests of their children† (Para 7). Parents should be able to mold and bring their child up the way they want. This law would put limitations on what parents can and cannot do with their very own children. Videogames are what children do for fun as a hobby. Videogame censorship is a topic serious enough to require a written law for parents to monitor their children. Even if the bill is passed, parents that do not mind their kids playing these games will just purchase the games for their children anyways. The government does not need to have laws to censor what minors buy and play since videogame producers look out for what happens to the children that play their games. Joe Sapp from the International Game Developers Association says that, â€Å"The IGDA stands behind informing parents about their media decisions and allowing them, rather than governmental bodies, to decide for their children† (Para 6). The Entertainment Software Rating Board helps parents monitor what their children play. One of the last steps that’s taken before a game is released is, â€Å"Game publishers submit responses to a detailed written ESRB questionnaire (often supplementing such responses with lyric sheets scripts, etc. ), specifying exactly what pertinent content will be in the game. Along with the written submission materials, publishers must provide a DVD which captures all pertinent content† (Para 1). Both the game producers and the ESRB take these steps to inform the public of the content of their games. After the questionnaire has been submitted, staff members from the ESRB play a version of the game and the game material and DVD are reviewed by at least three professional game raters. The ESRB says that â€Å"game raters must be adults and typically have experience with children, whether through prior work experience, education or by being parents or caregivers themselves† (Para 2). This qualification for being a game rater is so that they generally know what children at different age groups can experience under the common standards in society. After reviewing the DVD, the raters recommend a potential rating. Raters can look at similar games’ previous ratings. The raters all deliberate until they all reach an agreement. After the agreement an official rating certificate is presented to game producer to be accepted or appealed. The Appeal Board is a group of publishers, retailer, and other professionals. Once the game is completely finished it is sent to the ESRB to be reviewed again and to make sure it is given the proper rating (ESRB, Para 3). The possible ratings are: Early Childhood, Everyone, Everyone 10+, Teen, Mature, Adults Only, and? Rating Pending. The ESRB is responsible for the enforcement of the ratings. I disagree with videogames being censored because they are unconstitutional. Adam Sessler says, â€Å"As a gamer you have the right to buy and play violent videogames. They are covered by the First Amendment just like R-Rated movies, controversial books, or obscene music† (Attack of the Show). The First Amendment prohibits any law that restricts the establishment of religion, interfere the freedom of press, speech, petition, or assembly. By this law buyers can and should be able to purchase and play videogames as they please. The First Amendment not only protects spoken speech but symbolic speech as well. The only kind of speech that is not protected by the First Amendment is speech that harms another person’s reputation, obscene speech, and speech that violates criminal laws. In the Washington Post, Justice Scalia said, â€Å"I am concerned with the First Amendment which says Congress shall make no law abridging the freedom of speech, and it was always understood that freedom of speech did not include obscenity. It has never been understood that the freedom of speech did not include portrayals of violence† (2010, Para 13, 14). In this situation a videogame is considered speech that is protected by the First Amendment. The rating system, partnerships with retailers and warnings do a good enough job censoring videogames. All of the steps that the ESRB take to rate the games and give ratings should be all that is needed in censoring videogames. Just about every game retailer has a partnership with the ESRB. This partnership controls and regulates which games are sold to specific age groups. All of these partners have a policy of being 18 or older to purchase games that are rated Mature or higher. After purchasing a game that contains adult content, there are warning labels informing the gamer before the game play begins. There are several myths and theories that state violent videogames are linked with aggressive and violent youth. These theories are what brought this whole case up. This science in the case has already been up for debate. Many doctors have said there is not enough sufficient data to prove a direct correlation between aggressive videogames and making kids aggressive. Adam Thierer says that, â€Å"While the videogame industry was exploding between 1994 and 2000, juvenile violent crime arrest dropped by 44% and you adult arrests dropped by 24% according to the U.S. Department of Justice Office of Juvenile Justice and Delinquency Prevention†¦Further a major study on youth violence by the U. S. Surgeon General’s office in 2001 also confirmed that youth violence has declined significantly nationwide and noted that academic research had not shown any significant correlation between videogames and youth violence† (Para 4). This does not mean that there is no connection between violent children and teenagers with violent videogames because; violent people are attracted to violent things. This just means that violent videogames do not make people violent. If this bill is passed then it will tremendously affect the videogame industry. The International Game Developers Association has criticized California’s bill. Trent Nouveau quoted the IGDA by saying, â€Å"Limiting forms of expression in video games limits the expression of game creators, which violates their constitutional rights to free speech in the United States abroad as specified by Article 19 of the Universal Declaration of Human Rights from the United Nations† (2010, Para 2). The IGDA is arguing that singling out videogame from other forms of media is unconstitutional and puts unnecessary limitations on one of the largest industries in our economy (2010, Nouveau). The Video Game Votes Network say â€Å"government regulation based on games’ content will stifle creativity, and will have a chilling effect on game publishers who may feel the need to dilute content due to the threat of government action and fines† (2010, Para 2). These regulations will put vast limitations on videogame producers that producers of other forms of media don’t face. This case is still going on and under dispute in the Supreme Court. The fact that Entertainment Merchants Association has won all of the cases in the lower courts gives them a huge advantage in the Supreme Court ruling. They are expecting to hear a ruling in late February or early March of 2011, but in June at the latest because that is when this term of the Supreme Court ends. When a ruling is made there will be no warnings and once the ruling is dropped everyone will have to go from there.

Bosch company part-A project report Essay

1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent R&D and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: – Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: – Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: – Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: – Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: – Bosch Automotive Electronics India Private Ltd. is a 100% subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: – Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers & Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control – Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 People’s Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch – Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies & automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles & off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter & Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors & other plastic parts Starters & Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium & Twin Electrode Test Equipment & Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit & vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection & Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges & Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill & Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed & Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing & Packaging Machines C. Consumer Goods & Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn & Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management & BIS †¢Public Address & Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 & Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car & Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car & Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car & Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car & Bike India Award in â€Å"Best Auto Component Manufacturer† category. The Car & Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car & Bike Award – ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL – CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car & Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra & Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car & Bike Award – ‘Car Technology of the year’ Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 – ‘Automotive Technology of the year’’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘‘tar Performer’’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety & Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM & ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. R&D division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER – 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in R&D much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: – Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: – Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: – Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: – Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: – Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: – Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: – They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: – Put yourself in your associates’ position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you expect to hear. 9. Shape the future together: – Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: – Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd – MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (M&Ss) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS – The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: – In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility – We accept that our actions must accord with interests of society. †¢Initiative and determination – We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust – We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness – We view mutual fairness as a condition of our corporate success when dealing with each other and with or business partners. †¢Reliability, credibility, and legality – We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity – We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER – 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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A Brief Note On Man Made Water Crisis

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In percentages industrial water withdrawals represent 73.93%, agricultural water withdrawals represent 9.49 % and municipal 16.58 %. http://www.fao.org/nr/water/aquastat/data/query/index.html?lang=en (Aquastat) In comparison the world water withdrawals used by industry in 2007 are 734 km3 or 19 % of the total†¦ problems: the Syrian Refugee Crisis. As millions of Syrians are displaced by the Syrian Civil War, they attempt to seek refuge in surrounding foreign nations. So far, the countries of the world have only addressed the crisis by deciding the fate of the refugees that cling to their borders. However, these individual policies are ineffective in addressing the whole problem. In fact, these unified strategies have led to creation of additional problems, expanding the crisis into new countries on an unimpeded†¦ Foreclosure â€Å"victims†? People can be victims of fires and floods. I think it is a stretch to call someone a victim of a foreclosure. When people face a crisis, they usually want to be warriors as opposed to victims. They are better served by empowerment as opposed to pity. Boomerang seems like a fun nickname though. I would stick with Boomerang Buyers. It has that double B as well as the root word BOOM. All foreclosures are not the same. Some deals were so bad that nothing would have prevented†¦ Currently, Asia is in a large, rising water crisis that is leaving many populations with difficulty in finding clean water. Urbanization, agriculture, rising population, and overuse of water has led to the rising crisis. Throughout many of the countries in Asia, the rising water crisis is dominating government decisions, lifestyles, and the economy. Many may think that water is an unlimited source that is always replenish able, and overuse it and waste it in vast amounts. Sadly, this is catching†¦ Flint Michigan Water Crisis Many would argue that the United States is the best country on this earth. Millions of immigrants have come here for a better life because United States opened its doors to welcome those seeking political and religious freedom as well as the "adventurer, the wanderer, the persecuted, the fortune seekers, and others" (Arizaga, 2007). Immigrants built up the United States from the very beginning. This country was, and continues to be a kaleidoscope of ethnic and cultural†¦ Safety is a priceless commodity. Nevertheless, Syrian migrants paying an average of 2500 euro ($2840) to be smuggled into European nations would argue otherwise. The Syrian refugee crisis continues to be an international issue as the United States and other non-European nations begin to extend asylum offers to refugees, while European nations hope the 230 million euros they have invested in researching methods to hinder illegal immigration will prove successful in combatting refugees looking to immigrate†¦ In September of 2015, the image of 3 year old Aylan Kurdi 's lifeless body being pulled from Turkish waters forced the world to shift its collective gaze towards Syria where thousands of individuals were risking their lives in order to flee their war-torn country. What began as a civil war, has resulted in the largest displacement of individuals since World War II. The Syrian refugee crisis is one of the most pressing issues that the world is facing today. The influx of refugees into neighbouring†¦

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Compare and Contrast Essay Example | Topics and Well Written Essays - 1250 words - 1

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Organisations & people management - Essay Example It can be seen that leadership is an indispensable component in the day to day operations of an organisation and plays a vital role in guiding the organisations through the turbulent periods. One of the major issues brought about by change is resistance to change which is a natural phenomenon but if it is ignored, it can derail progress in the organisation which is why leadership is of paramount importance to any organisation that is serious about its growth and development. In most cases, the way in which organisations respond to new challenges they face in their operations is a true reflection of the values, attitudes as well as the styles of the leaders. It is therefore imperative that leaders embrace attitudes and behaviour that are compatible with the situation obtaining on the ground at that particular moment in order to keep pace with the changes that may be taking place in the environment. It can also be seen that leadership is not an exclusive domain of the chief executive officer or the charismatic leader but in one way or the other, each one of us can find himself in a leadership position. It is also concerned with people management and factors that shape behaviour in an organisation. Though leadership is often confused with management, a holistic approach is ought to be taken as far as managing change in the organisations is concerned. Failure to put in place measures that are meant to ensure that the organisation positively responds to the changes taking place in the environment may result in unfavourable conditions to the organisation emerging. Against this background, this essay seeks to critically identify and evaluate the major influences on leadership styles and approach on the operations of Google. The essay will begin by giving a very brief description of the organisation in question which will be followed by explaining different key concepts such as leadership, leadership styles as well as management and the extent to which these

Does the Fairtrade movement offer a viable model for a more ethical Essay

Does the Fairtrade movement offer a viable model for a more ethical trading system Choose one of the following sectors to explo - Essay Example Ethical trading is the umbrella term used to denote and describe all types of business processes or practices, which borders on promoting socially as well as environmentally responsible trade. This was stated by Narasaiah (2006, p.148), â€Å"Ethical trade is one dimension of corporate social responsibility, bringing social issues into the mainstream of commercial supply chain management through the use of codes of conduct.† Although, the term is also used to refer to the trade practices in an organization’s supply chain, instead of ethical trading, the term Fair Trade is being used to denote the ethical trade practices in the supply chain. Although, the words Ethical Trade and Fair Trade are synonymously used or sometimes interchangeably used, there is some clear distinction between the two words. â€Å"Ethical trade focuses on employment conditions of workers within global value chains, as distinct from Fair Trade which focuses primarily on producer prices and tradin g relationships. (Barrientos, Conroy and Jones, 2007, p.60). Thus, Fair Trade is a form of trading, where the well-being of weak actors or producers in the supply chain is taken care, through optimal trading practices. That is, the big players need to carry out ethical practices and indulge in ethical trading, so that the interests of the small players or traders are protected. What is more, the Fair trade movement also focus on reducing the poverty and improving the living standard of primary producers or farmers. Successful organization will try to incorporate a feasible model for a more ethical trading system and this is applicable to organizations in any sector, including the food and drink sector. So, in this article, the argument will be made and the reason will be given on why Fair trade has become a viable model for more ethical trading system. Role of Fair Trade Fair Trade had its origins way back in 19th century in the form of Cooperative movement among the traders. Howeve r, it evolved more in the mid part of the 20th century. That is, it began with the Mennonite Central Committee, U.S. based service entity, deciding to do trade with the poor communities in the South in the 1940s. From that beginning, it further expanded and become a "movement" in the 1960s and 1970s. (Moore 2004). Fair Trade is the term given to the trade that is authorised and overseen by certain unbiased organizational bodies, whose role is to see whether that trade happens fairly giving the due benefits to the producers in the supply chain. The four main organizational bodies which formulated the guidelines that constitute Fair Trade, and gives Fair Trade recognition to specific producers and buyers, thereby overseeing the Fair Trade practices are Fair Trade Labelling Organizations International (FLO), World Fair Trade Organization (or formerly International Fair Trade Association), Network of European Worldshops (NEWS!) and European Fair Trade Association. To further actualize a n omnipresent body, which can coordinate and oversee all the Fair Trade practices, these four bodies created together FINE (starting letters of the four) in 1998, an informal body â€Å"whose goal is to harmonize fair trade standards and guidelines, increase the quality and efficiency of fair trade monitoring systems, and advocate fair trade politically.† (articlesbase.com 2011). This FINE is also responsible for

How is Cannery Row like a tidepool Essay Example | Topics and Well Written Essays - 1000 words - 3

How is Cannery Row like a tidepool - Essay Example The waves dislodge mussels and drive them to the ocean. The starfish prey on mussels whereas gulls break open the sea urchins and feed on the starfish. The black bears also sometimes feed on the intertidal creatures when the tides are low. However, as much as the organisms must avoid the strong currents, wave, sun and predators to survive, they also rely on the constant changes in the pools for food. The creatures that thrive in the tide pool cannot survive on their own. There is some kind of interdependence among the various organisms, where each relies on the other for survival according to Halpern (23). This way of life in the tide pools have attracted special attention of philosophical writers such as John Steinbeck, marine biologists and naturalists. In his novel Cannery Row, John Steinbeck relates life culture, values and class of the people in the town of Cannery to the structures of the tidal pools. Cannery Row is a story about a group of poor friends (Mack and his friends) who try to raise money to buy beer and throw their friend (Doc) a second party after the first one went out of control and ruined his lab. The story is set in the later hours of the day when the Cannery had closed and all the workers had gone and only the inhabitants of the street were left. Just as within the tidal pools, when the tides and the waves move back, the tidal pools are filled with life and the remnants are left behind. The life structures in the tide pools directly relate to the social structures of the Cannery Row. The mussels and limpets occupy the lowest status at the bottom of the pool whereas the starfish that prey on them and the eels that hide in crevices occupy a status above them. Hermit crabs who are always on the look out for empty shells that might be bigger than the ones they have also occupy the bottom of the sea. However, this structure is often silenced when the tides come back in but begin all over again when the tides

Asi Questions Essay Example for Free

Asi Questions Essay The Interview Format Does It Have to be an Interview? This is perhaps the most often asked question regarding the ASI. In the search for faster and easier methods of collecting data many clinicians and researchers have asked for a self-administered (either by computer or paper and pencil) version of the instrument. We have not sanctioned the use of a self-administered version for several reasons. First, we have tested the reliability and validity of the severity ratings by having raters use just the information that has been collected on the form without the interview. This has resulted in very poor estimates of problem severity and essentially no concurrent reliability. Second, we have been sensitive to problems of illiteracy among segments of the substance abusing population. Even among the literate there are problems of attention, interest and comprehension that are especially relevant to this population. Finally, since the instrument is often used as part of the initial clinical evaluation, it has been our philosophy that it is important to have interpersonal contact for at least one part of that initial evaluation. We see this as simply being polite and supportive to a patient with problems. We have seen no convincing demonstration that the interview format produces worse (less reliable or valid) information than other methods of administration and we have found that particularly among some segments of the substance abusing population (eg. the psychiatrically ill, elderly, confused and physically sick) the interview format may be the only viable method for insuring understanding of the questions asked. Particularly in the clinical situation, the general demeanor or feel of a patient is poorly captured without person-to-person contact and this can be an important additional source of information for clinical staff. There are of course many useful, valid and reliable self-administered instruments appropriate for the substance abuse population. For example, we have routinely used selfadministered questionnaires and other instruments with very satisfactory results (eg. Beck Depression Inventory, MA ST, SCL-90, etc.) but these are usually very focussed instruments that have achieved validity and consistency by asking numerous questions related to a single theme (eg. depression, alcohol abuse, etc.). The ASI is purposely broadly focussed for the purposes outlined above, and we have not been successful in creating a viable self-administered instrument that can efficiently collect the range of information sought by the ASI. Thus, it should be clear that at this writing there is no reliable or valid version of the ASI that is self-administered and there is currently no plan for developing this format for the instrument. We would of course be persuaded by comparative data from a reliable, valid and useful self-administered version of the ASI and this is an open invitation to interested parties. Role of the Interviewer What are the qualifications needed for an ASI interviewer? Having indicated the importance of the interview process it follows that the most important part of the ASI is the interviewer who collects the information. The interviewer is not simply the recorder of a series of subjective statements. The interviewer is responsible for the integrity of the information collected and must be willing to repeat, paraphrase and probe until he/she is satisfied that the patient understands the question and that the answer reflects the best judgment of the patient, consistent with the intent of the question. It must be emphasized that the interviewer must understand the intent of each question. This is very important since despite the range of situations and unusual answers that we have described in the manual, a new exception or previously unheard of situation occurs virtually each week. Thus, ASI interviewers should not expect to find answers in the workbook to all of the unusual situations that they will encounter in using the ASI. Instead it will be critical for the interviewer to understand the intent of the question, to probe for the most complete information available from the patient and then to record the most appropriate answer, including a comment. There is a very basic set of personal qualities necessary for becoming a proficient interviewer. First, the prospective interviewer must be personable and supportive capable of forming good rapport with a range of patients who may be difficult. It is no secret that many individuals have negative feelings about substance abusers and these feelings are revealed to the patients very quickly, thereby compromising any form of rapport. Second, the interviewer must be able to help the patient separate the problem areas and to examine them individually using the questions provided. Equally important qualities in the prospective interviewer are the basic intelligence to understand the intent of the questions in the interview and the commitment to collecting the information in a responsible manner. There are no clear-cut educational or background characteristics that have been reliably associated with the ability to perform a proficient ASI interview. We have trained a wide range of people to administer the ASI, including receptionists, college students, police/probation officers, physicians, professional interviewers and even a research psychologist!! There have been people from each of these groups who were simply unsuited to performing interviews and were excluded during training (perhaps 10% of all those trained) or on subsequent reliability checks. Reasons for exclusion were usually because they simply couldnt form reasonable rapport with the patients, they were not sensitive to lack of understanding or distrust in the patient, they were not able to effectively probe initially confused answers with supplemental clarifying questions or they simply didnt agree with the approach of the ASI (examining problems individually rather than as a function of substance abuse). With regard to assisting the interviewer in checking for understanding and consistency during the interview, there are many reliability checks built into the ASI. They are discussed in some detail in the workbook and they have been used effectively to insure the quality and consistency of the collected data. Severity Ratings How important and useful are they? It is noteworthy that the severity ratings were historically the last items to be included on the ASI. They were considered to be interesting but non-essential items that were a summary convenience for people who wished a quick general profile of a patients problem status. They were only provided for clinical convenience and never intended for research use. It was surprising and interesting for us to find that when interviewers were trained comparably and appropriately, these severity estimates were reliable and valid across a range of patient types and interviewer types. Further, they remain a useful clinical summary that we continue to use regularly but only for initial treatment planning and referral. A Note on Severity It should be noted that much of the reason for the reliability and validity of these severity ratings is the structured interview format and the strict (some would say arbitrary) definition of severity that we have adopted: ie.need for additional treatment. Many users of the ASI have selected the instrument exclusively for research purposes and these ratings have never been used for this purpose especially as outcome measures. Other users do not agree with our definition of severity. Still others do not have the time or inclination to check and recheck severity estimates among their various interviewers. For all of these potential users the severity ratings would not be useful or worth the investment of man-hours required to train reliability. Even for those with primary clinical uses, these ratings are not essential and are perhaps the most vulnerable of all the ASI items to the influences of poor interviewing skills, patient misrepresentation or lack of compreh ension and even the surroundings under which the interview is conducted. Therefore, it is entirely acceptable to train ASI interviewers and to use the ASI without referral to the severity ratings. Composite Scores What are they for, why were they constructed this way and what are the norms? Users familiar with earlier editions of the ASI know there is a separate manual designed to describe their use and to show how to calculate them (See Composite Scores from the Addiction Severity Index McGahan et al. 1986). The composite scores have been developed from combinations of items in each problem area that are capable of showing change (ie. based on the prior thirty day period, not lifetime) and that offer the most internally consistent estimate of problem status. The complicated formulas used in the calculation of these composites are necessary to insure equal weighting of all items in the composite. These composites have been very useful to researchers as mathematically sound measures of change in problem status but have had almost no value to clinicians as indications of current status in a problem area. This is due to the failure on our part to develop and publish normative values for representative groups of substance abuse patients (eg. methadone maintained males, cocaine dependent females in drug free treatment, etc.). At the risk of being defensive, our primary interest was measuring change among our local patients and not comparing the current problem status of various patient groups across the country. Further, we simply did not foresee the range of interest that has been shown in the instrument. A Note on Norms for the Composite Scores At this writing, we are collecting ASI data from a variety of patient samples across the country. These samples will be used to convert the composite raw scores into T-scores with a mean of 50 and a standard deviation of 10 (as MMPI and SCL-90 scores are presented). Our intention is to publish these normative data and to circulate copies of the tables to all individuals who have sent to us for ASI packets. We will also provide programs written in Basic, Lotus 123 ® or Excel ®to calculate these composite scores and to convert existing composite scores into Tscores. In this way we hope to make up for the lack of standardization that has been a problem with the composite scores to this time. Appropriate Populations Can I use the ASI with samples of Substance Abusing Prisoners or Psychiatrically Ill Substance Abusers? Because the ASI has been shown to be reliable and valid among substance abusers applying for treatment, many workers in related fields have used the ASI with substance abusing samples from their populations. For example, the ASI has been used at the time of incarceration and/or parole/probation to evaluate substance abuse and other problems in criminal populations. In addition, because of the widespread substance abuse among mentally ill and homeless populations, the ASI has also been used among these groups. While we have collaborated with many workers on the use of the instrument with these populations; it should be clear that there are no reliability or validity studies of the instrument in these populations. This of course does not mean that the ASI is necessarily invalid with these groups, only that its test parameters have not been established. In fact, workers from these fields have turned to the ASI because they felt that no other suitable instrument was available. In cases where this is true, it is likely that the ASI would be a better choice than creating a totally new instrument. However, it is important to note circumstances that are likely to reduce the value of data from the ASI among these groups. For example, when used with a treatment seeking sample and an independent, trained interviewer, there is less reason for a potential substance abuser to misrepresent (even under these circumstances it still happens). In circumstances where individuals are being evaluated for probation/parole or jail there is obviously much more likelihood of misrepresentation. Similarly, when the ASI is used with psychiatrically ill substance abusers who are not necessarily seeking (and possibly avoiding) treatment, there is often reason to suspect denial, confusion and misrepresentation. Again, there is currently no suitable alternative instrument or procedure available that will insure valid, accurate responses under these conditions. The consistency checks built into the ASI may even be of some benefit in these circumstances. However, it is important to realize the limits of the instrument. Regardless, systematic tests of the reliability and validity of the ASI in populations of substance abusers within the criminal justice system and within the mental health system are necessary but have not been done and this is an open invitation to interested parties. A Special Note on Adolescent Populations Despite the fact that we have repeatedly published warnings for potential users of the ASI regarding the lack of reliability, validity and utility of the instrument with adolescent populations there remain instances where the ASI has been used in this inappropriate manner. Again, the ASI is not appropriate for adolescents due to its underlying assumptions regarding self-sufficiency and because it simply does not address issues (eg. school, peer relations, family problems from the perspective of the adolescent, etc.) that are critical to an evaluation of adolescent problems. At this writing, there are two versions of the ASI that have been developed for adolescent populations and have shown at least initial evidence of reliability and validity in this population. A third instrument is not in the same format as the ASI but has shown excellent reliability and validity. Interested readers may contact these individuals directly for more information about these instruments. Kathy Meyers, Research Department, Carrier Foundation, Belle Meade, New Jersey Carrier Addiction Severity Index or Yifrah Kaminer, Adolescent Chemical Dependency Program, Department of Psychiatry, University of Pittsburgh, Pittsburgh, Pa. Teen Addiction Severity Index or Al Friedman, Adolescent Substance Abuse Program, Department of Psychiatry, Philadelphia Psychiatric Center, Phila., Pa. Adolescent Drug and Alcohol Diagnostic Assessment ADDITIONAL QUESTIONS FOR THE ASI Can I ask additional questions and/or delete some of the current items? As indicated above, the ASI was designed to capture the minimum information necessary to evaluate the nature and severity of patients treatment problems at treatment admission and at follow-up. For this reason, we have always encouraged the addition of particular questions and/or additional instruments in the course of evaluating patients. In our own work we have routinely used the MAST, an AIDS questionnaire, additional family background questions and some self-administered psychological tests. We do not endorse the elimination or substitution of items currently on the ASI. Again, the ASI items (regardless of whether they are good or bad for particular individual needs) have been tested for reliability and validity as individual items and as part of the composite and/or severity scores. The elimination or substitution of existing items could significantly reduce the reliability and comparability of these ASI scores. It is possible to eliminate whole sections (problem areas) of the ASI if particular problems are not applicable for specific populations or the focus of specific treatment interventions. In the current version of the ASI and in this workbook, we have included a set of additional items and instruments that have been developed by us and others over the past ten years, to add information in areas that are now inadequately covered by the existing ASI questions. The items themselves are presented on the latest version of the form (See Appendix 1) and the specific instructions for asking these questions and for interpreting the answers are discussed in each of the problem areas in the Specific Instructions part of the workbook. It should be clear that we have not used these items in the calculation of the composite scores or in the determination of severity estimates. Obviously, the use of additional information for these purposes would alter the reliability and validity of the ASI and reduce the comparability of the resulting scores across sites and time points. Thus it is important to stress that the use of earlier ASI versions will still provide comparable data on the composite scores and on the majority of items, since they have not been changed or eliminated, only supplemented in the current version. In addition to these items, there has also been significant work over the past ten years in the development of general and specialized information collection interviews and questionnaires for substance abusers. Some of these instruments bear special note in that they can be used instead of or in addition to the ASI to provide enhanced or specialized information. Some of the more widely used and better validated instruments are presented below but the interested reader is advised to consult the tests and measurements literature for additional information.

Applications Of Forced Convection Engineering Essay

Applications Of Forced Convection Engineering Essay The experiment was carried out to verify the relationship between Nusselt number , Reynolds number and Prandtl Number using the different concepts of convection. Relative discussions and conclusions were drawn including the various factors affecting the accuracy of the calculated results. The main objective of this experiment was to verify the following heat transfer relationship: Therefore, the experiment is conducted by an apparatus where hot ait from heater is generated and flow through copper tube. Different values of temperatures and pressure were taken and recorded in order to calculate. Besides, graphs plotted and analysed to have a better understanding of convection heat transfer. Thus a Laboratory experiment was conducted where hot air from a heater was introduced through a copper tube with the help of a blower. Thermocouples were fixed in placed at various locations along the length of the copper tube. The different values of temperature and pressure were measured along with the various sections of the tube and other required values were recorded and calculated. Graphs were also plotted with the data obtained and then analysed. INTRODUCTION Heat transfer science deals with the time rate of energy transfer and the temperature distribution through the thermal system. It may be take place in three modes which is conduction, convection and radiation. Theory of convection is presented since this experiment is concerned about convective heat transfer. Convective is the mode of energy transfer between a solid surface and the adjacent liquid or gas that is in motion due to a temperature difference. It involves the combined effects of conduction and fluid motion. There are two major type of convective Forced convection is known as fluid motion generated by blowing air over the solid by using external devices such as fans and pumps. The other type is natural convection which meant by a phenomenon that occurs in fluid segments and facilitated by the buoyancy effect. It is less efficient than forced convection, due to the absence of fluid motion. Hence, it depends entirely on the strength of the buoyancy effect and the fluid viscosity. Besides, there is no control on the rate of heat transfer. Forced Convection Force convection is a mechanism of heat transfer in which fluid motion is generated by an external source like a pump, fan, suction device, etc. Forced convection is often encountered by engineers designing or analyzing pipe flow, flow over a plate, heat exchanger and so on. Convection heat transfer depends on fluids properties such as: Dynamic viscosity ( µ) Thermal conductivity (k) Density (à Ã‚ ) Specific heat (Cp) Velocity (V) Type of fluid flow (Laminar/Turbulent) Newtons law of cooling Where h = Convection heat transfer (W/(m2. °C) A = Heat transfer area = Temperature of solid surface ( °C) = Temperature of the fluid ( °C) The convective heat transfer coefficient (h) is dependent upon the physical properties of the fluid and the physical situation. Applications of Forced Convection In a heat transfer analysis, engineers get the velocity result by performing a fluid flow analysis. The heat transfer results specify temperature distribution for both the fluid and solid components in systems such as fan or heat exchanger. Other applications for forced convection include systems that operate at extremely high temperatures for functions for example transporting molten metal or liquefied plastic. Thus, engineers can determine what fluid flow velocity is necessary to produce the desired temperature distribution and prevent parts of the system from failing. Engineers performing heat transfer analysis can simply click an option to include fluid convection effects and specify the location of the fluid velocity results during setup to yield forced convection heat transfer results. TYPICAL APPLICATIONS Computer case cooling Cooling/heating system design Electric fan simulation Fan- or water-cooled central processing unit (CPU) design Heat exchanger simulation Heat removal Heat sensitivity studies Heat sink simulation Printed Circuit Board (PCB) simulation Thermal optimization Forced Convection through Pipe/Tubes In a flow in tupe, the growth of the boundary layer is limited by the boundary of the tube. The velocity profile in the tube is characterized by a maximum value at the centerline and zero at the boundary. For a condition where the tube surface temperature is constant, the heat transfer rate can be calculated from Newtons cooling law. Reynolds Number Reynolds number can be used to determine type of flow in fluid such as laminar or turbulent flow. Laminar flow occurs at low Reynolds numbers, where viscous forces are dominant. The condition of flow is smooth and constant fluid motion. Meanwhile, turbulent flow occurs at high Reynolds number and is dominated by inertial forces and it produce random eddies, vortices and other flow fluctuations. Reynolds number is a dimensionless number. It is the ratio of the inertia forces to the viscous forces in the fluids. Equation for Reynolds Number in pipe or tube is as below: Where à Ã‚  = Fluid density (kg/m3) V = Fluid velocity (m/s) D = Diameter of pipe ÃŽÂ ¼ = The dynamic viscosity of the fluid (Pa ·s or N ·s/m ²) ÃŽÂ ½ = Kinematic viscosity (ÃŽÂ ½ = ÃŽÂ ¼ / à Ã‚ ) (m ²/s) Q = Volumetric flow rate (m ³/s) A = Pipe cross-sectional area (m2) EXPERIMENT OVERVIEW Apparatus Figure 1 : Apparatus being used The experimental apparatus comprises of a copper pipe, which is supplied with air by a centrifugal blower and heater as figure 1. The test section of the pipe is wound with a heating tape, which is covered with lagging. Six copper constantan thermocouples are brazed into the wall of the test section. Another six thermocouples extend into the pipe to measure the flowing air temperature. In addition five static pressure tapping are positioned in the tube wall. A BS 1042 standard orifice and differential manometer measure the air mass flow rate though the pipe. Experimental Procedure Fully close the valve which controlling the air flow rate. Measure the everage intermal diameter (D) of the test section pipe by using a vernier calliper. Adjust the inclination angle of the manometer bundle ÃŽÂ ± to 30 °. Start the blower and turn the valve to the fully open position gradually, Adjust the power input to the heating tape to its maximum valve and allow the apparatus to attain thermal equilibrium. Take down the data and record Pressure drop through the metering orifice Pressure and temperature downstream of the orifice Ammeter and voltmeter readings Tube wall temperature along the testing section Air temperature along the test section Air pressure along the test section Ambient temperature and pressure. Repeat the foregoing procedure for another four different flow rate and adjust the heater input to give approximately the same wall temperature at each flow rate. DATA AND MEASUREMENT TABLE Property Symbol Units Value Barometric Pressure Pb mm Hg 741.60 Diameter of the test section pipe Dp m 0.038 Density of water (Manometers fluid) à Ã‚  Kg/m3 1000 Angle of the manometers bundle ÃŽÂ ± degree 30 Property Symbol Units Test 1 2 3 4 5 Pressure drop across orifice ΆH mm H2O 685 565 460 360 260 Pressure drop d/s orifice to atmosphere ΆP mm H2O 178 152 120 93 68 Air temperature downstream orifice t  °C 35 38 38 38 39 EMF (Voltage) across tape V Volts 230 200 165 142 129 Current through tape heater I Amps 7.3 6.3 5.5 5.0 4.0 Flowing air temperature t1  °C 35.0 36.9 38.2 40.0 41.4 Flowing air temperature t2  °C 36.1 37.7 38.9 40.6 41.9 Flowing air temperature t3  °C 43.1 43.6 43.4 44.4 45.6 Flowing air temperature t4  °C 42.2 42.4 42.4 43.5 44.6 Flowing air temperature t5  °C 49.6 48.6 47.0 47.3 48.1 Flowing air temperature t6  °C 63.2 59.6 55.7 54.3 54.6 Tube wall temperature t7  °C 38.9 40.0 40.6 41.9 43.0 Tube wall temperature t8  °C 81.20 73.6 65.9 62.2 61.2 Tube wall temperature t9  °C 99.8 89.1 77.5 71.5 69.5 Tube wall temperature t10  °C 105.9 93.9 81.3 74.6 72.4 Tube wall temperature t11  °C 106.5 94.5 81.8 75.1 73.1 Tube wall temperature t12  °C 108.1 95.5 82.3 75.0 72.5 Air static gauge pressure (Άl.sin ÃŽÂ ±) P1 mm H2O 385 324 255 195 145 Air static gauge pressure (Άl.sin ÃŽÂ ±) P2 mm H2O 264 223 175 132 99 Air static gauge pressure (Άl.sin ÃŽÂ ±) P3 mm H2O 210 181 141 108 79 Air static gauge pressure (Άl.sin ÃŽÂ ±) P4 mm H2O 108 97 81 57 42 Air static gauge pressure (Άl.sin ÃŽÂ ±) P5 mm H2O 23 31 20 16 14 Air static gauge pressure (Άl.sin ÃŽÂ ±) P6 mm H2O à ¢Ã¢â‚¬ °Ã‹â€ 0 à ¢Ã¢â‚¬ °Ã‹â€ 0 à ¢Ã¢â‚¬ °Ã‹â€ 0 à ¢Ã¢â‚¬ °Ã‹â€ 0 à ¢Ã¢â‚¬ °Ã‹â€ 0 Sample Calculations Based on 1st set data, Power Input to the tape heater: Power = = (230 x 7.3)/1000 = 1.679 Absolute Pressure downstream of the orifice: 741.60 + (178/13.6)=754.69 mmHg Absolute Temperature downstream of the orifice: T = t + 273 = 365+ 273 = 308 K The Air Mass Flow Rate: air =5.66x = = 231.88 231.88 Kg/hr = 0.06441 Kg/sec, Since 1 Kg/hr = Kg/sec Average Wall Temperature: = (38.9+81.2+99.8+105.9+106.5+108.1)/6 =90.07 Average Air Temperature: = (35+36.1+43.1+42.2+49.6+63.2)/6 = 44.87 The Bulk Mean Air (arithmetic average of mean air) Temperature: = (35+63.2)/6 =49.1 The Absolute Bulk Mean Air (arithmetic average of mean air) Temperature: 49.1+273 =322.10 K The Properties of Air at Tb: Using the tables provided in Fundamentals of Thermal-Fluid Sciences by Yunus A.Cengel From the table A-18 (Page958), Properties of Air at 1atm pressure at K Density, à Ã‚  = 1.1029 kg/m3 Specific Heat Capacity, Cp = 1.006 kJ/(kg.K) Thermal Conductivity, k = 0.0277 kW/(m.K) Dynamic Viscosity,  µ = 1.95 x 10-5 kg/(m.s) Prandtl Number, Pr = 0.7096 The Increase in Air Temperature: 63.2-35 = 28.2 The Heat Transfer to Air: (231.88/3600) x 1.006 x 28.2 =1.827 Where: = Heat Transfer to air = Mass flow rate = Specific heat capacity = Increase in air temperature The Heat Losses: 1.679-1.827 = -0.148 Where: = Heat losses = Heat Transfer to air The Wall/Air Temperature Difference: 90.07-44.87 = 45.2 Where: = Wall/Air temperature difference = Average air temperature The Heat Transfer Coefficient: = ((231.88/3600) x 1.006 x 28.2) / (3.14 x .0382 x 1.69 x 45.2) = 0.199 kW/ (m^2 .k) Where: = Mass flow rate = Specific heat capacity = Increase in air temperature = Average Diameter of the Copper pipe. = Length of the tube = Wall/Air temperature difference The Mean Air Velocity: = (4 x (231.88/3600))/ (1.1029 x 3.14 x (0.0382 ^2) = 50.9575 m/s Where: = Mean air velocity = Mass flow rate = Density = Average Diameter of the Copper pipe. The Reynolds Number: The Nusselt Number: = Nusselt Number = Average Diameter of the Copper pipe. = Thermal conductivity The Stanton Number: Where: St = Stanton Number = Nusselt Number = Prandtl number Re = Reynolds number The Pressure Drop across the testing section: at Tb = 320.1 K = Pressure drop across the testing section = Absolute pressure downstream of orifice. = Barometric Pressure The Friction Factor: RESULT Power Power kW 1.679 1.260 0.908 0.710 0.516 Absolute Pressure downstream of the orifice P mm Hg 754.69 752.78 750.42 748.44 746.60 Absolute temperature downstream of the orifice T K 308 311 311 311 312 Pressure drop across the orifice à ¢Ã‹â€ Ã¢â‚¬  H mm H20 685 565 460 360 260 Air mass flow Rate air 231.88 209.31 188.57 166.60 141.18 Average wall Temperature tw 90.07 81.1 71.57 66.72 65.28 Average air temperature tair av 44.87 44.80 44.27 45.02 46.03 Bulk Mean air temperature tb 49.1 48.25 46.95 47.15 48.0 Absolute bulk mean air temperature Tb K 322.1 321.25 319.95 320.15 321.0 Density at Tb à Ã‚  1.1029 1.1058 1.1102 1.1095 1.1066 Specific Heat Capacity at Tb Cp 1.0060 1.0060 1.0060 1.0060 1.0060 Thermal Conductivity at Tb K 2.77 2.76 2.75 2.75 2.76 Dynamic Viscosity at Tb ÃŽÂ ¼ 1.95 1.95 1.94 1.94 1.95 Prandtl Number at Tb Pr 0.7096 0.7096 0.7100 0.7100 0.7098 Increase in air temperature from t1 to t6 à ¢Ã‹â€ Ã¢â‚¬  t a 28.2 22.7 17.5 14.3 13.2 Heat transfer to air air W 1.827 1.328 0.922 0.666 0.521 Heat losses losses W -0.148 -0.068 -0.015 -0.044 -0.005 Wall/Air temperature difference à ¢Ã‹â€ Ã¢â‚¬  t m 45.2 36.3 27.3 21.7 19.25 Heat transfer Coefficient h 0.199 0.180 0.167 0.151 0.133 Mean air velocity Cm 50.9575 45.877 41.167 36.394 30.922 Reynoldss Number Re 110096.353 99380. 144 89994. 330 79509. 225 67204. 418 Nusselt Number Nu 274.4 249 232 209.8 184.1 Stanton Number St 0.00351 0.00353 0.00363 0.0037 0.0039 Pressure Drop across the testing section à ¢Ã‹â€ Ã¢â‚¬  P 1746.42 1491.59 1176.73 912.57 667.08 Friction Factor f 0.01378 0.0145 0.0141 0.0141 0.0143 Results Plot A Experiment 1 2 3 4 5 Y=ln(Nu x Pr-0.4) 5.75 5.65 5.58 5.48 5.35 X=ln(Re0.8) 9.29 9.21 9.13 9.03 8.89 Y-X -3.54 -3.56 -3.55 -3.55 -3.54 Plot B Experiment 1 2 3 4 5 Y=Nu 274.4 249 232 209.8 184.1 X=Re x Pr 78124.37 70520.15 63895.97 56451.55 47701.69 Stanton number: Reynolds Analogy: Experiment 1 2 3 4 5 Friction factor 0.01378 0.0145 0.0141 0.014 0.0143 Reynolds Analogy 0.00689 0.00725 0.00705 0.007 0.00715 Stanton number 0.00351 0.00353 0.00363 0.0372 0.0386 DISCUSSION In order to get more accurate results, there are some suggestions like cleaning the manometer, checking the insulation on the pipe and making sure the valve is closed tightly. An additional way to prove the heat transfer equation is by re-arranging it. Nu = 0.023 x (Re0.8 x Pr 0.4) Substituting in the experimental values into the above equation from section 5.0 returns the following results below: Experiment 1 2 3 4 5 Y=Nu 274.4 249 232 209.8 184.1 X=Re0.8 x Pr0.4 9415.08 8674.51 8014.48 7258.34 6344.14 Y/X 0.029 0.0287 0.0289 0.0289 0.029 Comparing this to the heat transfer constant, it shows that there is a little difference only which can be negligible. It can also be done by taking the gradient of the line from the plot Nu against (Re0.8 x Pr0.4) as shown below: CONCLUSION A better understanding of the heat transfer was achieved through conducting the experiment. Theoretical sums and experimental values were found to be approximately similar and the different sources of error have been identified. The main objective of this experiment was to verify the following heat transfer relationship: Nu = 0.023 x (Re0.8 x Pr 0.4) Therefore, relation of forced convective heat transfer in pipe is cleared and the objectives were completed.