Calorimetry Essay Example for Free

Calorimetry Essay The purpose of this experiment was to find the specific heat formation of magnesium oxide by combining the two heat reactants using Hess’s Law. The purpose was also to measure the delta T which was the final temperature minus the initial temperature of the solution. The claim made was, based on the expected heat formation value found in magnesium metal and hydrochloric acid, the experimental enthalpy was much closer to the expected value in comparison the magnesium oxide and hydrochloric acid. The equations used in this experiment were 1. MG(s)+2HCl(aq)= MgCl2(aq)+ H2(g) 2. MgO(s)+2HCl(aq)=MgCl(aq)+H2O(l) 3. H2(g) +1/2O2(g)=H2O(l). We combined the listed equations we cancelled certain values using Hess’s Law to form magnesium oxide, Mg(s)+1/2O2(aq)=MgO(s). The experimental heat formation of magnesium oxide is -467.684 kJ/mol. Based on the results found, using the correlation coefficient (R2) and the maximum value of temperature final (which was found to be 70.934) we found the correlation between the trend lines (expected) to the experimental. Based on the data found this information supported our claim. There may have been several errors in the experiment one error may have been the lack of recording on time, meaning the stop watch was started later in the reaction. Another reason for error was the lack of taking the first trials measurement forcing us to estimate a mass which through off the results of the experiment in a whole. The final reason for error was not all of the magnesium oxide that was measured was experimented. These error sources listed above, may cause numerous problems for example the estimated mass for the first trial cause the results to skew, giving us a large error percentage of -21% if this trial was taken out the error percentage would be much lower. The stop watch did not start at the same time of the experiment which may cause an increase in the error percentage as well; due to this fault the temperature final would be much higher. The last error was the loss of product (magnesium oxide); this interfered with the experiment for the reason that based on what was expected (-601.24 kJ/mol) and what was experimented -141.990 kJ/mol was a much lower value.

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CHAPTER 1 PROJECT OVERVIEW 1.1 Background Duke, an acronym for The Duta-Ulu Kelang Expressway, structures the key missing connection in the Kuala Lumpur Road Master Plan, joining Duta in the west to Ampang in the east, and to Karak in the north. Duke finishes the Intermediate Ring Roads (Int Rr) of Kuala Lumpur, spanning the North Klang Valley Expressway (Nkve), Sprint (at Penchala Link) and Ulu Kelang area of the Middle Ring Road Ii, permitting drivers to make a trip from finish to end in only 9 minutes. More than simply enhancing connectivity, Duke likewise scatters activity from the city towards different suburban ranges through various entrance and retreat focuses at major spiral convergences. With Duke, you have the capacity to go from one end of Kl to different parts in minutes, bypassing high movement territories, for example, Lebuhraya Mahameru, Jalan Tun Razak, Jalan Kuching, Jalan Sultan Ismail and Jalan Ampang. No upsetting driving, no packed in slither and no unmoving motor blazing valuable petrol. 1.2 Parties involved The development, principles, administration and use of freeways in Malaysia are liable to Federal Roads Act (Private Management) 1984. In Malaysia, expressways are characterized as fast tracks with no less than four paths (two in every course) and might as well have full access control or fractional access control. Most freeways in Malaysia are regulated access roads. Konsortium Lebuhraya Utara-Timur (KL) Sdn Bhd, or KESTURI, is a wholly owned subsidiary of Nuzen Corporation Sdn Bhd, which is a joint venture company between Wira Kristal Sdn Bhd and Malaysian Resources Corporation Berhad. KESTURI was awarded the Concession Agreement to design, construct, finance, manage, operate and maintain the Exp... ...s. This is lead to cause the slowdown of traffic around the construction area. CHAPTER 6 CONCLUSION As a conclusion, the environmental issue will inevitably arise in the construction of a project. The impact of construction on the environment can be addressed through the establishment of effective prevention and follow the environmental impact assessment. This is because in order to develop our country the development and construction is very necessary. The construction of DUKE highway ( Lebuhraya Duta Ulu Kelang) has advantages and disadvantages. The advantages from this highway construction are able to provide efficient and effective transportation and communication systems between highways in Klang area. For the disadvantage of this highway construction is environment pollution. However, various measures can be taken to reduce and prevent this problem.

Capabilities in the Workplace Bangles Pvt. Ltd.?

Abstract: A business is likely to flourish when it makes best use of its core competencies, organization capabilities, and increases its capacity. This paper describes a firm, Bangles Pvt. Ltd, which is headquartered in UK and is looking to expand into the Asian market via its online store. The paper discusses the core competencies the firm has along with its organizational capabilities which will help the firm in making this expansion successful. Introduction: Bangles Pvt. Ltd is an online business based in the United Kingdom and run through social media sites, the company’s own personal website, and through other buying/selling websites such as eBay and other portals. The business originated in 2006 after the owner finished her Arts degree from a local college and decided to use her expertise in her own small enterprise. Initially she took the responsibility of production herself and began to produce highly colourful, intricately designed, handmade bangles on order. However, as business began to boom she hired two other designers to help her with the production in 2007 and currently employs 10 people to produce bangles in the ranges of collections titled casual/everyday bangles, semi-formal bangles, bridal bangles, and exclusive designs. The company basically operates upon an order service in which customers either send their orders in the inbox on sites such as Facebook or fill out order forms on the company’s own personal website. The sites are full of colourful albums full of designs of various bangle creations which are updated regularly and articles targeted towards different target audiences regarding how to use the bangles and other fashion tips (Bangles Pvt Ltd, 2014). While the company instantly began to gain steady business and maintained a commendable reputation, the company is currently facing a number of issues as it plans to expand further into other markets and has also recently begun to supply bangles in Asia via the owner’s relatives and friends who live there. The Asian market shows high potential for the company as the use of bangles is highly widespread in many Asian countries and the designs of the bangles support Asian cultural traditions while adding a contemporary touch to what is traditionally worn by Asian women. However, this will add an additional burden upon the employees at Bangles who are already over-absorbed in producing bangles for current customers. The owner i s slightly worried that if the brand is not managed properly by the distributors she appoints (friends and relatives), which may cause a detrimental impact upon the company’s name and future prospects (Bangles Pvt. Ltd, 2014). Thus, it is essential for her to ensure that the operations and delivery processes in Asia are properly conducted and reliable. There is also danger that her products will end up in the retail market in Asia if no controls are implemented and may be sold to customers in bulk. The owner of Bangles also needs to ensure that her employees in Asia conform to company policy and are highly cooperative with her and her UK-based employees. She needs to maintain decorum with her employees and coordination with respect to meeting customer demand and responding to customer preferences. This paper will outline the company’s main core competencies, organizational capabilities, and capacity-building tools which can help Bangles solve its current expansion prob lems in the Asian market. The paper will then conclude by providing recommendations as to what the organization needs to further develop and commenting upon its managerial practices while summarizing the main points made in the paper. Core Competencies, Organizational Capabilities, and Capacity-Building: Core competencies are the unique qualities or strengths that a firm has which differentiate them from their competitors and are difficult to replicate. They are a source of competitive advantage for a firm and enable the firm to perform efficiently and effectively in a particular area relative to their competitors (Gupta, 2013). Bangles Pvt. Ltd has several core competencies which strengthen the firm and result in increased business. One of the core competencies of Bangles Pvt. Ltd is the diversified workforce, which consists of close friends and students of the owner who originate from different countries and are able to provide Bangles with unique and original ideas for bangle designs. Thus, the aesthetic appeal of Bangles’ products suits the modern tastes of consumers in the UK, India, Pakistan, Turkey, China, and Nigeria as the designers of Bangles originate from the countries mentioned. Another core competency of the firm is the owner’s personal involvement in the business and the fact that the owner provides customers with a personalized service and is highly interactive with the customers. Additionally, the owner also provides a customized service to customers who wish to get their own bangles designed at an affordable price. Also, the owner’s large social circle and connections with people in Asia who can help in expanding and managing the business is also a core competence as the owner will not have to associate with unknown parties in order to achieve expansion into Asia. The organizational capabilities of the firm are the manner in which people are managed in a firm in order to gain a competitive advantage (Grafton, Lillis, & Widener, 2010). The organizational capabilities of Bangles include the owner’s excellence in human resource management as she has been successful in motivating employees since the business’s inception. The owner’s charismatic leadership style and the informal organizational culture of th e firm help the employees remain comfortable and united with one another. The owner also attempts to organize the employees in the organization through the use of various communication tools including a personal group on WhatsApp, an intranet which enables the employees to interact with one another, and through the use of video conferencing when applicable (Bangles Pvt Ltd, 2014).The business’s strong internal associations and the fact that all of the designers in the firm are educated, trained, and experienced in the field of arts and crafts enables the firm to perform faster and more efficiently in order to quickly meet customer demand. The lack of misunderstandings between employees and the close connection between employees and the owner also serves as a source of competitive advantage and enables the work to be done quicker. The organization is currently working on capacity-building as it has previously increased its capacity by purchasing three small machines, which hel p cut the thread and sew on the beads for intricately and delicately designed bangles. Using these machines has sufficiently increased the capacity of the firm and Bangles has been able to complete more orders than it previously had. The company has recently tried division of labour and instead of asking one designer to complete a full pair of bangles, they have tried to break down the tasks and let one worker complete a portion of an order while the others complete other portions. This has shown commendable results recently as capacity has slightly increased. In order to solve the problems arising from an expansion into the Asian market, Bangles must use its core competencies, organizational capabilities, and capacity-building tools to its advantage. The owner can use the core competency of having a diversified workforce to be able to accurately meet the aesthetic demands of customers in Asian countries. Moreover, the owner needs to use her social connections in order to appoint a reliable manager in Asia who will help in the distribution of Bangles’ products and also manage the brand image of the firm. The owner can make use of the firm’s strong communication network to set up a system in which she communicates with customers in Asia herself or responds to their messages as soon as possible if there is a difference in timings in order to provide them with a personalized and customized service where applicable. Thus, to efficiently manage business in Asia, the owner must make use of her charismatic leadership style to constantly remain in touch with employees and the manger in Asia and ensure she is updated upon changing trends. The owner must also have a rigid plan towards crisis management in order to ensure that she is able to solve such problems without increasing hassle and confusion and risk in damaging the brand’s reputation. The owner can also extend the intranet to include employees in Asia and to ensure that she communicates wit h them personally in order to ensure that they are familiar with the organizational culture and are absorbed into the enthusiasm of being a part of the organization. These are the strategies that the firm can use by making use of its existing core competencies and capabilities. However, the firm may also need to enhance other departments in order to efficiently compete in the Asian market. Conclusion and Recommendations: It is evident that the firm has numerous core competencies and organizational capabilities which enable the firm to efficiently compete in the market and which can be used to its advantage in expanding into the Asian market. However, the firm may consider increasing its efficiency and capacity by hiring additional designers in Asia who can produce the bangles there and ship them to customers easily and without additional cost. Moreover, the firm may also hire additional staff in the UK to ensure that there is always someone available online to cater to customer queries and demands. In order to appropriately achieve this, Bangles may also consider giving its staff training in customer service and managing across cultures. Hence, the firm’s core competencies of a diversified workforce, strong social connections, and the owner’s personal involvement in the business serve to be highly beneficial while organizational capabilities of a strong communication network and informa l organizational culture are redeem high benefits. References Bangles Pvt. Ltd. (2014) Facebook Page [online] Accessed on: February 20, 2014 Available at: https://www.facebook.com/bangles Grafton, J., Lillis, A. M., & Widener, S. K. (2010). â€Å"The role of performance measurement and evaluation in building organizational capabilities and performance.† Accounting, Organizations and Society. Vol. 35(7) pp. 689-706. Gupta, R. K. (2013). â€Å"Core Competencies for Business Excellence.† Advances in Management. Vol. 6 (10). pp. 712-723

Battle of Cerro Gordo in the Mexican-American War

The Battle of Cerro Gordo was fought on April 18, 1847, during the Mexican-American War (1846 to 1848). Armies Commanders United States Major General Winfield Scott8,500 men Mexico General Antonio Là ³pez de Santa Anna12,000 men Background Though Major General Zachary Taylor had won a string of victories at Palo Alto, Resaca de la Palma, and Monterrey, President James K. Polk elected to shift the focus of American efforts in Mexico to Veracruz. Though this was largely due to Polks concerns about Taylors political ambitions, it was also supported by reports that an advance against Mexico City from the north would be impractical. As a result, a new force was organized under Major General Winfield Scott and directed to capture the key port city of Veracruz. Landing on March 9, 1847, Scotts army advanced on the city and captured it after a twenty-day siege. Establishing a major base at Veracruz, Scott began making preparations to advance inland before the yellow fever season arrived. From Veracruz, Scott had two options for pressing west towards the Mexican capital. The first, the National Highway, had been followed by Hernà ¡n Cortà ©s in 1519, while the latter ran to the south through Orizaba. As the National Highway was in better condition, Scott elected to follow that route through Jalapa, Perote, and Puebla. Lacking sufficient transportation, he decided to send his army forward by divisions with that of Brigadier General David Twiggs in the lead. As Scott began leaving the coast, Mexican forces were gathering under the leadership of General Antonio Là ³pez de Santa Anna. Though recently defeated by Taylor at Buena Vista, Santa Anna retained immense political clout and popular support. Marching east in early April, Santa Anna hoped to defeat Scott and use the victory to make himself dictator of Mexico. Santa Annas Plan Correctly anticipating Scotts line of advance, Santa Anna decided to make his stand at a pass near Cerro Gordo. Here the National Highway was dominated by hills and his right flank would be protected by the Rio del Plan. Standing around a thousand feet high, the hill of Cerro Gordo (also known as El Telegrafo) dominated the landscape and dropped to the river on the Mexican right. Approximately a mile in front of Cerro Gordo was a lower elevation which presented three steep cliffs to the east. A strong position in its own right, Santa Anna emplaced artillery atop the cliffs. To the north of Cerro Gordo was the lower hill of La Atalaya and beyond that, the terrain was laced with ravines and chaparral which Santa Anna believed was impassable. The Americans Arrive Having assembled around 12,000 men, some which were parolees from Veracruz, Santa Anna felt confident that he had created strong position on Cerro Gordo which would not be easily taken. Entering the village of Plan del Rio on April 11, Twiggs chased off a troop of Mexican lancers and soon learned that Santa Annas army was occupying the nearby hills. Halting, Twiggs awaited the arrival of Major General Robert Pattersons Volunteer Division which marched in the next day. Though Patterson held a higher rank, he was ill and allowed Twiggs to begin planning an attack on the heights. Intending to launch the assault on April 14, he ordered his engineers to scout the ground. Moving out on April 13, Lieutenants W.H.T. Brooks and P.G.T. Beauregard successfully used a small path to reach the summit of La Atalaya in the Mexican rear. Realizing that the path could allow the Americans to flank the Mexican position, Beauregard reported their findings to Twiggs. Despite this information, Twiggs decided to prepare a frontal attack against the three Mexican batteries on the cliffs using Brigadier General Gideon Pillows brigade. Concerned about the possible high casualties of such a move and the fact that the bulk of the army had not arrived, Beauregard expressed his opinions to Patterson. As a result of their conversation, Patterson removed himself from the sick list and assumed command on the night of April 13. Having done so, he ordered the next days assault postponed. On April 14, Scott arrived at Plan del Rio with additional troops and took charge of operations. A Stunning Victory Assessing the situation, Scott decided on sending the bulk of the army around the Mexican flank, while conducting a demonstration against the heights. As Beauregard had taken ill, additional scouting of the flanking route was conducted by Captain Robert E. Lee from Scotts staff. Confirming the feasibility of using the path, Lee scouted further and was nearly captured. Reporting his findings, Scott sent construction parties to widen the path which was dubbed the Trail. Ready to advance on April 17, he directed Twiggs division, consisting of brigades led by Colonels William Harney and Bennet Riley, to move over the trail and occupy La Atalaya. Upon reaching the hill, they were to bivouac and be ready to attack the next morning. To support the effort, Scott attached Brigadier General James Shields brigade to Twiggs command. Advancing onto La Atalaya, Twiggs men were attacked by Mexicans from Cerro Gordo. Counterattacking, part of Twiggs command advanced too far and came under heavy fire from the main Mexican lines before falling back. During the night, Scott issued orders that Twiggs should work west through heavy woods and cut the National Highway in the Mexican rear. This would be supported by an attack against the batteries by Pillow. Dragging a 24-pdr cannon to the top of the hill during the night, Harneys men renewed the battle on the morning of April 18 and assaulted the Mexican positions on Cerro Gordo. Carrying the enemy works, they forced the Mexicans to flee from the heights. To the east, Pillow began moving against the batteries. Though Beauregard had recommended a simple demonstration, Scott ordered Pillow to attack once he heard firing from Twiggs effort against Cerro Gordo. Protesting his mission, Pillow soon worsened the situation by arguing with Lieutenant Zealous Tower who had scouted the approach route. Insisting on a different path, Pillow exposed his command to artillery fire for much of the march to the attack point. With his troops taking a battering, he next began to berate his regimental commanders before leaving the field with a minor arm wound. Failure on many levels, the ineffectiveness of Pillows attack had little influence on the battle as Twiggs had succeeded in turning the Mexican position. Distracted by the battle for Cerro Gordo, Twiggs only sent Shields brigade to sever the National Highway to the west, while Rileys men moved around the west side of Cerro Gordo. Marching through thick woods and un-scouted ground, Shields men emerged from the trees around the time that Cerro Gordo was falling to Harney. Possessing only 300 volunteers, Shields was turned back by 2,000 Mexican cavalry and five guns. Despite this, the arrival of American troops in the Mexican rear sparked panic among Santa Annas men. An attack by Rileys brigade on Shields left reinforced this fear and led to a collapse of the Mexican position near the village of Cerro Gordo. Though forced back, Shields men held the road and complicated the Mexican retreat. Aftermath With his army in complete flight, Santa Anna escaped the battlefield on foot and headed for Orizaba. In the fighting at Cerro Gordo, Scotts army sustained 63 killed and 367 wounded, while the Mexicans lost 436 killed, 764 wounded, around 3,000 captured, and 40 guns. Stunned by the ease and completeness of the victory, Scott elected to parole the enemy prisoners as he lacked the resources to provide for them. While the army paused, Patterson was dispatched to pursue the Mexicans retreating towards Jalapa. Resuming the advance, Scotts campaign would culminate with the capture of Mexico City in September after further victories at Contreras, Churubusco, Molino del Rey, and Chapultepec. Selected Sources PBS: Battle of Cerro GordoThe Aztec Club of 1847US Grant Memoirs: Battle of Cerro Gordo