Evaluating a Torsional Pendulum Experiment Essay Example for Free

Evaluating a Torsional Pendulum Experiment Essay I will firstly work out the overall experimental error and how far it was from the true value, using the same formula used in the preliminary. =2? = 10.36 Therefore the total error from what the true value should be is [(11.368-10.36)/11.368] x 100= 8.89% This shows that my experimental results had an overall 8.89% error, where as in my preliminary I had an error of 15.89%, therefore I believe my improvements have improved the accuracy of my results. From the 2 graphs above I can see that the result for 0. 1 meter length seems to be the furthest away from the line of best fit, and may be considered as an anomalous result, however I dont think its necessary to remove this result. The reason for this error could be any of the ones stated below, or possibly as it was the first reading I took, there could have been an initial fault in my experiment set up. Even though I have improved the accuracy of my experiment there are still many errors which will have decreased the accuracy of my results. I will now state each one and estimate percentage errors for the reading error and also experimental error if possible. * The meter ruler is accurate to à ¯Ã‚ ¿Ã‚ ½0.5mm, therefore error on the smallest length would be (0.5/100)x100=0.5% and largest length (0.5/500)x100=0.1% . Therefore the error here can be no greater than 0.5%, so this is not a very significant error. However there is also a large span for experimental error, the length of string may not have been fully straight due to not being stretched fully, and also every time I change the length of the wire there will be a new random error generated. These cant be avoided but overall these experimental errors may have been about à ¯Ã‚ ¿Ã‚ ½0.3cm , meaning the maximum error would be (3/100)x100=3% error, which is therefore very significant. * The micrometer is accurate to à ¯Ã‚ ¿Ã‚ ½0.005mm, therefore the error on my diameter of 0.49mm was (0.005/0.49)x100=1.02%, this shows a reduced error that of the preliminary, however a 1% error on the diameter can still be a major factor. This is due to the fact that the diameter is raised to the power of 4 in the equation. Therefore a very small change in the diameter may cause a larger than expected change in time period. Therefore I think the error of the diameter may have been the most significant error. If the diameter had been 0.48mm then the percentage error calculated above would have been only 5%, this shows how significant it was. The experimental error is also a factor due to the fact I had to twist two wires together to make a larger diameter. After taking 5 readings of the diameter, which were 0.49, 0.49, 0.48,0.49,0.47mm. I decided to use 0.49 as my value being the mode, however the fact that the diameter varied slightly meant there was an error. The range was 0.02mm, this could therefore have caused an error (0.02/0.49)x100=4.08%, therefore also very significant. Also the fact that I twisted two wires together, after some use, parts of the wire may have untwisted meaning the diameter would change again, this again contributes to the error above. One of the major improvements was the recording of the time period. Using the light gate and an interval of 0.01seconds, the error was only to à ¯Ã‚ ¿Ã‚ ½0.005seconds therefore the maximum error was (0.005/4.15)x100=0.12% and smallest error (0.005/8.40)x100=0.060%, this shows the improvement in recording the time period, where the human error is eliminated. However one small difficulty in taking the actual reading was knowing where to take the intervals. However there was also an experimental error where I had to estimate where the middle of the peak was, and this was slightly different for each run. However the peak was never longer than about 0.1 seconds, therefore the largest error would only have been (0.1/4.15)x100=2.4%. Again the experimental error is greater than the reading error, but the overall error was much lower than the preliminary. * The value for shear modulus I used was 44.7x109GPa, however when doing research for this value, there were more than one of the same value, so there is no guarantee that the value I used was the value of my copper wire. The following website gave me a range of 40-47GPa. http://www.efunda.com/materials/common_matl/common_matl.cfm?MatlPhase=SolidMatlProp=Mechanical However, as the shear modulus is so large the error will be so small. Its difficult to work out the percentage error, therefore my error is just a range of 40-47GPa * The scale is accurate to à ¯Ã‚ ¿Ã‚ ½0.05 grams so error on my bar was (0.05/196.3)=0.0254% error, there is no real experimental error in this reading. The percentage errors above show that the overall error should have decreased, where time period is now a very small error, reduced from about 8% in the preliminary. From my log log graph I got 0.4532 as my gradient. However theoretically it should have been 0.5. I also found that if I exclude the 0.1meter length and time period from the log log graph then my gradient would change from 0.4532 to 0.4963, which is very close to 0.5. This again shows that the 0.1m length may be considered as an anomalous result. To work out the percentage error for the gradient, I have to consider the error on the time period and the length, by adding these errors. Therefore the error on the gradient is approximately [{(0.5+3)/2}+{(0.12+2.4)/2}]=3.01%, this was using the average of the reading and experimental errors. From the percentage errors above I believe the main source of error was the diameter of the wire, this had the highest total percentage error and as seen from the equation any error in the diameter will cause a major difference due to being raised to power 4. Reliability of results Time Period(seconds) Experiment Results T=11.368 x l^0.4532 T=2?(I/K)^0.5 Difference1 Difference 2 4.20 4.00 3.27 0.19 0.92 4.65 4.81 4.01 -0.16 0.64 5.23 5.48 4.63 -0.25 0.60 6.16 6.06 5.18 0.10 0.99 6.51 6.59 5.67 -0.07 0.84 7.10 7.06 6.13 0.04 0.98 7.50 7.50 6.55 0.00 0.95 8.04 7.92 6.95 0.12 1.09 8.38 8.30 7.32 0.07 1.05 The table above shows my actual experimental results in the first column. Then the expected experimental result using the relationship I found in the second column. The third column is the theoretical result using the equation derived in my research. The forth column shows the difference between the values I obtained in my experiment and the expected values from the relationship I determined through experiment. And as you can see the maximum difference is only 0.25 seconds away. Therefore this relationship has very strong correlation, as shown on the previous graphs. However, in the fifth column, which shows the difference between my experimental value and the theoretical value according to the equations I noticed that I was constantly above the expected value. Also I was constantly about 1 second above for almost every length measured. From this I came to the conclusion that there must clearly have been some sort of systematic error. This will have increased the time period by approximately a constant amount each time. From my error analysis earlier I believe this may have been the diameter of the wire, as even being 0.1mm away from the true value will cause a large change in time period, which is what may have happened. Improvements to final method If I was to perform this experiment again I would try to further decrease the reading and experimental errors in the following ways. * As I found diameter to be the largest error I would ensure that the wire I am using has a constant diameter, by using only one wire and ensuring it has not been stretched in any way before using it. I would then also measure the diameter of the wire at least 5 times for each length, as when the length is decreased the weight will be pulling down on a wire of shorter length, and may stretch the wire more. Therefore I will record the diameter for each length I do and if it changes take these new diameters into consideration. * The shear modulus of copper ranged from 40-47GPa, therefore I was unable to even come up with an actual error for this. Therefore to reduce the error to almost zero I would measure the actual shear modulus of the copper wire I am using to do the experiment. This can be done using the following formulae G = E / [2(1+?)] where G is the shear modulus, E is the tensile modulus, and ? is the Poissons ratio of the material.

Technopoly: The Surrender of Culture to Technology by Neil Postman Essa

As time progresses technology increases and improves. However, this progression could pose as a serious problem for generations to come, and New York University department chair of communication arts Neil Postman expresses this concern in his 1992 book, Technopoly: The Surrender of Culture to Technology. In the opening of Postman’s book he expresses that technology is indeed our friend because technology provides our society with fast and easy convenience and accessibility. As with most other things, there are always two sides to everything and Postman notes, that â€Å"of course, there is a dark side to this friend† referring to technology (Postman, 1992). Many people do not address the negative sides to technology and just turn a blind eye to them so it is refreshing to have someone point them out and discuss the issues technology possess on our society. In Postman’s book that our society is redefining what family, religion, education, privacy, and history mean as a result of technology, known as technopoly. He proposes several theories about how our society got to where we currently are;including social, and symbolic traditions, and totalitarian technocracy. Postman compares technology to Thamus’ concern that writing would have an impact on an individual’s wisdom and memory. However, not all technology has been viewed negatively in Postman’s eyes. He has viewed some technologies as blessing to society; including technologies that once were provided as a helpful tool to society; including technologies such as, the printing press and clock. According to Postman, current technology is now considered a totalitarian order on society (Postman, 1992). These technologies brought beneficial aspects to society but did not control s... ... is an important issue is the impact technology has on the environment currently and for the future generations. As an educator, I would think Postman would be more incline to include this evaluation in his book. Nevertheless, Neil Postman wrote a very thought-provoking novel that should make all Americans rethink their lives, even if it is just a little bit. Postman was very critical in his novel, but he provides a wakeup call for everyone that has not come into contact with the nasty reality technology can have on society. References Mits Cash, M. C. (2000). Technopoly (Book Review). Educational Studies, 31(1), 75. Postman, Neil. (1992). Technopoly: The Surrender of Culture to Technology. New York: Vintage Books. Wiener, J., & Mohr, L. A. (1994). Technopoly: The Surrender of Culture to Technology. Journal Of Public Policy & Marketing, 13(2), 326-327.

Interview With Manager Essay

Throughout the essay, the managers will be referred to as Mr X and Mr Y and their company’s will be referred to as Company X and Company Y respectively due to confidential reasons. The first manager that was interviewed in order to fulfil this task was Mr X. He works for Company X, which is, a large service based organisation at the position of ‘Head of Corporate Credit Administration.’ His key responsibility at this bank is to provide credit administration support to Corporate, Investment banking and SME business. Within Company X’s hierarchy Mr X appears to be a middle level manager at he is expected to report to the CEO of the company while he also supervises. The second interview that was conducted for this task was with Mr Y. He is a Creative Marketing Director at Company Y which is a marketing consultancy and IT development enterprise located in Malaysia. His organisation is also service based; however, it is a medium sized one. As a top level manager , Mr Y’s task is to direct and oversee the overall projects and ensure that they are carried out as planned and are successful. Management is the process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively (Robbins, Bergman, Stagg & Coulter, 2012). In the subsequent essay, the universality of management will be discussed in light of Fayol’s four functions and Katz’s three skills and how relevant these theories appear while analysing the information gathered from the interviews. Henri Fayol proposed that that all managers perform five functions: planning, organising, commanding, coordinating and controlling (Robbins, Bergman, Stagg & Coulter, 2012). During the course of the essay, however, the emphasis will remain on the four functions: planning, organising, leading and controlling. A skill is the ability either to perform some specific behavioral task or the ability to perform some specific cognitive process that is functionally related to some particular task (Peterson, 2004). For the purpose of this task Katz’s skills will be related to the interviews collected. Namely these are: Conceptual, Human and Technical skills. Mr. X is involved in a moderate amount of planning as he defines the credit policies fo r the corporate portfolio. Moreover, he has to cascade the defined goals to individual job levels and monitors them closely for accomplishment. In his organization, high achievers are often rewarded with awards and cash bonuses which serve as a motivation. Reports are also  compiled frequently to monitor portfolio behavior and to make sure that customer’s expectations at various occasions are fulfilled. At the same time, he is also expected to be able to work with various other departments to ensure smooth transactional processing. These tasks of Mr. X relate to the organizing function of Fayol, that is, the providing of everything essential in performing a particular task i.e. the right equipment and tools with right people and right amount of capital (Fayol, 1949, as cited in Lamond, 1998). It is not enough to just organize the employees and assign them jobs to perform. But what is more important is to know that which employee is specialized in which job (best suited for a particular task) and assign them jobs accordingly (Fayol, 1949, as cited in Lamond, 1998). Mr. X’s interview conveys that he is the most involved in leading, organizing and controlling with a moderate amount of planning. All this is in line with the existing theories of what a middle level manager ought to do. However, he has rated controlling as ‘4’ which is rather high for a middle level manager. Theory says that a middle-level manager is only expected to contribute 14% of his tasks to controlling (Stephen Robbins, 2012, p.19). Mr. X rated the need of human skills as ‘5’. These skills are important for managers at all levels (Robbins, Bergman, Stagg & Coulter, 2012).   Hence, it falls in line and confirms Katz’s theory. However, Mr. X’s rating of the other two skills and the theory related to those seem to be contradicting as he rates technical skills and conceptual skills as very much while according to Katz, a middle level manager is expected to possess moderate amounts of each. Thus, in Mr. X’s case, Fayol’s four functions seem to be evident while Katz’s theory appears to not be relevant to his job description and tasks expected out of him. Managers can manage action directly, they can manage people to encourage then to ta ke necessary actions, and they can manage information to influence the people in turn to take their necessary actions (Mintzberg, 1994). Being a part of a board member, Mr. Y claims that he is involved in a moderate amount of planning (rating of ‘3’), along with, employing the correctly skilled people for a task that is most suitable for them. Mr. Y feels that it is his responsibility, being a senior, to inspire his subordinates and provide them with the recognition that they require to be able to excel in their respective fields. A weekly reporting system is used in Company Y to check through the company’s progress and its employee’s  efficiency and effectiveness. Thus, there is quite a lot of leading and controlling, followed by organising and planning is the least of them all. Fayol’s four functions seem to be in accordance with Mr. Y’s job description except for the function of controlling which, for a top level manager, should be the lowest and in this case it is rated as a ‘5’ (very much). Technical skills are defined as the understanding of, or proficiency in, specific activities that require the use of specialized tools, methods, processes, procedures, techniques, or knowledge (Peterson, 2004). Relating back to Katz’s theory, a top level manager is expected to possess very little of technical skills which contradicts with Mr. Y’s rating of ‘3’ for technical skills. The real performance of the manager is the knowledge base of the manager (Carroll & Gillen, 1987). Being a top level manager, it is generally assumed that Mr. Y should have very much of conceptual skills which will enable him to think outside the box as he also claims that it extremely hard to be creative on demand, which is something that his job requires of him. Conceptual skills are generally thought to be needed more as the level of managing gets higher. Along with this, human skills are also vital for a manager at all levels. These skills allow the manager to train, direct, and evaluate subordinates performing specialized tasks (Peterson, 2004). However, Mr. Y has overrated technical skills and underrated conceptual skills in relation to his job. Hence, this contradicts with the outlined theory and Katz’s skills come across as irrelevant while analyzing Mr. Y’s job. Hence, it can be concluded that Fayol’s functions are more relevant and evident in Mr. Y’s descriptions of his job, as compared to Katz’s theory which is mostly contradicting with the information provided by Mr. Y. Although there is some empirical support for the influence of hierarchical level and functional specialty on managerial role requirements, the influence of these factors on required skills, knowledge, and abilities remains more speculative in nature (Pavett & Lau, 1983). If management is truly a generic principle, then what managers do should be essentially the same whether they are top level executives or low-level supervisors, in a business firm or a non-profit arts organization†¦(Robbins, Bergman, Stagg & Coulter, 2012). With advancements in technology and changing ideologies, the traditional definition of an organization is changing along with the traditional definitions of a manager. The roles that  managers play and the expectations that o thers have of them are evolving to reflect new forms of organization (Chapman, 2001). During the past ten years or so, the usefulness of the classical functions for classifying managerial work activities has been questioned by a number of writers (Carroll & Gillen, 1987). Similarities can be observed between the two managers with reference to moderate amounts of planning and organising involved. Both managers also recognized human skills as highly important. These similarities could be due to both the managers being linked with the service sector. On the other hand, there are some evident differences that cannot be ignored. Mr. X requires very much of technical skills and conceptual skills, while Mr. Y needs only a moderate amount of both. No significant difference can be obtained in light of Fayol’s functions. Mintzberg (1980) proposed that differences in managerial work involve the relative importance of the roles across hierarchical level and functional specialty (Lachman, 1985). Hence, these differences are probably due Mr. X being a middle level manager wh ile Mr. Y is a top level one. Also, Mr. X comes from a public sector while Mr. Y relates to a private one. Furthermore, Mr. Y works for a medium sized organization where the need for technical and conceptual skills rises very seldom which is why he rates it so low. On the other hand, Mr. X, working in a large organization rates them higher as the circumstances are different. Managers in both small and large organisations perform essentially the same activities, but how they go about them and the proportion of time they spend on each one are different (Robbins, Bergman, Stagg & Coulter, 2012). Regardless of their level, all managers make decisions and all managers are viewed to be performing the four functions of planning, organising, leading and controlling. However, the time dedicated to any particular function cannot be merely stated as a fact as it tends to vary from manager to manager. After analyzing the interviews, it can be concluded that Fayol’s four functions are found to be relevant in the light of the managers interviewed, but at a varied degree. How relevamt are Katz’s skills? Examining the interviews separately, the skills stated do not seem to support the theory, except for the human skills. Although these skills are defined and explained separately, they will be interrelated when enforced to managerial problems. Therefore, looking at the general overview of the functions and skills, they appear to be the universal guideline for managers  even though the level of importance for each individual function or skills may be different. Reference List Carroll, S., & Gillen, D,. (1987). Are the classical management functions useful in describing managerial work? Academy of Management Review, 12(1), 38-51. Chapman, J.A., (2001). The work of managers in new organisational contexts. Journal of management development, 20(1), 55-68. Hales, C,. (1999). Why do Managers Do What They Do? Reconciling Evidence and Theory in Accounts of Managerial Work. British Journal of Management, 10, 335–350 Lachman, R,. (1985). Public and Private sector differences: CEOS’s Perceptions of their Role Evironments. Academy of Management Journal, 28(3), 671-680. Lamond, D,. (1998). Back to the future: Lessons from the past for a new management era in G. Griffin (Ed.) Management Theory and Practice: Moving to a New Era. MacMillan: Melbourne. 3-14. Lau, A.W., & Pavett, C.M,. (1983). Managerial Work: The Influence of Hierarchical Level and Functional Specialty. Academy of Management Journal, 26(1), 170-177 Peterson, T. (2004). Ongoing legacy of R.L. Katz: an updated typology of management skills, Management Decision. 42(10), 1297-1308. Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2012), Management, (6th ed.). Frenchs Forest, NSW, Australia: Pearson Education.

Essay about Time Management Action Plan - 2317 Words

For me it seems like there is too many tasks to complete and seldom enough time. Effective and efficient time management is something that I have room for improvement on and have great use of. I started by taking a time management survey. #1 Accept Problem My results from this diagnostic survey on time management assured me that my time management skills are low. The survey revealed that I am on the bottom of the scale of time management. There were two sections of the survey. One section measured your time management skills in an office setting and the other section measured your time management skill in your personal life. By having two sections you can compare your time management skills for the two different settings. The total score†¦show more content†¦My long-term goals, intermediate, and short-term goals could look something like this: Long-Term Career Goal: †¢nbsp;nbsp;nbsp;nbsp;nbsp;Career as a Small Business Manager/Owner (6 to 8 years). Intermediate Career Goals: †¢nbsp;nbsp;nbsp;nbsp;nbsp;Enter a MBA program in Business Management (3 to 5 years). †¢nbsp;nbsp;nbsp;nbsp;nbsp;Graduate Assistantship at the Bachelors level (2 to 4 years). Short-Term Personal Goals: (Present): †¢nbsp;nbsp;nbsp;nbsp;nbsp;Major in business. †¢nbsp;nbsp;nbsp;nbsp;nbsp;Courses in management, economics, and accounting. †¢nbsp;nbsp;nbsp;nbsp;nbsp;At least a 3.5 average for my bachelor’s degree. †¢nbsp;nbsp;nbsp;nbsp;nbsp;Improve my career best swim times. #3, Daily, Weekly, and Semester Scheduling To be effective in time management, weekly time organization is necessary. A semester-long calendar to lay out all of your major obligations is a good tool as well. Without having clearly defined goals, scheduling will be difficult for two reasons. First, there will not be any guidelines to use for prioritizing your activities; and second, there will be trouble finding motivation to complete the tasks in the schedule. I might, for example, be tempted to go to a movie instead of studying accounting. Two general approaches to weekly scheduling can work well. The first is fairly simple and involves a daily list of things should be accomplish that day. In order to use thisShow MoreRelatedTime Management Action Plan2364 Words   |  10 Pagescomplete and seldom enough time. Effective and efficient time management is something that I have room for improvement on and have great use of. I started by taking a time management survey. #1 Accept Problem My results from this diagnostic survey on time management assured me that my time management skills are low. The survey revealed that I am on the bottom of the scale of time management. There were two sections of the survey. 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