Thursday, October 31, 2019

How online newspaper reporting will influence the adjustment of Literature review

How online newspaper reporting will influence the adjustment of foreign policy in democratic and autocratic countries - Literature review Example There are two major aspects that may define the extent to which the media influence the foreign policy making process. First, the level of direct knowledge that the public has on the agenda of the foreign policy discussion determines the level of media influence on the formulation of foreign policy (Croteau & Hoynes, 1997:54). This is because; under circumstances where the public has a high level of knowledge in relation to the agenda, such as the existence of a foreign crisis that the public is aware of, such an agenda is likely to generate a high level of public opinion that demands that the policy formulators must pay attention to the views and feelings of the public, regarding the policy (Altschull, 1984:32). For example, where a country is to enter into a foreign trade agreement with other foreign nations relating to the exploitation of a country’s resources, the media plays the role of informing the public, which in turn raises a public opinion that demands the ear of th e policy formulators. On the hand, where the foreign policy agenda is an issue that the public has little or no direct knowledge about, the media plays the role of publicizing the issue, so that the public becomes aware of the existence of such a policy agenda, and thus raises its opinion. Secondly, the nature of the effect that the policy agenda will directly have on the people also defines the level of media influence on the foreign policy making process (Graber, 2006:937).

Tuesday, October 29, 2019

Thesis statement Coursework Example | Topics and Well Written Essays - 250 words

Thesis statement - Coursework Example Subsequently, it is implied that the issue can be regarded from different perspectives since both negative and positive effects of games were detected. However, all available researches and conclusions of authors remain contradictory and mutually exclusive. From one side, video games are said to promote violence and aggressive behavior and a hindrance to academic achievements. From another, video games can be used to promote versatile development. While developing an argument, I can support my thesis resorting to the recent scientific articles that uncover the list of positive effects of playing video games. Today, there is a sufficient number of credible research articles that can be used to scientifically back up the given thesis statement. Among the relevant points that should be included can be named promoting cognitive skills, training memory, sensory perception, attention, and spatial resolution. (Granic, Lobel & Engels, 2014) Apart from that, games often demand a high level of logical thinking, and problem-solving as well as can teach one to be goal oriented and persistent. An important argument in this context is explaining that the most important is to use technologies moderately and block negative messages they can

Sunday, October 27, 2019

Managing Operations Apple Inc Commerce Essay

Managing Operations Apple Inc Commerce Essay Apple Inc is a large multinational in the consumer electronic business that builds on its ability to innovate and use its strong flexibility in product development speed to create competitive capability in the market. Fortune named Apple as the most admired company in the world. However, Apple did not figure in the top ten companies on use of assets, social responsibility, and global competitiveness in this survey. This study explores the reasons for this insofar as they lie in management of operations in the company. A survey of literature reveals that there are few agreements on what constitutes lean or agile manufacturing and disagreement on the correct choice of operations management strategy. We examine whatever one can find in reports, literature, and the companys own publications and compare these to the gleanings from theory to arrive at some recommendations for Apple to consider for operations management strategy. Globalisation has increased complexity of supply chains that need to span several countries with diverse cultures, laws and regulations, and time zones. However, with increasing pressure on the need to conserve non-renewable sources of energy and to mitigate the impact of operations on the environment, globalisation is a process likely to reverse in the not so far future. Apple must prepare for this through innovative strategies in organisation and distribution. We recommend a strategy that simultaneously looks at lean when addressing use of resources and agile manufacturing in addressing customer needs, to meet competition on both, cost and product differentiation, fronts. In looking at lean manufacturing, we strongly recommend moderation in implementation to preserve flexibility and agility. Operations Management Apple Inc Contents Operations Management Apple Inc 1.0 Introduction Apple Inc is a large multinational in the consumer electronic business. The comment of James Collins, editor-in-chief of the T3 Consumer Gadgets Magazine, talking about the iPod exemplifies the image and sheer volume of market penetration achieved by the company; Collins says: Its cool across the board: everyone from my seven-year-old niece to my 60-year-old uncle has one. Norbert Reithofer, CEO of BMW adds to the image in his comment (in Bernasek, 2010): Apples customers are more than customers theyre fans. The whole world held its breath before the iPad was announced. Thats brand management at its very best. Apple builds on its ability to innovate and use its strong flexibility in product development speed to create capability in the market. Consider the fact that Apple introduced 7 different versions of its iPod within four and a half years of launch (Levy, 2006). Despite not being the first-to-market, it has used this capability to leverage its expertise in the iPod, iPhone, iTunes, iWorks suite of products and command a premium on all its products (Boddie, 2005). However, on the critical issues of use of assets, social responsibility, and global competitiveness it does not score favourably (money.cnn.com). As long as Apples products command a premium, and as long as it can continue introducing innovative new products this does not appear a serious concern. However, it is the contention of this report that despite these factors, Apple stands to gain tremendously by using modern operations management concepts such as Lean Manufacturing (which we alter to Lean And Green), Supply Chain Ma nagement, Quality Management etc. In this report, we look at these concepts in some detail to demonstrate how they can help Apple meet its commitments to its stakeholders and meet the need for Corporate Social Responsibility. 2.0 Background Apple Inc. (Apple) is a multinational consumer electronic corporation headquartered in Cupertino, California in America established in 1977. The company designs, manufactures, and sells hardware and software products for computers, entertainment, and portable music systems. Some of its best-known products include the iPod, the iPhone, its desktop and the MacBook Air line of laptops. Vital backup through software for computers and its iTunes virtual music store form important parts of its operations (google.com). Since its inception, the company did moderately well as a number of CEOs changed between 1977 and 1997 when Steve Jobs, the founder of the company, returned to take charge of the company. Steve has remained the CEO since then, except for short periods in 2004 and 2009 when Tim Cook charge during his absence on medical grounds. Since 1997, the company has grown phenomenally and presently employs 35,000 personnel and recorded revenue of $42.91 billion for the year ended September 26, 2009 (finance.yahoo.com). Young and Simon (2005) call Steves return and the growth of Apple following his return the greatest second act in the history of business in the subtitle of their book. Its stock prices dropped to a low of $82.33 on January 12, 2009 from the previous high of $193.91 on December 17, 2007 mostly in response to the economic turndown that affected all companies. Since then, the stock has risen steadily and traded at $226.60 on March 8, 2010 (ibid). Apple has established a unique image for itself through its characteristic advertising and the design of its products. The Fortune magazine named Apple the most admired company in the world in 2009 (Colvin, 2009). Again, in 2010, Fortune named Apple as the most admired company in the world (money.cnn.com [b]), based on a survey among industry leaders using nine criteria. Importantly, from the viewpoint of this report, Apple did not figure in the top ten companies on counts of: Use of Assets, Social Responsibility, Financial Soundness, Long Term Investment, and Global Competitiveness It rated No.1 and No. 4 on Innovation and Product quality respectively. The same report records that Apple have so far sold 250 million iPods, 43 million iPhones, and 32 million iPod Touch, and introduced the game changing iPad portable computer. In 2006, the Mail on Sunday carried a report that alleged Apples contract manufacturers in China, Foxcom and Inventec, were using sweatshop conditions for the production of the iPod (mailonsunday.com); The Washington Post followed washingtonpost.com [a]). Apple took immediate action to investigate and correct the situation (washingtonpost.com [b]). 3.0 Theories of Operations Management In the emerging scenario for manufacturing enterprises, three trends evident are the deployment of technology and effort towards lean and green manufacturing, quality management (TQM) and the impact of globalisation on the thought processes of business. In the following passages, we draw on existing research to discuss the points of convergence and the conflicts between different approaches to operations management. 3.1 TQM and Lean Pettersen (2009) says that it is very difficult to find a definition of lean despite this being a popular management concept. Some authors have attempted to define the concept while others have questioned whether it is indeed possible to understand the meaning of lean management through a narrow and restrictive definition (ibid). This researcher (Pettersen, 2009) carried out detailed investigation of lean and its closest relative TQM that threw up a number of observations that help us understand the concept of lean and TQM. The most important observation is that the two groups [,] human relations management and supply chain management are not definable characteristics of lean they are important (although not vital) parts of the lean concept (ibid: 132). On the other hand, TQM sees employees as components in the production process that cannot be trusted to produce good quality and focuses on removing possibilities of human error from the system. In addition, this author finds diverge nce in the general opinion that lean implies waste reduction, and says that lean aims at two different types of goals; those that are internally focussed, and those that look outward. While internally focused initiatives may look at cost reduction the externally focused may seek a goal of higher customer satisfaction. In addition, Pettersen (2009) finds divergence in the opinion that lean is a set of practical waste-reduction tools compared to others who believe lean is a philosophical approach to operations management. In his discussion of the similarities and differences between lean and TQM Pettersen (2009) points out that in lean quality is a secondary consideration and decreasing cost through waste reduction is an important concept to lean with some research saying that waste reduction adds to customer value. Waste reduction is a significant aspect of TQM, but under the banner of poor-quality-costs (ibid: 134). Perspectives of the two systems also differ. TQM focuses on the int ernal structure of the organisation while lean sees the need to address the entire supply chain where the internal organisation is one part of a value-creating stream. Another major point of departure between TQM and lean is that TQM strongly emphasises investigation of customer requirements while lean does not emphasise this as strongly. However, there appears to be convergence in literature that lean manufacturing implies a constant focus on reducing waste of all types, i.e. waste of materials, time, equipment, space, inventories, and human effort across the entire supply chain (Corbett Klassen, 2006). This focus leads to management of operations in such a way that helps improve quality, reduce costs, and improved service to customers located all over the globe. Pettersen (2009) also points to the many similarities in the two systems of TQM and lean. Both see quality as the responsibility of senior management and focus on removing the human factor to reduce errors. This requires management to concentrate on analysing and improving processes and training people to achieve better quality and cost reduction. Both also focus on continuous improvement through learning with a small difference, TQM looks to stimulate creativity and learning for the individual and quality a result of individual efforts while lean emphasises standardisation of work and collective learning. Both TQM and lean see the importance of supplier and internal worker team participation through long-term partnerships. 3.2 Globalisation, Green and Supply Chain Management Globalisation, provided impetus by the information technology revolution and the lowering of trade and other barriers by nation states, has witnessed increased and free movement of capital and labour across national boundaries. For manufacturing operations, this has meant offshoring of production, inventories, and suppliers as firms look to find customers across the world and to benefit from the differences in economies, infrastructures, and the regulatory mechanisms that exist in different countries and regions (Manuj Mentzer, 2008). These authors state that firms have restructured their supply chains to operate on a global basis to take advantage of the international product, factor, and capital markets (Manuj Mentzer, 2008: 133). Therefore, we can see globalisation as a strong influence on revenue generation by enabling entry into new markets and finding vendors who can supply goods of the same quality at cheaper prices and improved logistics for existing markets. Continuing tre nds since the last few years have seen companies shift their entire manufacturing lines to regions that offer competitive facilities to reduce manufacturing costs. These processes come with some serious downsides also as evident from the complexity of management of a supply chain that extends across several countries that have different laws and regulations, time zones, and cultures. In their drive to outsource production many companies, including Apple, find themselves accused of adopting work and labour practices completely unacceptable to western sensibilities but which are okay in those countries. In this last statement, we hasten to add, there is a fallacy in that it is not the acceptability of sweatshops in the host countries of the subsidiaries but more a question of poor monitoring and governance. An added dimension is the increasing stakeholder pressure to ensure sustainability of operations through restraints on the use of non-renewable natural resources, and controlling pollution and emissions that lead to climate change (Sarkis, 2001; Kovacs, 2008). This pressure to go green requires firms to work with their suppliers and customers to change production processes and promote recycling. Within the organisation, firm now need to analyse their operations and processes, and assume extended stewardship through the entire life cycle of their products to diminish impact on the natural environment through changes that reflect a positive attitude toward corporate social responsibility (Corbett Klassen, 2006). The difficulty remains on how to measure the environmental impact of the operations of a firm as no metrics, except for the ISO 14000 standard. This standard sets out the procedures for identifying environmental aspects of site operations, safe handling and disposal procedures for hazardous materials and waste, and compliance with relevant environmental legislation (Corbett Kirsch, 2001), but does little to provide a metric for measuring the environmental footprint of a multinational and multi-location firm. Where companies deploy outsourcing as a strategy they may face resistance from suppliers reluctant to adopt green practices as they see these as time consuming and expensive (Larson Greenwood, 2004) and requiring high upfront investment for changing manufacturing technologies on which the return on investment is low (Rothenberg et al, 2001). In implementing greener manufacturing firms need to look beyond mere cost efficiencies because such initiatives deliver benefits difficult to quantify into money earned, but are substantial nevertheless (Larson Greenwood, 2004). Friedman (2008) points to the example of Wal-Mart who found that their lean and green initiatives improved financial performance and earned them respect from customers. This respect translates to customer preference to buy from environmentally responsible firms and pay a price premium, which can finally influence the bottom line positively. However, having considered that going green holds a number of potential benefits for the firm; it is understandable that global suppliers, not into retailing, may not find these as plausible reasons to make investments for converting to a greener manufacturing technology. Gattiker et al (2008: 28) say that [. . .] it is difficult to ask suppliers to engage in environmental practices when the buying organization lacks (or is perceived to lack) environmental commitment and concrete practices. Thus, buyers may need to get their own house in order before requiring the same of suppliers, or vice versa. In the considerations that we have discussed above, one can see numerous conflicts that may arise. For example, lean manufacturing requires movement of materials within the supply chain based on demand. Earlier concepts of safety stocks, bulk purchases to avail discounts, and inventory holding have become passà © as firms focus on Just-in-time (JIT) inventory management. However, this requires purchase, production, packaging, and transport of ever reducing batches of materials that can adversely affect the green approach. Christopher and Lee (2004) discuss this conflict at length to conclude that, in the context of global supply chains, lean manufacturing results in longer lead times and more inventories that contradicts lean management principles. In this, they extend the findings of an earlier research by Levy (1995) that concluded that globalisation of the supply chain results in higher levels of pollution because of the longer transport routes and smaller batches. Rothenberg et al. (2001), in their investigation of the automobile industry, also point to the fact that implementation of lean processes, waste reduction measures do not add to environmental performance or pollution reduction, and that the relation is negative. This contradiction requires the firm to rethink its approach to overcome the negatives of JIT operations and find innovative solutions that may involve re-useable packaging and reduced container sizes and product mix to decrease package volume. It is difficult to identify such strategies for global supply chains. 4.0 Operations Management Theories and Apple Inc How Apple manages its global supply chains is not readily discernible from company literature and research documents. The only mention found is on page 16 of the Industrial Engineer magazine that quotes Mike Janes talking of Tim Cook the fill-in chief executive of Apple in the absence of Steve Jobs away on medical leave. Mike says, Supply chain management, which seems so incredibly unsexy, is very sexy when you look at your bank account and you have managed the product transitions perfectly. Thats the thing that Tim is absolutely a master at. à ¢Ã¢â€š ¬Ã‚ ¦ Tim is an amazing, brilliant mind when it comes to operational excellence and is really a master of execution Tim Cook is right at the top of the list. Apple enjoys a unique position in the market in that it does not look to measure and investigate customer requirements but looks to create customer needs by offering innovative and feature-rich products, which at first sight the customer do not require but soon become a need through use of the product. Another issue that most research in the area of operations management seen in the light of globalisation and environmental pressures misses is the need to think local while going global. The reducing quantities of available natural resources, especially oil, and the disagreement on use of nuclear energy, the only viable alternative and increasing pressure on issues related to climate change require companies to rethink their strategies. Apple, in its manufacturing processes emitted 3.87 million tonnes of greenhouse gases in 2010, added to this is the 5.40 million tonnes that the use of their products by their customers added to the burden. These together represent 91% of the total emissions of pollutants for which Apple is responsible (apple.com[a]). While Apple, in various statements on its website, says that they are taking proactive action on these issues and are industry leaders in this respect, we believe Apple has to keep an eye on the future and use its strengths of innovation and agile management to initiate action that will help it and the industry. Steve Jobs says that Apple is far ahead of competitors in these areas and by 2010 Apple will be recycling about 28% of its product in America compared to Dell or HP who achieve about 10%. A reason behind this, Steve explains, is the use of high quality materials that recyclers look for (apple.com[b]). Apple has taken a number of actions on its own and in compliance with government regulations to mitigate its impact on the environment. Some of the salient actions are the phasing out of lead batteries in 1991, stoppage of use of CFCs in manufacturing, and implementation of the ISO 14000 quality standards in 1996 (apple.com[e]). In 2000, all its manufacturing sites were ISO 14001 certified (calrecycle.ca.gov). 5.0 Conclusions and Recommendations Morrison (2010) uses an analysis of the success factors at Apple to recommend a set of four mantras that other companies could emulate. The first is that one needs to avoid following the herd, a strategy Apple adopted in avoiding the building of a miniature laptop and instead came out with the ultra-thin Air, a product in line with the Apple image. Next, he says is that a company should not back out from fights it can win, a strategy Apple displayed when it pulled NBCs television programs from the iTunes Store in 2007. NBC backed off within days and now other media companies hesitate to face Apple on pricing. Third, says Morrison is to flatten hierarchies within the organisation, as deep vertical structures tend to dither when it is time to act. Finally, and most relevantly to the context to quality management, Apple has never looked at market research or to emulate its competitors but goes by its own feel to create products like the iPod and the iPhone, which create their own market . While several companies have adopted some of these strategies, none of them has used all four together. The result is the spate of innovative products that make Apple the most valued company in the world. Morrison says Apples culture has codified a habit that is especially valuable for firms that make physical things: Stop, step back from your product, and take a closer look. Without worrying about how much work youve already put into it, is it really as good as it could be? Apple asks that question constantly. Hallgren and Olhager (2009) find that in intensely competitive markets, the firm has the option of choosing to distinguish itself on price or on product differentiation, and the choice of operations management must align with the chosen strategy. Lean management is good where the firms aims at cost leadership where processes are repetitive, require adherence to predetermined schedules, a steady flow through the production process. Conversely, where high customisation, changing variety of products, and agility to introduce new products is the determinant of competitive strategy, the firm should choose agile manufacturing. Examining the internal and external factors these researchers (ibid) use a comprehensive review of literature that lean and agile manufacturing differ in the results, one helps cost leadership and the other can significantly raise costs to obtain agility. Examining the case of Apple, it is evident that the correct strategy must consist of agile manufacturing. However , we do not agree with Hallgren and Olhager (2009) that lean and agile are mutually exclusive strategies. In this, we find support in the earlier work of Katayama and Bennett (1999) who proposed that a combination of lean and agile is mandatory for long-term competitiveness. These writers see the need for a firm to think lean when addressing resources and agile when looking to build capabilities to meet customer requirements. We recommend this strategy to Apple. Chen et al (2009) discuss lean concepts and point to potential pitfalls that an overzealous implementation can cause. They emphasise that lean management aims to eliminate waste, effectively manage personnel, distribute design among entities that are best at each stage, work with the supply chain, manage customers, and wisely manage the organizations finances. Their (ibid) paper draws attention to the fact that in addressing elimination of waste the firm may risk elimination of creative time that is so essential for innovation. Focussing on short-term value creation through cost reductions may threaten competitive ability that can only come through radical and disruptive innovations. Similarly, when a company focuses on building a lean supply chain they risk disruptions of the processes that late or faulty shipments and failure of any of the links in the supply chain (Chen et al, 2009).In these warnings, we see echoes of the very strengths that Apple relies on to lead competition. Using the recommendations of Chen et al (2009), we can see that in order to derive maximum benefit from lean operations Apple needs to maintain a high flexibility and agility in its design and manufacturing capabilities linked to the innovative spirit exemplified in its motto Think Different. However, this does not imply that Apple has no use of the concept of lean; it is through careful and moderate application of its principles that the company can build strength to meet the stress of economic and political disruptions, and most vitally meet the growing competition brought about by rapid globalisation. Word Count: 3483

Friday, October 25, 2019

Benefits of the world Trade Organization Essay -- essays research pape

Benefits of the World Trade Organization   Ã‚  Ã‚  Ã‚  Ã‚  One of the biggest firms associated with globalization is the World Trade Organization. The World Trade Organization is the only international body that deals with the rules of trading between nations. It has evolved over the past half century into an entity that contract with the trade of services, intellectual property as well as its original intent of the trade of goods. The WTO controls most trade in the world today through over 100 countries, and even more on the way. The World Trade Organization is beneficial economically and we should support its principles.   Ã‚  Ã‚  Ã‚  Ã‚  The original and main goal of the WTO is to remove trade barriers between countries, which is a major idea behind globalization. Anyone who knows the slightest bit of economics knows that trade is beneficial to a country as a whole. When free trade is allowed it opens up foreign markets for domestic producers. It also opens up the possibility of foreign competition in domestic markets. This fact will lead to the reduction in price of many products, which will benefit the consumer. Trade restrictions hurt the consumer, and this is a problem that the WTO is charged with addressing.  Ã‚  Ã‚  Ã‚  Ã‚   In the 1980’s when Japanese cars were quickly gaining a foothold in the American market the US limited the number of imports from Japan, in theory to protect the American worker. In response to this, car prices rose extremely. If the imports were to be allowed into the United States it would no doubt have a short-term negative effect on the economy. This would all change however when a shift in the economy occurred or the American producers were forced to make better products which in the end will benefit the costumer. The long-term benefits, although hard to see by many politicians, would benefit our country in the long run.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The WTO also makes life much simpler for companies wishing to import raw materials from outside of the United States in order to make finished goods through Non-discrimination. If the WTO did not exist then the United States in all likelihood would have different import duties applying to different nations. Therefore if a company from the US wanted to import a raw material it would not be a simple case of... ... the numerous obstacles that only the larger firms were equipped to maneuver around in China. Thus all businesses working from within the United States will have the fair opportunity to extend their reach into China. China will also receive the same benefits once it enters the WTO and will be able to sell its products much easier to member countries. This fact will help the Chinese worker because member countries will tend not to buy Chinese goods if they know they were made in sweat shops or other places hurtful to the workers. The WTO will recognize this fact too and force China to provide better working conditions for its workers. The World Trade Organization’s principles should be supported and embraced. The WTO is a large step in the right direction to globalization. The long term benefits of free trade far outweigh only argument critics can come up with, which are short-term economic losses. The WTO is structured in a way that every member country is treated fairly and if not they can safely argue and settle disputes. The potential for new markets for all business world-wide are also great, and this in itself should be enough for any person to agree with its necessity.

Thursday, October 24, 2019

Experimental Confirmation Concerning a Widespread Misconception

Title The Photoelectric Effect – Experimental confirmation concerning a widespread Misconception in the Theory Gao Shenghan 1, Huan Yan Qi 1, Wang Xuezhou 1, Darren Wong 2, Paul Lee 2 and Foong See Kit 2 1 Raffles Institution, One Raffles Institution Lane, Singapore 575954 2 Natural Sciences and Science Education, National Institute of Education, Nanyang Technological University, Singapore 637616 Abstract The photoelectric effect is a well-known and widely taught field in many schools and institutions, yet it has been shown through theoretical arguments that there is a common error in the theory in which this topic is learnt and taught.The common theory is that the energy of the incoming photons must be greater than the work function of the emitter, and also that the difference between the energy of the photon and the work function of the emitter must be greater than the voltage applied between the emitter and collector multiplied by the elementary charge. This paper provides experimental evidence for the correct interpretation of the photoelectric effect in order to correct the misconception.In this paper, it was experimentally determined that both the work functions of the emitter and the collector metals must be taken into account in order for a current to be detected, contrary to conventional theory. Introduction The photoelectric effect is the phenomenon in which electrons are liberated from matter as a result of electromagnetic radiation being shone onto it. Generally, the phenomenon is only investigated in metals as they require lower energy from the radiation. The photoelectric effect was first discovered by Heinrich Hertz in 1887 and was explained by Albert Einstein in 1905.Einstein’s model quantized light as photons, each with energy E=h? where h is the Planck’s constant and ? is the frequency. Einstein also introduced the work function ? of a material, defined as the minimum amount of energy needed in order to liberate an electro n from the material. Through this model, the characteristic photoelectric equation eVs=h? -? can be derived where Vs is the stopping voltage. Eisntein’s explanation and relations of the photoelectric effect, shown below, has been taught in many schools all around the world today and is widely known. Theory In this section we present the derivation of the photoelectric equation eVs=h? ?. From the definition of ? , it follows that once an electron has been liberated, it has a maximum possible kinetic energy of h? -?. This also implies that h? >? for a liberation of electron. When an external voltage V is applied across the metals, there is a potential difference between the plates and thus when the electron needs KE>eV in order to to reach the collector plate. Combining the two relations, we get h? -? >eV. In the equality case, we call the voltage Vs, which is the is the minimum amount of voltage needed to be applied such that no current is recorded. ‘Conventional’ understanding of the photoelectric effect: Alternative’ understanding of the photoelectric effect: The above section uses the work function ? e referred to that of the emitter material, even when the emitter and collector are made of different materials. However, this is incorrect, and the derivation is shown below: When an electron is just emitted from surface of the emitter, it has potential energy ? e above the ground energy state. Conversely, when an electron is just emitted from surface of the collector, it has potential energy ? c. Hence, if ? e c, we note that there will be a potential energy difference of ? c-? e, even if there is no external voltage applied.This is known as the contact potential. ?c ?e ?c-? e Potential Energy Emitter Collector Figure 1: Energy diagram without an external voltage ?c ?e ?c-? e Potential Energy Emitter Collector Figure 1: Energy diagram without an external voltage Once a potential difference of V is applied between the two plates, ther e is an additional potential energy difference of eV. Collector ?e Potential Energy Emitter ?c ?c-? e+eV eV Figure 2: Energy diagram with an external voltage applied Collector ?e Potential Energy Emitter ?c ?c-? e+eV eV Figure 2: Energy diagram with an external voltage appliedHence, in the process of calculation, the difference in potential energy of the two plates is not eV, but instead ? c-? e+eV. Thus, replacing this into the Einstein equation, we get eVs=h? -? c. Hypothesis The two requirements for a current to be detected in a photoelectric effect experiment are: 1. h? >? e 2. h? -? c>eV Instead of the commonly-quoted: 1. h? >? e 2. h? -? e>eV Objective To provide actual experimental confirmation of the proposed model, in addition to the currently-available purely theoretical arguments, in order to determine the correct explanation for the photoelectric effect Apparatus and methodologyOverview The experiment consists of a vacuum chamber with thin Zn and Ni plates placed close t ogether but not touching. UV light was shone onto one of the metal plates and the resulting voltage between the two plates was measured. The materials of the emitter and the collector were changed, as well as the potential difference applied across the two plates. I-V curves were plotted and the results analysed. Experimental setup A cylindrical vacuum chamber at was pressure 1. 5? 10-2 mbars was used. The emitter and collector plate were placed in the vacuum chamber and were held up using polycarbonate discs, rods and metal rods.The metal plates were placed with the surfaces parallel to each other at a fixed distance of 1. 0 cm apart. The surfaces of the plates were sandpapered after each trial. The overall setup of the circuit is shown in Figure 8. Crocodile clips were then used to connect the emitter and collector to the external circuit which can be seen in Figure 9. A window made of sapphire glass was constructed in order to let UV light enter the chamber (Figure 6). This was a ligned with the metal plates such that the emitter received as much light as possible.A UV light source was placed directly outside the sapphire window and shone UV light onto the emitter plate. The measurements from these two voltmeters will then be used to plot an I-V curve for each of the configurations: Zinc-Zinc, Nickel-Nickel, Zinc-Nickel, Nickel-Zinc. In each of the above cases, the emitter is named before the collector. Figure 3: Vacuum chamber 3 4 5 6 Figure 3: Vacuum chamber 3 4 5 6 Figure 6: Sapphire window used to let UV light into the chamber Figure 6: Sapphire window used to let UV light into the chamber Figure 7: UV Light used Figure 7: UV Light used Figure 4: Close-up of polycarbonate disc, rod and metal rodFigure 4: Close-up of polycarbonate disc, rod and metal rod Figure 5: Close-up of the two metal plates Figure 5: Close-up of the two metal plates Figure 8: Overall view of setup Figure 8: Overall view of setup Figure 9: Circuit used for measurement of voltage and current Figure 9: Circuit used for measurement of voltage and current Wangxuezhou Results & Discussion Zn-Zn measurements Figure 10: I-V Graph for the Zn-Zn setup The nonzero photocurrent as measured at 0 V of applied voltage shows that the photon of the UV light has sufficient energy to cause emission of electrons from the Zn plate.Therefore this implies h? >? Zn. In particular, we see that: h? -eVstopping? 6. 63? 10-341. 60? 10-193. 00? 108254? 10-9-1. 10 ? 3. 88eV Zn Ni-Ni measurements The results for this setup produced values of zero photocurrent for all possible applied voltages. This means that the UV photon has less energy than the work function of Ni, in other words, h?

Wednesday, October 23, 2019

High Quality Nursery Schools For Poor Children Essay

As we know, poverty is ubiquitous phenomenon all over the world. Some people continually complain that they are just getting the minimum salary, and the society does not help them to shake off poverty. In most of their life time, they have to face the reality to deal with the difficult situations that they find unfair. However, poverty affects children who have no abilities to get through it that is really unequal in the world. Children who live in poverty may lack confidence at school age because their outfit and house. These children also have no sufficient food to eat and less money to take the medicine during their illness. Therefore, the poor children may become weak and their health is threatened by ingesting less nutritious food. In addition, a poor family results in low parental education, which may affect children’s value in his whole life. All in all, the solution for these problems is high quality nursery schools should be set up to support poor families more in ter ms of raising the next generation for growing healthily. Living in poverty, when kids get to school age they are looked down and bullied by their classmates. So these kids obviously have less confidence to face their life. They also recognize that the material condition of their lives is so important to have an equality view. Randall Williams said â€Å"I was ashamed of where I lived. I had been ashamed for as long as I had been conscious of class.† (Randall Williams, Daddy tucked the blanket, 2000, Page 1) He lived in a poor family that frequently moved. For him, he had no courage to invite his friends to his house. Children growing up in poor families may lead to a pessimistic attitude for lives. They have no dare to show themselves even though their skills or talents are standout. Moreover, without confidence, these children do not allow themselves to pursue their dreams. For example, when I was at primary school, my parents also struggled in low-wage jobs. At that time, I was very interested in playing piano and it appeared in my brain over and over again. However, I had to give up my dream because my family could not afford to buy a piano and its lessons. I can clearly remember that piano played a dominant role in my childhood and I gave it up in despair. This experience generates the tragic view of life and losing the confidence of future. Therefore, impoverished children result in a negative impact of less-confidence. For this situation, I think the public child-care centre for poor children can be more helpful to them. All the kids come from similar families, and they are commonly communicating to each other without any prejudice. Children raised in household not in possession of a good fortune are conditioned that they cannot receive the healthy diet and medical treatment. They are restricted in terms of less food to eat because it costs money. Every so often their wishes go beyond their patents’ means, and they have to come to terms with the resulting sense of rejection. Charles Oberg said â€Å"It directly influences the abilities of families to meet their children’s basic needs and provide societal minimums such as shelter, nutrition, and health care.† (Charles Oberg, The impact of childhood poverty on health and development, 2003, Page 2) What does he means? Children who live in poor family may not be provided the fundamental needs. So they have suffered from some diseases and starvation. These effects totally threat their young body which is growing up. However, the high quality nursery school can exactly solve this problem. For example, the Head Start program is very popular to help poor children in terms of healthcare and medical guidance. The research from Health Care Institute said that â€Å"Healthcare costs could be reduced annually by at least $554 per family when Head Start parents are given easy-to-understand healthcare guidance that increases their health literacy.† (Ariella Herman, Ph.D., HEALTH CARE INSTITUTE, March 2007) So if the nursery school could provide this program for the basic parental help, poor children would not only suffer less pain from any diseases, but also they would save money to buy more nutritious food. On the other hand, some people argue this kind of investment is too expensive to implement. But, according to the Health Care Institute, an average program investment is $60 per family, but the potential saving is getting 554.72. (Ariella Herman, Ph.D., HEALTH CARE INSTITUTE, March 2007) It is showed that this kind of investment is obviously worth, and more and more individuals benefit from this program. There is also an example from the Head Start program. One of the success stories was that Shae-Lynn almost died at 3 years old by seizures and medication. But her mother sent her to Benton Franklin Head Start. In the following year, she had almost cured and her study on longer was a problem. (Andrea Nelson, Benton-Franklin Head Start) The head Start totally changed her life. Moreover, every patents hope their children will have a reasonable environment to grow up rather than an unhealthy childhood, and the nursery school can figure it out. The most important impact of poverty is on parenting, which influence in their kids during whole life. Specifically, young couples not only pay less attention to their kids, but also they not have the time for this because of struggling for their work. Therefore, many kids cannot feel loved from their parents. It is cruel for them because their little heart is so easy to break and hard to fix. Otherwise, children who are lacking of parenting are allowed to behave as they please. For example, Jo Goodwin Parker said â€Å"Poverty is looking into a black future. Your children won’t play with my boys. They will turn to other boys who steal to get what they want. I can already see them behind the bars of their prison instead of behind of the bars of my poverty. Or they will turn to the freedom of alcohol or drugs, and find themselves enslaved.†(Jo Goodwin Parker, What is poverty, 1971) It is precisely that kids need a good parenting to bound their behavior and awareness of c ode of ethic. However, their parents entirely do not involve this recognition in terms of improving preprimary education and giving more attention. There is a statistics from the impact of childhood poverty on health and development that said â€Å"A 1988 study by Zill and Schoenborn found that children living in families with annual incomes below $10000 had a 25% higher rate of emotional and behavior problems than their counterparts from families with annual incomes over $40000.† (Charles Oberg, The impact of childhood poverty on health and development, 2003, Page 2) It is indicated that children who raise in poor family tend to be more misbehaved no matter the numbers may change up or down for now. Parenting should assume the responsibility for this tendency. They cannot offer a bit more material things, but they should spend more time focusing on their kids in emotional ways. Above all, I believe that parenting classes should be established in nursery school to help them to do this. The society should fund this kind of parental support, because this is no longer a problem for individual families, but for society as a whole. In short, firstly, I have to admit that the government has to allocate much money that comes from all society tax revenue to support poor children. Nevertheless, if children benefit from nursery schools, they who brought up by parents of low economic status usually grow up to be physically, mentally independent as same as the others and tend to be more confident, physical healthy and well-behaved. Throughout the whole childhood in nursery school they are tempered by the experiences of parent’s denial their requests and frugality is inculcated into their minds as a merit. They will have more confident to strive for their study and work with a strong body and good behavior. Therefore, if nursery schools could be established, the all society would benefit. Reference Herman, A. (2007). Healthy care institute. (Unpublished doctoral dissertation) http://www.anderson.ucla.edu/documents/areas/ctr/jandj/HCI_exec_report_06.pdf Nelson, A. (n.d.). benton-franklin head start. http://www.wsaheadstarteceap.com/success_stories.html Oberg, C. (2003). The impact of childhood poverty on health and development. Healthy Generations, 4(1), 12. http://www.epi.umn.edu/mch/resources/hg/hg_childpoverty.pdf Parker, J. G. (1971). What is poverty. America’s Other Children, p. 2. Williams, R. (2000). Daddy tucked the blanket.