What Is Grain Alcohol and How Is It Used in Spirits

Grain alcohol is a purified form of ethyl alcohol (ethanol) made from the distillation of fermented grain. The ethanol is produced via fermentation of sugars in the grain by yeast prior to repeated distillation or rectification. The term grain alcohol may be used to refer to any ethanol produced from grain or another agricultural origin (as in beer or vodka) or it may be reserved to describe alcohol that is at least 90% pure (e.g., Everclear). Grain alcohol is a colorless liquid with the chemical formula C2H5OH or C2H6O. Grain alcohol is considered a neutral spirit, meaning it has no added flavor. Most people would say purified alcohol has a medicinal flavor and a slightly chemical odor. It is flammable and volatile. Grain alcohol is a central nervous system depressant and neurotoxin.  Ethanol is the  type of alcohol  found in alcoholic beverages and used as a recreational drug, but it is also used as a solvent, antiseptic, fuel, and in various industrial applications. Also Known As: Everclear (brand name), Century (brand name), Gem Clear (brand name), pure alcohol, absolute alcohol, EtOH, pure grain alcohol (PGA), pure neutral spirits (PNS), rectified spirit, rectified alcohol Why Grain Alcohol Isnt 100 Percent Pure Grain alcohol is commonly bottled at 151-proof (75.5 percent alcohol by volume or ABV) and 190-proof (95 percent ABV or about 92.4 percent ethanol by weight). The 190-proof version is prohibited in many U.S. states and other locations because its considered too easy for people to get alcohol poisoning using the product. There is no 200-proof (100 percent ABV) grain alcohol for human consumption because of azeotropic effects during the distillation process. Fractional distillation can only concentrate ethanol at a ratio of 96 alcohol to 4 water, by weight. To further purify ethanol from grain alcohol or another source, its necessary to add an entraining agent, such as benzene, heptane, or cyclohexane. The addition forms a new azeotrope that has a lower boiling point and is made of ethyl alcohol, water, and the entraining agent. Water-free ethanol may be obtained by removing the lower-boiling azeotrope, but contamination by the entraining agent makes the alcohol unfit for human consumption (not to mention, pure alcohol is of itself highly toxic). At lower pressures (less than 70 torr or 9.3 kPa), there isnt an azeotrope and its possible to distill absolute alcohol from an ethanol-water mixture. However, this procedure (vacuum distillation) is not presently economically viable. Of course, grain alcohol may be further purified by simply adding a desiccant or using a molecular sieve to remove the water. Grain Alcohol and Gluten There is some disagreement about whether or not grain alcohol, under any definition, causes problems for people with celiac disease or gluten sensitivity. From a chemical standpoint, whiskey (usually made from rye), vodka (usually made with wheat), and Everclear (typically made from corn) do not contain gluten because of the distillation process. Yet, there are reports of people experiencing problems. When a reaction  occurs, it could result from contamination at the processing facility or because a grain product was added back into the product. The gluten zein in corn is typically well-tolerated by people with celiac disease, so grain alcohol from that source should be fine. Alcohol from another source, such as grapes or potatoes, presents another option.

Essay on Dramatic Tension in The Crucible - 4287 Words

Dramatic Tension in The Crucible The play, ‘The Crucible’, illustrates how people react to mass hysteria created by a person or group of people, as people did during the McCarthy hearings of the 1950s and the Salem witch hunts of 1962. Many Americans were wrongly accused of being Communist sympathizers. The activities of the House of Un-American Activities Committee began to be linked with the witchcraft trials that had taken place in the town of Salem. This provided Miller with the catalyst to write ‘The Crucible’. Without the knowledge of the McCarthy hearings and the Salem witch hunts, ‘The Crucible’ may be seen as a melodrama and the events in the play, sensationalised. It is not a melodrama because it is not overly dramatic; the†¦show more content†¦Parris: †¦I saw Tituba waving her arms over the fire when I came on you†¦screeching and gibberish coming from her mouth. Abigail: She always sings her Barbados songs, and we dance.’ They are found out because Parris finds them and jumps out from a bush startling the girls. Betty faints and has not yet recovered, as she is afraid they will be punished. Mr. and Mrs. Putnam enter during Parris’ interrogation of Abigail and we soon learn that Mrs. Putnam delights in others’ misfortunes due to the number she has experienced herself. When she sees Betty lying unresponsive on the bed, she grips on to the idea that witchcraft may have a role in this incident. ‘Mrs. Putnam (full of breath, shiny-eyed): It is a marvel. It is surely a stroke of hell upon you. Parris: No, Goody Putnam, it is- Mrs. Putnam: Why, it’s sure she did. Mr. Collins saw her goin’ over Ingersoll’s barn, and come down light as a bird, he says!’ The way she cuts Parris off while he is speaking, shows her excitement at the possibility of witches. It also shows how she is unwilling to listen to common sense and rationale. Her response indicates to the audience that there is more behaviour like this to come. Mrs. Putnam continues pursuing her idea of witchcraft being present in the town and after a while Parris is forced to go down and reassure and the crowd which is growing outside his house. Now it is just Abigail, Betty and Mary Warren on stage. Abigail tries to wake Betty up andShow MoreRelatedEssay on Dramatic Tension in The Crucible by Miller2946 Words   |  12 PagesDramatic Tension in The Crucible by Miller The Crucible Coursework Excitement, nervousness, stress, anxiety, suspense, unease, and apprehension are all forms of dramatic tension that Miller creates throughout the Crucible. Dramatic tension is created by Miller throughout the Crucible in many ways. Straightaway, the title of the play, â€Å"the Crucible† implies to the audience of the tension that is to come in the play. Miller names the play â€Å"the Crucible† to represent the puritanical societyRead MoreDramatic Irony in the Crucible862 Words   |  4 PagesEnglish 10, essay The Crucible, option 2 In â€Å"The Crucible†, Arthur Miller uses dramatic irony to create anxiety, frustration and to demonstrate the tension between the people about the lies of witchcraft in Salem. I. The author creates tension in the story by using Abigail who accuses innocent people of witchery. 1.) Abigail wants Elizabeth to get hanged so she can be back with John again. 2.) Abigail turns herself against Mary Warren after she confessed in court. II. The author createsRead More‘The Crucible’ as an Allegory for McCarthyism Essay1007 Words   |  5 Pages‘The Crucible’ is an allegory. An allegory is a story with an obvious meaning but if you look deeper into it, there is another meaning. In this case, the obvious meaning is the Salem witch-hunt and the hidden meaning is McCarthyism. McCarthyism started in the early 1950’s and it was governmental accusations with no evidence. Joseph McCarthy started doing trials on those he thought were communist, but he had no evidence for it. This is the same as the witch trials in The Crucible. Arthur Miller wroteRead More Analyze how Arthur Miller creates dramatic tension at the end of Act 31300 Words   |  6 PagesAnalyze how Arthur Miller creates dramatic tension at the end of Act 3 of The Crucible. During this essay, I will be explaining how Arthur Miller creates dramatic tension at thee end of Act 3 of his novel, The Crucible. I will be organizing this essay in paragraphs by points. Here are the main points I will be analyzing: - Setting - Stage Directions - Characters and Language - Comparing thee witch trials to the McCarthyism Proctor brings Mary to court and tells Judge DanforthRead MoreEssay about Themes in The Crucible1294 Words   |  6 PagesThemes in The Crucible In the crucible Arthur Miller takes the chilling story of the Salem witch hunt in 1692 and combines it with the issues of McCarthyism in the 1950s. The play reflects Miller’s ideas and opinions about McCarthyism and what he thinks are the similarities to the Salem witch hunts. Proctor is the main character Millers uses to reflect the unfairness of the Salem and McCarthy trials and how the truth died in the 1950s. This makes Proctor’s role very dramatic and excitingRead MoreHow Does Arthur Miller Create Drama and Tension in Act 1 of ‘the Crucible’?1661 Words   |  7 PagesHow does Arthur Miller create drama and tension in Act 1 of ‘The Crucible’? The Crucible is a play, which explores the witch- hunting hysteria that happened in Salem 1692. Miller uses this â€Å"organized mass-hysteria†[1] to comment on his own similar experience during the 1950s. Through â€Å"The Crucible†, Miller is able to draw an analogy between the hysteria of the Salem witch-trails and its modern parallel of the anti communist ‘witch-hunts’ which occurred due to the HUAC-House of un-American CommitteeRead MoreThe Crucible By Arthur Miller998 Words   |  4 Pagesconfessions of a meeting with the devil, continuing with declaring a reunification with Jesus, and ending with of course, accusing others of witchcraft. The false confessions favor the dishonest and are motivated by jealousy and spite. The Crucible is a four-act dramatic play production that was first performed on January 22, 1953. Arthur Miller used dialogue within the characters to cover the multiple themes; conflicts and resolutions, plus the few directions for the different actions of the play. TheRead MoreThe Bravest of Individuals Is One Who Obeys His or Her Conscience, 871 Words   |  4 Pageswill lead to the right choices in life. Two examples of literature that strongly support this quote can be found in Of Mice And Men by John Steinbeck, as well as The Crucible by Arthur Miller. The use of literary elements, such as rising action, dramatic irony, mood and foreshadowing. In Arthur Miller s, The Crucible, John Proctor is faced with a life or death situation. Even though John Proctor virtually has the choice of which path to follow, life or death, there are many other variablesRead MoreTension in Arthur Millers The Crucible Essay991 Words   |  4 PagesTension in Arthur Millers The Crucible Though The Crucible is set against the background of the Salem witch trials in 1629, it reflects the McCarthy anti-communism trials of 1950s America. The citizens of Salem (Massachusetts) had Puritan beliefs and were very religious. Due to their strong Christian beliefs, there was a great fear that people could form compacts with the devil and they even believed witchcraft and supernatural events really existed. Arthur MillerRead MoreThe Dramatic Effect of the First Act in Arthur Millers The Crucible1154 Words   |  5 PagesThe Dramatic Effect of the First Act in Arthur Millers The Crucible The Crucible is set in Salem in 1692. It is about a group of girls who are accused of witchcraft by the people of Salem, and they are put on trial for it. The story is centred on a man named John Proctor who is a farmer in the town, and it is about his affairs, his everyday ones and his sexual ones. There are many themes in The Crucible, deceit, religion, fear, guilt and the evading of peoples privacy

Beaten Like Dogs Free Essays

Beaten Like Dogs ? â€Å"They went by, fallen, dragging their packs, dragging their lives, deserting their childhood, cringing like beaten dogs. † This quote stated in the book the Night written by Elie Wiesel. This quote simply sums up the book in a few words. We will write a custom essay sample on Beaten Like Dogs or any similar topic only for you Order Now For me it shows the indescribable misery endured by the Jewish people. This quote really has a deep impact on me. It makes me realize how lucky I am, to live in a country where there is a freedom to practice whatever religion you want to be a part of. It makes me feel so bad for all the torture that the Jews suffered. When I think about the gas chambers, the starvation, and the abuse, I put myself in the position of a Jewish person. If my family was told we were all going to shower, and finally be clean, and we were actually being executed. It makes me sick to my stomach. The disgust the images from this quote bring to me, I will never forget. When I juxtapose my life with an 18 year old Jewish boy’s life in 1945 I realize the suffrage that they went through. I choose to have a job, which I get paid for. While a Jewish boy at this time would be forced to do hard labor for no pay and if they refuse they would be brutally murdered. I eat everyday three meals a day but this boy however gets little to no food. Could I live like this? Suffering everyday surviving physical and mental torture. I really don’t think I could, all of the people, good innocent people being persecuted for their religion I have realized were stronger then the over compensating Nazi’s who got there high from literally breaking down these good people. This quote has changed the way I look at my life and the freedom and choices I get to make every day. Such as: school, clothing, sports, and my job. Also the quote has changed my view on abusive parents. I’ve always known this is a bad thing, but the quote makes me picture how an abused child could feel on the inside. In my opinion Wiesel named the book â€Å"Night† because the Jewish people in the death camps felt like they were trapped in the darkness, and would never see the light of day again. How to cite Beaten Like Dogs, Essay examples

Business Organizations Are Collaborations †Myassignmenthelp.Com

Question: Discuss About The Business Organizations Are Collaborations? Answer: Introducation Business organisations are collaborations by individual or groups of individuals to earn commercial goals like profits. Some business organisations are formed to gain capital maximisation for the owners while others are formed for offering social services and are non profit organisations. Business start-ups are synthesis of funds, entrepreneurial leadership, ideas and other driving factors leadings towards growth and profits. A fast food business would be a great start-up and it would be named Sydney Fried Chicken (SFC). It would be a medium sized business operating in Sydney but aim to spread to the other parts of Australia and even overseas. The business strategy of SFC would offering quality fast food at affordable prices. The vision of the SFC would be to earn revenue and grow by offering customers high quality fast food. The organisation structure that would be best suited for SFC would be a centralised organisation structure where the decision making power lies in the hands of the owners. This structure is best suited for the start-ups because in the initial phases they lack the human resources competent enough to take business decisions. They have limited resources and have to allocate it efficiently to operate the business so as to gain minimum revenue in that phase. This limited resources and the constant threats from the competitive market necessitate prudent decision making to exploit the market opportunities. Thus, considering the limited human resources to take decisions and the continuous challenges from external and internal environment necessitates centralised organisational structure to take decisions(Alvesson Sveningsson, 2015). The important external environmental factors impacting SFC would political, economic, social, legal and environmental. These factors would have deep impact on the start-up business organisation but are out of its control. However the business organisation has to incorporate these macroeconomic factors while making strategies and business decisions. It also has to consider those impacts which are specific to a particular industry. The government laws and taxation policies are applicable for all business organisations. The fast food business organisations like SFC have to obtain food license and abide by laws which are specific to fast food business. For example, the Sydney Fried Chicken has to follow the Food Safety Standards prevalent in Australia. If SFC wants to expand its business to New Zealand, it has to follow New Zealands Food Act 1981. The businesses similarly make pricing strategies according to the income of their target groups of customers.( Hogan Coote, 2014). It has to find the gap between the expectations and the actual product offerings in the market. SFC would utilise this gap say, lack of healthy and tasty fast food which is affordable, to attract customers. This market opportunities would require it to lower its product prices yet keeping the quality same. The business organisations are required to produce new products and bring about changes in their existing products to meet the ever changing needs of the customers (Mills, 2017). Thus, the macroeconomic factors like government laws and customer consumption patterns have great impact on start-up business organisations. The business organisations come under a variety of internal environmental impacts like employee, organisational culture and competence of the apex management(Zyphur, Zammuto Zhang, 2016). These factors influence the performances of the firms but are under the control of the respective organisations. For example, positive and motivating organisations encourage the employees to be more efficient and achieve their individual targets. This contributes towards high organisational performances and growth in the market. Similarly, a competent apex management having deep knowledge about consumers and markets can take appropriate business decisions to exploit market opportunities. Risks are integral parts of business activities and vary from industry to industry. The fast food businesses confront strategic risks due to changes in the customer preferences of fast food and changes in their food habits. One such strategic risk SFC is liable to encounter is the growth awareness among the people about the ill effects of fast food items like obesity. They may shift towards healthy food items which would the sale of fast food and result in business losses. The fast food business encounter compliance risks if they do not comply to laws made by the governments and the apex bodies. Such breach of law attracts serious consequences like penalty and government actions. Operational risks happen when employees execute strategies wrongly and inefficiently. Such risks cause heavy losses of resources and goodwill(Helms, Mills Mills, 2017). The start-up business organisations like SFC face challenges from the already established fast food businesses in the market. This often re sults in heavy initial losses or even total failure of the entrepreneurial business ventures(OReilly et al., 2014). This risks of failure or financial risks require appropriate decision making in the activities. The failure to comply with law, customer satisfaction or inefficient employees results in poor organisational performance and causes reputational risks. An analysis of the characteristics of the risks some risks like operational and compliance risks can be dealt with by the companies by forming strategies. However, reputational risks and strategic risks are beyond the companies control and are capable of causing serious damage to business even in the long run. The new start business named Sydney Fried Chicken would adopt sustainable business practices to enhance organisational performances. The business should acquire raw materials like bread and organic ingredients from the local farmers. This way the business organisation would encourage economic growth of the local farmers which would help the former to strengthen its goodwill in the society. The business would try to achieve energy sustainability to become more environment friendly. The firm would recycle the wastes from manufacturing of the food products and use it to provide less polluting energy like biogas. This will allow the company to save a large amount of money towards purchase of raw materials. SFC can use this amount saved to invest in more securities to earn more ROI. The company sell its surplus energy to other companies and gain competitive advantage in the market. This proves that sustainability can be adopted as the crux of the business to enhance organisational perform ances(Bschgens, Bausch Balkin, 2013). The most important functions at Sydney Fried Chicken would be acquiring orders from the clients, preparing the food items according to their orders, delivering the food items to the clients and securing feedback from them. The important departments would be human resources, finance, marketing, kitchen, customer care and front office. The finance department would initiate the process by advancing financial resources to the human resource to hire employees. The human resources department in turn provides the other departments like finance and marketing with efficient human resources. The marketing department creates demand for the fast food products by promoting SFC products (Glisson et al., 2016). The front office staff would take orders from the customers who walk in and forward the orders to the kitchen department. The customer care department would accept orders over the telephone and online. Then it would communicate these orders to the kitchen department. The kitchen department w ould prepare the food items based on physical, online and over the telephone orders. Then the front office staffs would present the food items to the customers at their table. The human resource department would also hire delivery staffs to deliver the fast food items to the customers places. Both the delivery and the front office staffs should secure feedbacks from the customers and gain their details. The marketing department should use the details to make its data base which they can use in the future to secure more orders for fast food. The amount of money collected should be taken care of by the finance departments. It must support the kitchen department with funds to acquire raw materials to make fast food from sustainable sources like local farmers. The finance department of SFC should also allocate funds to the market departments to market the fast food products of SFC. It must also look into salary and incentives of the staff members including the delivery boys. These business practices would lead to securing of many orders from the customers at the business premises, online and over the telephone. The kitchen staff would prepare the fast food ite ms according to the orders. The front office and the delivery staff would provide the customers with high quality fast food. These business practices would result in security of bulk orders and providing the customers with superior quality fast food. This would generate high profits and yield SFC a loyal customer base which would expand with time. This expanding loyal customer base would encourage further business expansion of SFC to locations in Australia and abroad (Manojlovich Ketefian, 2016). It can be concluded from that individuals and groups start entrepreneurial ventures to start a business and earn higher profits. The external and internal forces have serious impact on the firms. This require the firms like SFC to form business strategies to sustain and grow in the market. The formation of strategies would require the departments of SFC to collaborate and coordinate with each other. This would result in successful execution of business strategies to take advantage of the market opportunities. References: Alvesson, M., Sveningsson, S. (2015).Changing organizational culture: Cultural change work in progress. Routledge. Bae, T. J., Qian, S., Miao, C., Fiet, J. O. (2014). The relationship between entrepreneurship education and entrepreneurial intentions: A meta?analytic review.Entrepreneurship theory and practice,38(2), 217-254. Bschgens, T., Bausch, A., Balkin, D. B. (2013). Organizational culture and innovation: A meta?analytic review.Journal of product innovation management,30(4), 763-781.. Drucker, P. (2014).Innovation and entrepreneurship. Routledge. Foodstandards.gov.au. (2017). Food safety standards (Australia only). [online] Available at: https://www.foodstandards.gov.au/industry/safetystandards/pages/default.aspx [Accessed 9 Aug. 2017]. Glisson, C., Williams, N. J., Hemmelgarn, A., Proctor, E., Green, P. (2016). Increasing clinicians' EBT exploration and preparation behavior in youth mental health services by changing organizational culture with ARC.Behaviour research and therapy,76, 40-46. Helms Mills, J. C., Mills, A. J. (2017). Rules, Sensemaking, Formative Contexts, and Discourse in the Gendering of Organizational Culture?. InInsights and Research on the Study of Gender and Intersectionality in International Airline Cultures(pp. 49-69). Emerald Publishing Limited. Hogan, S. J., Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), 1609-1621. Mills, A. J. (2017). Studying the Gendering of Organizational Culture over Time: Concerns, Issues, and Strategie. InInsights and Research on the Study of Gender and Intersectionality in International Airline Cultures(pp. 71-91). Emerald Publishing Limited. Morris, M. H., Shirokova, G., Shatalov, A. (2013). The business model and firm performance: The case of Russian food service ventures.Journal of Small Business Management,51(1), 46-65. OReilly III, C. A., Caldwell, D. F., Chatman, J. A., Doerr, B. (2014). The promise and problems of organizational culture: CEO personality, culture, and firm performance.Group Organization Management,39(6), 595-625. Zyphur, M. J., Zammuto, R. F., Zhang, Z. (2016). Multilevel latent polynomial regression for modeling (in) congruence across organizational groups: The case of organizational culture research.Organizational Research Methods,19(1), 53-79.

Beyond Blogging

BEYOND BLOGGING: MAKING YOUR COPY STAND OUT So, we all know that a blog is essential to any well-rounded marketing strategy: A good blog helps you connect with your customers and lets them see you as more than just a faceless company or organization. It builds content and credibility for your web site, and it allows you to share industry news and connect with others in your industry. Problem is, everyone has a blog nowadays, from marketing gurus to Fortune 500 CEOs. Some are fantastic – interesting, with no-fluff content and good information. Some are mediocre at best. But, regardless of quality, they’re everywhere. Do a search for â€Å"copywriting blog† for instance, and you’ll get thousands of results. Ditto for â€Å"marketing blog, â€Å"advertising blog† – you name it. A blog in itself is no longer a big differentiator. Now, don’t get me wrong: I’m not saying that you should give up on blogging. But, if you really want to stand out, try some of these strategies: †¢ Get on Social Media. Social media  sites let you connect easily with potential customers and business partners. Create a profile for your business and start reaching out to people in your industry – be sure to include a link to your company web site and share your blog posts. It’s a great way to build connections in a casual setting. Even better: Start a group or forum and invite people to join you for a discussion about the latest industry news. †¢ Be Interactive. Why simply dump information on your readers when you can invite them to join the conversation? If you’ve got a blog, invite comments and make sure you respond to the readers who take the time to leave them. Have contests and invite your readers to get their creative juices flowing, whether it’s coming up with a name for a product or writing a catchy tagline. The more fun and interactive your blog is, the more likely it is to develop a following of regular readers. †¢ Leave Comments. If you’re like me, you probably have a handful of blogs that you read regularly. Next time you read something you really like, why not leave a comment? A good blog isn’t a one-way street. But remember: No sales talk. Keep comments insightful and don’t use them simply as a chance to toot your own horn. †¢ Write a Whitepaper. A whitepaper is a great way to connect with potential business partners and establish yourself as an industry expert. They’re meatier than a simple blog entry and require a lot more work, but the payoff for an interesting, well-written whitepaper is worth all the effort. †¢ Blog often. Sure, you’re busy. Projects, meetings, phone conferences, and the day-to-day business of running a business can leave you strapped for time. It’s easy to let your blog fall by the wayside in favor of more urgent deadlines. But, your blog doesn’t do you any good if you’re only posting once every six months. Set aside some blogging time at least once a week to keep your content fresh and give readers a reason to come back. Got any tips for making your blog stand out? I’d love to hear them.

Muscular Dystrophy is a disease with no cure essays

Muscular Dystrophy is a disease with no cure essays Muscular Dystrophy is a disease with no cure. While there is medication, physical therapy, and surgery, which can help with the symptoms, only research trials are providing hope for those with this disease. The stress is only compounded when the side effects of using one of these palliative treatments cause more harms than good. Inevitably the patient must make an informed decision before deciding on which treatment is best for them. With all the medications in the United States not one works on curing muscular dystrophy. Doctors will often prescribe Corticosteroid medications such as, Prednisone, which may help improve muscle strength (Discovery Health.com). For some patients, their doctor may prescribe phenyotin, which may be used to treat the delayed muscle relaxation (CNN.com) As with any medication there are side effects to these drugs that may cause more harm than good. According to a article by Ana Lucia Langer, the side effects with prednisone use can not be dismissed. Ms. Langer states nine side effects of this drug. Some of the worst ones are diabetes, osteoporosis, and suppression of the supra-renal or adrenal glandule (www.distrofiamuscular.net). One of the best treatments for muscular dystrophy is physical therapy. According to an article on A Healthy Me website, Physical therapy is used to maintain the range of motion of affected muscles and to prevent or delay contractures. Braces may also be worn, but starting exercise early can have a great effect on the muscles. The author of this article states that strenuous exercise is not recommended, since it may damage muscles further. Surgery is never without the presence of risk. Some types of surgery has been effective in providing relief from contractures, such as tenotomy surgery. Ahealthyme.com states that this surgery is used to cut the contractured muscle and the limb is braced in its normal resting position to he...

Art and surreal Essay Example | Topics and Well Written Essays - 500 words

Art and surreal - Essay Example Both artists could be considered as actively employing the technique of action painting, defined as â€Å"a highly-charged, impulsive abstract painting technique during which paint is energetically splashed, spilt or dribbled onto a canvas, usually placed face-up on the floor† (Action painting, par. 1). Pollack’s One: Number 31 created in 1950 is basically shown in colors black, white and grey on a brown backdrop with obvious but artistic rendition of the drip technique. Miro’s The Birth of the World, was shown to indicate that â€Å"Miro applied paint to an unevenly primed canvas in an unorthodox manner—pouring, brushing, and flinging—so that the paint soaked into the canvas in some places while resting on the surface in others† (MOMA: Gallery Label Text, par. 1). The same colors are prominent, black, browns, grey, with intermittent white. A connection between the two art works could be deduced from the similarities in style and drips formin g long elongated lines that curve into an intricate web of patterns interwoven with other colors.

Banded Iron Formation of Bonai-Keonjhar Essay Example | Topics and Well Written Essays - 250 words

Banded Iron Formation of Bonai-Keonjhar - Essay Example BK is the youngest iron ore in the horseshoe belt. The focus is on Banspani-Jilling–Jajang bit of the iron ore. BIF of Banspani-Jilling–Jajang section of BK belt covers a section of the Precambrian super crustal north Odisha iron ore super group. Geology: the BIF hosts tabular strata-bound bodies mainly formed of high-grade hematite ores. Banspan-Jilling–Jajang covers about 40 sq. km. above the BIF lie the high-grade hematite ores which cover three stratigraphic positions. The southern range has massive and hard laminated cores. These ore bodies form the bulk of the resource. They are tubular in shape, irregular in size and have a thickness ranging from 2 and 50m. Langalata forms the bulk of the ore deposit, taking about 73% of it. Banspani-Jilling–Jajang deposits have a total reserve of about 61.7 million tons. Petrography: the rock types in the study area include banded hematite Jasper (BHJ), banded manganese formation (BMnF), banded hematite shale (BHS), banded shale, banded hematite quartzite (BHZ) and iron ore bodies. BHJ and BHZ are dominant rock types. They have alternating bands of silica and iron mineral. Some of the iron minerals in the BIF include goethite, martite, partitioned magnetite, hematite, and specularity. Hematite is the dominant iron mineral in the area. The varieties of silica forming alternate bands with the mentioned iron minerals include jasper, quartz, and chert. The iron minerals are formed by three distinct processes; thematization, marketization, and graphitization.

Network Security setup Research Paper Example | Topics and Well Written Essays - 2000 words

Network Security setup - Research Paper Example WAN domain is a necessary domain especially when connecting with remote users. In Richman investments, it means connecting with several branches in places such as Atlanta, Georgia, Cincinnati, Ohio, and even Los Angeles, California from the headquarters in Phoenix, Arizona. In order to ensure security at this domain, it is recommended to ensure proper addressing schemes, proper protocol selection and enhanced encryption of communication equipments. In Richman investments, the database software, operating system, client-server applications, and data stored in the organizations center and their hardware is collectively under this domain. Security measures necessary at this stage is proper authentication, quality network design, authorization, node security, and accounting are an imperative security considerations at this domain. Other security measures that can be implemented within the company’s IT infrastructure includes eliminating single point of failure, improving security access to sensitive data and ensuring that there is data backup in servers outside the main data centre.

Variable of Organization Culture and Characteristics

Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance: A managerial perspective, Management Research News, Vol. 22 Iss: 6, pp.1- 12 Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance: a new dimension for HRM Volume: 46 Number: 2 pp: 284-309 Barney B. Jay (1986) , à ¢Ã¢â€š ¬Ã…“Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665 Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment: implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482. Bijlsma, K. and Koopma, K. (2003), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Introduction: trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4. Blumberg, M., Pringle, C. C. 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Harvard Business Review, 64(6). 1986; pp.69-76. Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92 Kim Soonhe (2002), à ¢Ã¢â€š ¬Ã…“Participative management and job satisfaction: lessons for management leadership. Public Administration Review. Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658 Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63 Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research. Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19  · Number 1, 3-12. Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values: a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19 Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue: 2, Publisher: Samfundslitteratur, Pages: 3-16 Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119. Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056. Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers: a resource of the firm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261. Standing, G. (1997), à ¢Ã¢â€š ¬Ã‹Å"à ¢Ã¢â€š ¬Ã‹Å"Globalisation, labour flexibility and insecurity: the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37. Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London. Weick KE (1987), à ¢Ã¢â€š ¬Ã…“Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue: 2, Pages: 112-127. Variable of Organization Culture and Characteristics Variable of Organization Culture and Characteristics Purpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion. Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers. Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male. Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined. Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity. Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has. Keywords Organizational culture, Managerial characteristics, Work Performance, Sincerity CHAPTER 1: INTRODUCTION Overview It has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002). Work performance has been studied in different dimensions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age. It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008). Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002). Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008). Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate. Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization. It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficient Although work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of sincerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization. Problem Statement To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. Proposed Research Hypotheses H1: There is a relationship between managerial characteristics and promotion criterion due to organizational sincerity. H2: There is a relationship between managerial characteristics and promotion criterion due to work performance. H3: There is a relationship between organizational culture and promotion criterion due to organizational sincerity. H4 : There is a relationship between organizational culture and promotion criterion due to work performance. H5: There is a relationship between managers education and work performance due to male gender. H6: There is a relationship between managers education and work performance due to female gender. Outline of the Study Chapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches. CHAPTER 2: LITERATURE REVIEW The labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon. Culture It has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005). Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have still failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context. Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers. Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage. Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members. Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology. Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes. Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture. According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations. Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike. Organizational Sincerity Loyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011). Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton and True). Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual. In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999). In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999). In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999). Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries. Work Performance There is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007). Performance can be improved by employee participation and flexibility in job design. (Gershenfeld, 1988; Jaikumar, 1986). Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999). Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990) Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity. It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008). Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization. Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate). Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002) According to Armstrong (2000), performance management is a way of getting better results from the whole organization or individuals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization. A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989). CHAPTER 3: RESEARCH METHODS Method of Data Collection As our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used snow ball technique. Sampling Technique As the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques. First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed. Sample Size The proposed number of respondents is two hundred and fifty (250). Instrument of Data Collection To study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions. First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively. The seventh and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color. In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics. Validity and Reliability test. The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion. To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study. Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. Research Model Developed Figure 3.1 Managerial Characteristic Organizational Sincerity Work Performance Organizational Culture Organizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive. Statistical Technique Correlation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance. CHAPTER 4: RESULTS Table 4.1 Promotion criteria Managerial characteristics Organizational culture Organizational Sincerity Work Performance Age (Male) .055 (.404) -0.13 (.837) Age (Female) .226 (.418) -.170 (.546) Working Experience With Current Organization (Male) .058 (.376) .077 (.238) Working Experience With Current Organization (Female) .262 (.346) -.025 (.930) Overall Working Experience (Male) -0.19 (.768) .049 (.455) Overall Working Experience (Female) .269 (.333) -.239 (.390) Education Level (Male) -0.25 (.706) .117* (.073) Education Level (Female) .107 (.704) .314 (.254) Organizational Culture .395** (.000) .299** (.000) *, Correlation is significant at the 0.10 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed). P value is written in parenthesis. All the Managerial characteristics except for Education Level of Male are insignificant as their P value > ÃŽÂ ±. A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH Conclusion Data analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists. Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity. Discussions, Implications and Future Research Organizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity. As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it. Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction. In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further. References Ali J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager: Work Values and Orientations Journal of Business Ethics , 60: 63-73 DOI 10.1007A10551-005-2626-6 Armstrong, M. (2000), Performance Management: Key Strategies and Practical Guidances, Kogan Page, London. Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422. Bacon, D. (1989), à ¢Ã¢â€š ¬Ã…“Businesss Role in War on Drugs, Nations Business, January, p.5. 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Ionic Bond :: essays research papers

When ionic solids dissolve, they divide to give their positive and negative ions that make up the solids. These ions become hydrates and have the same relative proportions when in solution and when solid. The more the solid dissolves, the more the ion’s concentration increases. This increase and build-up allows for the reverse reaction to occur. In this phase of the reaction the ions crystallise out in order for the reaction to have a greater chance of occurring. Eventually the rate of dissolving will equal the rate of crystallisation. This is the state of saturation. This can be recognised by a constant colour or constant mass.   Ã‚  Ã‚  Ã‚  Ã‚  The solubility product constant, Ksp is given in the following example:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp for AgCl is   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp = [Ag][Cl]   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp for PbI2 is   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp = [Pb][I]2   Ã‚  Ã‚  Ã‚  Ã‚  This gives the relationship between the ions in the saturated solution and is the maximum concentration possible without creating precipitation. In this lab, solutions of lead nitrate and potassium iodide will be mixed at a number of dilutions. The reactions will then be observed to see at which point a precipitate no longer occurs. Ksp will then be stated as a range of values at room temperature, and the precipitate test tubes will be heated until the precipitate is dissolved so that Ksp may be observed and determined at different levels. In this experiment various solutions of lead nitrate and potassium iodide were mixed at a number of different dilutions. Through the observation of the amount – or lack of precipitate formed in each dilution, the mathematical relationship between the ions in a saturated dilution may be determined. This relationship is known as the solubility product constant, or Ksp, and is defined as follows, “The Ksp for an ionic solid is given by the product of the concentrations of the ions, each raised to the power of the coefficients in the dissolving reaction.'; (Heath Chemistry). The Ksp expression gives the maximum possible concentration of ions in a saturated solution without causing precipitation. Based on the equation for this experiment we can conclude that the ksp expression for this experiment is: Ksp = [Pb][I]2   Ã‚  Ã‚  Ã‚  Ã‚   The Ksp for lead iodide at 25oC is 8.5x10^-9. Through the substitution of the values for each test tube, the trial product, or KSPtrial was obtained. A precipitate then formed in those test tubes who’s KSPtrial was greater than the Ksp, whereas if the KSPtrial was calculated as being less than the Ksp, no precipitate formed. Ionic Bond :: essays research papers When ionic solids dissolve, they divide to give their positive and negative ions that make up the solids. These ions become hydrates and have the same relative proportions when in solution and when solid. The more the solid dissolves, the more the ion’s concentration increases. This increase and build-up allows for the reverse reaction to occur. In this phase of the reaction the ions crystallise out in order for the reaction to have a greater chance of occurring. Eventually the rate of dissolving will equal the rate of crystallisation. This is the state of saturation. This can be recognised by a constant colour or constant mass.   Ã‚  Ã‚  Ã‚  Ã‚  The solubility product constant, Ksp is given in the following example:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp for AgCl is   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp = [Ag][Cl]   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp for PbI2 is   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ksp = [Pb][I]2   Ã‚  Ã‚  Ã‚  Ã‚  This gives the relationship between the ions in the saturated solution and is the maximum concentration possible without creating precipitation. In this lab, solutions of lead nitrate and potassium iodide will be mixed at a number of dilutions. The reactions will then be observed to see at which point a precipitate no longer occurs. Ksp will then be stated as a range of values at room temperature, and the precipitate test tubes will be heated until the precipitate is dissolved so that Ksp may be observed and determined at different levels. In this experiment various solutions of lead nitrate and potassium iodide were mixed at a number of different dilutions. Through the observation of the amount – or lack of precipitate formed in each dilution, the mathematical relationship between the ions in a saturated dilution may be determined. This relationship is known as the solubility product constant, or Ksp, and is defined as follows, “The Ksp for an ionic solid is given by the product of the concentrations of the ions, each raised to the power of the coefficients in the dissolving reaction.'; (Heath Chemistry). The Ksp expression gives the maximum possible concentration of ions in a saturated solution without causing precipitation. Based on the equation for this experiment we can conclude that the ksp expression for this experiment is: Ksp = [Pb][I]2   Ã‚  Ã‚  Ã‚  Ã‚   The Ksp for lead iodide at 25oC is 8.5x10^-9. Through the substitution of the values for each test tube, the trial product, or KSPtrial was obtained. A precipitate then formed in those test tubes who’s KSPtrial was greater than the Ksp, whereas if the KSPtrial was calculated as being less than the Ksp, no precipitate formed.