The Youngs modulus of the copper wire Essay Example for Free

The Youngs modulus of the copper wire Essay Therefore, having done the preliminary, I think that my predictions lie on the correct lines. It is best to use a thin wire, because a thick wire would not stretch as much for the same force, but I have to consider safety, because the wire snaps and because it is under tension, it whips back and can cause some damage if the student falls in contact with it. Therefore, under these circumstances, it is necessary to wear safety goggles. If we are using a thick wire, you will find that we will be adding a large load. If the wire snaps, the same hazards would take place as mentioned above but, the weight dropping to the floor will cause damage to the toes etc, if the weight falls on the foot, so keep a safe distance as soon as the extra load is added. DO NOT ADD THE WEIGHTS QUICKLY AS THE WIRE IS SENSITIVE WHEN THERE IS ALREADY A LARGE FORCE APPLIED ON IT. The vernier scale is sensitive, so we have to pay particular attention to how much force we apply, because the maximum extension, which can be read, depends on the size of the scale. Due to the increase in the average cross-sectional area, which affects the extension in the wire, we need to increase the accuracy of the readings by taking repeats, using different wire of the same diameter, and again take measurements of the diameter, with use of the micrometer. This increases the reliability of the results and hence the Youngs modulus of the copper wire. The vernier scale method is much more accurate than the clamp and pulley method, which could have been used as well, but as we are aiming for accuracy it is best to use the vernier scale method. The experiment is to be conducted under room temperature, because the temperature of the wire whether cold or hot reduces the accuracy of the results, the wire stretches more under warm conditions because the wire is less stiff than if it was in cold or even room temperature of 23 oC. I will have to take account of possible errors, such as the zero error in equipment, and other random and systematic errors, which can occur. I will try to avoid making the parallax errors, (the error which occurs when the eye is not placed directly opposite a scale when a reading is being taken). This can be made on reading off a ruler. The reading errors (the error due to the guess work involved in taking a reading from a scale when reading lies between the scale divisions, and the zero error (the error which occurs when a measuring instrument does not indicate zero when it should), which can be possible on the vernier scale. If the zero error happens, then I will adjust the instrument to read zero or the inaccurate zero reading should be taken and should be added or subtracted from any other reading taken. Sometimes the metre rules have worn edges and so I will measure from 10cm instead of 0cm. As the wire is stretched, the diameter of the copper wire decreases, we get plastic deformation before it snaps, for example if we look at a copper rod as a large scale to the thin wire you can see from the below that the copper rod necked before it broke. This happens because metals like copper, (above) are ductile- they can have large plastic deformations without fracturing. It happens because atoms move, as the plastic deformation in the crystal structure move, to place of lower stress. The copper becomes thinner when atoms move away from the stressed part. The stress then increases because the cross-sectional area is now decreased. This increases the ductile flow and so the metal yields and gets thinner and thinner. Once plastic deformation starts, atoms will continue to flow without any increase in stress. This stretching under a constant load is called creep. The thinning of a wire/rod is called necking. There is also the problem that the kg masses may not weigh the given value, there is a small chance that this would be inaccurate, the only way to find out is by weighing the mass using a electronic scale, which is accurate to 0. 001g. Bibliography Physics For You By Keith Johnson Dictionary of Science By C. Stockley Simmone Hewett C. Oxlade Sue Holt J. Weitheim John Miller Physics 1 By David Sang Keith Gibbs Robert Hutchings Science Desk Reference By Patricia barnes-Svarney www. s-cool. co. uk www. allmeasures. com Encarta 2002 AS Physics Assessed Practical (Skill P) Elasticity of a Copper wire By Priyesh Patel 12O 1 Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Electricity and Magnetism section.

Individuals Entering Non-Traditional Roles in Sports :: Sports Sociology Social Norms Essays

Individuals Entering Non-Traditional Roles in Sports Sports provide an amazing outlet for people of all ages. It has been proven that sports help focus and concentration as well as improving ones physical state. It is a beneficial pastime that all should be allowed to enjoy. Up until that age of 12-13 both genders are invited and welcomed to play sports. After this point something changes, it is not really talked about but pressure is effectively applied and society somehow manages to push people into very gender orientated and gender specific sports. The question is, what happens when someone doesn't succumb to the pressure and actively participates in what it referred to as a non-traditional role in a particular sport? This idea applies to both sexes, not just females. We are talking about how society reacts when women compete in body building competitions and when men become figure skaters. I believe that the root of our problem lies within the biases of our society. The first major question that should be answered is why does society believe that people entering non-traditional roles as such a negative occurrence? I think that the root of this belief is buried in the past and has matriculated down through the generations. In the early history of sports it was believed that women were too delicate to participate in sports. The thought was that if women participated in strenuous activity that they would damage their reproductive organs, which would ultimately not fulfill an absurd belief that the primary role of women in society was to have children and care for the men. Back then sports were also used as an arena for men to test and publicly display their masculinity. Open acceptance of women in sports at that time would have posed as too much of a threat to the men's masculinity, therefore many years went by which allowed the practice of only traditional roles being witnessed and accepted. On a more personal level, it has been my observation that up until the junior high level both boys and girls are actively engaged in sports, but once the boys start to get bigger, the adults in the society become apprehensive about allowing mixed gender play. I feel as though society has a tough time embracing the possibility that women might get hurt if they play sports. It is at this point in a student's career that a great division occurs, all of a sudden innocent games become strictly regulated and boys and girls are separated.

Pinkerton’s Detective Agenc Essay

Pinkerton (A) Late one afternoon in November 1987, Tom Wathen, sole owner and CEO of California Plant Protection (CPP), sat in his office staring at two financing plans. Wathen was trying to decide whether or not he should increase his $85 million bid to purchase Pinkerton’s—the legendary security guard firm—from its current owner, American Brands. On the previous day, Wathen had been told by Morgan Stanley, American Brands’ investment banker, that his bid of $85 million had been rejected and that nothing less than $100 million would be accepted. While Wathen was elated at still being in the deal, he had a problem. CPP’s board of directors had reluctantly approved the earlier $85 million bid and were sure to balk at a $100 million bid. Wathen desperately wanted to buy Pinkerton’s, but was not sure how much it was worth or how to finance it. Wathen knew he had to act now or miss this unprecedented growth opportunity and probably his last chance to be one of the industry’s biggest players. The Security Guard Industry The security guard industry had two segments: (1) proprietary guards and (2) contract guards. While both types of guards performed similar services, a proprietary guard was an employee on the payroll of a nonsecurity firm. Contract guards were â€Å"rented† from specialist suppliers like Pinkerton’s, CPP, Wackenhut, and Baker Industries. The historical growth of the contract guard segment of the industry was due in part to companies concluding that they gained operating flexibility by contracting out their security needs as opposed to managing their own security operations. By late 1987, security guard services was a $10 billion industry growing at 6% a year. But the industry was also mature, fragmented, and price-competitive. As a result there was an ongoing trend toward consolidation at the expense of smaller, local guard companies whose employees were often imperfectly screened and  poorly trained. Pinkerton’s The security guard industry began in 1850 when Allan Pinkerton founded the Pinkerton’s Detective Agency. The firm gained fame in the nineteenth century with its pursuit of such outlaws as Butch Cassidy and the Sundance Kid. In the film portrait of that pair, Paul Newman repeatedly asks Robert Redford, â€Å"Who are those guys?† Those â€Å"guys† were Pinkerton’s men and women. Pinkerton ran his firm until he died in 1884. The company was then headed by four generations of Pinkertons until the family’s reign ended in 1967 with the death of Robert Pinkerton. Adam S. Berger (MBA ’91), prepared this case under the supervision of Professor Scott P. Mason as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. American Brands, the $5 billion consumer goods company—with brand names such as Lucky Strike cigarettes, Jim Beam bourbon, Master locks, and Titleist golf balls—purchased Pinkerton’s for $162 million in 1982. American Brands made the acquisition in order to expand the service side of its business and because it saw the Pinkerton’s brand name as a great addition to â€Å"a company  of great brand names.† The Pinkerton family sold the company to American Brands because they felt the industry was becoming extremely price-competitive and therefore the company needed a strong parent to compete and grow. In 1987 Pinkerton’s was among the largest security guard firms in the United States, with sales over $400 million, 150 offices in the United States, Canada, and the United Kingdom, and a particular strength in the eastern United States. Exhibit 1 gives selected financial data for Pinkerton’s. California Plant Protection When Wathen bought CPP in 1963, the firm had 18 employees and revenues of $163,000. By 1987, Wathen had built CPP into a $250 million security guard company with 20,000 employees and 125 offices in 38 states and Canada. Exhibit 2 gives selected financial data for CPP. Wathen built CPP with his consummate marketing skills and the strategy of differentiating the firm with employee screening and continual training. CPP’s expansion was aided by the explosive growth of California’s economy and because the bigger, more established East Coast security guard firms had ignored the West Coast. While Wathen was the sole owner of CPP, he had a board of directors that he used as advisors. The board had three members: Albert Berger, James Hall, and Gerald Murphy. Berger was an entrepreneur, COO of an electrical connector firm and a CPP director since 1975. Hall was an attorney, a former vice president of MCA, the former California Secretary of Health, Education and Welfare, and a CPP director since 1976. Murphy was president of ERLY Industries, a director of several companies, and a CPP director since 1975. CPP’s Acquisition of Pinkerton’s Wathen wanted to buy Pinkerton’s for several reasons. First, he had always had the goal of creating the largest firm in the security guard industry, and the acquisition of Pinkerton’s would put him in a virtual tie with Baker Industries—a subsidiary of Borg Warner and the largest provider of contract guard services. Secondly, Wathen had been convinced for some time that American Brands was mismanaging Pinkerton’s and destroying a great brand name with its pricing strategy. In October 1987, American Brands announced  it had decided to sell Pinkerton’s because the security guard firm no longer fit into Brands’s long-range business strategy. Upon this  announcement, Jerry Brown, CPP’s secretary and general counsel, recalls, â€Å"Tom [Wathen] called me in and from that moment I knew he was going to do whatever it took to buy Pinkerton’s. Tom was always hung up on being the largest, and on Pinkerton’s name.† Morgan Stanley, an investment bank, was to represent American Brands in the sale and the bidding promised to be hotly contested. A task force of senior managers was quickly formed to prepare CPP’s bid which they knew, given the time pressures of the sale, would not have the benefit of adequate preparation. The task force believed there were three ways CPP could create value by acquiring Pinkerton’s. The most obvious source of value would come from consolidating the operations of CPP and Pinkerton’s by eliminating common overhead expenses such as corporate headquarters, support staff, and redundant offices. Second, the task force believed that significant improvements could be made in the management of Pinkerton’s net working capital. The third source of value, and possibly a unique insight by Wathen and the CPP task force, was the Pinkerton’s name. They believed that, while the industry was highly price-competitive, the services of both Pinkerton’s and CPP could be successfully marketed under the Pinkerton’s name at a premium price. Specifically, the task force felt that even though higher prices could lead to reduced revenue, the resulting improvement in gross profit margins, due to the marketability of the Pinkerton’s name, would be su fficient to result in greater gross profits. For example, the  task force believed that a premium price strategy would definitely reduce Pinkerton’s revenues since that firm had acquired a significant amount of business since 1985 using a low-price/high market-share strategy. The new pricing strategy would result in Pinkerton’s revenues shrinking, in a smooth fashion, to 70% of their 1987 level by the end of 1990 and then growing at 5% a year thereafter. But the task force was uncertain in its estimate of the impact of the new strategy on profitability. They expected that the new pricing strategy would improve Pinkerton’s gross profit margins from 8.5% in 1988 to 9.0% in 1989, 9.5% in 1990, and 10.25% thereafter. The task force further expected the new strategy to produce higher margins for CPP, increasing the projected operating profit from CPP’s own business by $1.2 million in 1989, $1.5 million in 1990, $2.0 million in 1991, and $3 million in 1992. This increase in CPP’s projected operating profit would be over and above that level that would otherwise have been anticipated in those years, and was expected to grow at 5% a year, in line with sales, beyond 1992. (Exhibit 3 gives a five-year forecast of CPP’s net income and cash flow assuming Pinkerton’s is not acquired). However, the task force realized there was a distinct possibility that the new pricing strategy would have no impact on CPP’s projected operating profits, and Pinkerton’s gross margins would improve to only 8.5% in 1988, 8.75% in 1989, 9.0% in 1990, and 9.5% thereafter. The task force was confident that, as a result of eliminating common overhead, Pinkerton’s operating expenses, as a percentage of sales, could be reduced to 6% in 1988, 5.9% in 1989, and 5.8% in 1990 and beyond. The task force was also confident that Pinkerton’s net plant and equipment could be reduced to 4% of sales and maintained at that percentag e relationship for the foreseeable future. The task force was somewhat less confident in its estimate of improvements to the management of Pinkerton’s net working capital. This was due to concerns over the ability of CPP’s accounting department to handle a much larger and more geographically diverse operation. The task force expected that Pinkerton’s net working capital, as a percentage of sales, could be reduced to 8.6% in 1988, 7.4% in 1989, and 6.2% thereafter. However, if CPP’s accounting department experienced difficulties in integrating the two firms’ operations, then Pinkerton’s net working capital would remain at 9.5% of sales. The idea of CPP acquiring Pinkerton’s was not universally popular. Most of the investment banks and lenders contacted by CPP expressed negative feelings about the potential acquisition, citing inadequate cash flow and weak market conditions following the dramatic dislocation of the stock market in the previous month. However, a representative of Sutro & Co., a prominent West Coast investment bank, indicated he was â€Å"highly confident† he could get financing for the acquisition from either Manufacturers Hanover Trust Corporation or General Electric Credit Corporation. In addition, Wathen had some problems with CPP’s board of directors. For example, Berger thought there would be obvious synergies in merging the two businesses, but that there was not enough management depth at CPP capable of running the combined firms. According to Berger, there was no COO, no CFO, no marketing manager, and nobody to handle the day-to-day details of operating a $650 million firm. The last thing CPP needed was growth, Berger argued. He felt the field people could handle a larger firm, but the corporate management could not. Nonetheless, the task force pressed on with their analysis of Pinkerton’s. In addition to current financial market conditions, the analysis took special notice of Wackenhut, the only publicly traded security guard firm. (See Exhibits 4 and 5.) Only 12 days after receiving the details of the sale  from Morgan Stanley, and with the reluctant approval of his board, Wathen bid $85 million for Pinkerton’s. Wathen did not receive a response to his bid for two weeks. Through his own network, Wathen knew another firm had bid more than CPP and that Morgan  Stanley was negotiating with that firm. Wathen was disappointed that he might miss his last opportunity to be one of the biggest in the business. When Morgan Stanley finally called and told Wathen his $85 million bid was too low, and that nothing less than $100 million would be accepted, Wathen was elated that he had another chance to buy Pinkerton’s. But he suspected the reason Morgan Stanley had finally called him was that the other buyer had been unable to finance their higher bid. Financing a $100 Million Bid In a last ditch effort to improve his bid for Pinkerton’s, Wathen asked his investment banker to determine the options for financing a $100 million bid. The banker responded with only two alternatives. The first alternative came from an investment firm who would provide both debt and equity financing. The debt, in the amount of $75 million, would have a seven-year maturity and an 11.5% interest rate. The loan principal would not be amortized prior to maturity, at which time the entire $75 million would come due. Finally, this debt would be a senior obligation and be backed by all the assets of the new combined firm. The equity, in the amount of $25 million, would be provided in exchange for 45% of the equity in the new combined firm. The second alternative was a 100% debt financing offered by a bank. The bank would lend $100 million at the rate of 13.5% a year. The loan principal would be amortized at the rate of $5 million a year for six years, with a final payment of $70 million at the end of the seventh year. Again, this loan was collateralized by all of the assets of the new combined firm. Under either financing alternative, Wathen was very concerned about the required debt service. The new combined firm’s nonpublic, as well as high-leverage, status could make any cash flow problems over the next five years highly problematic. The task force also reminded Wathen that a $100 million purchase price would result in the creation of good will on his balance sheet which would have to be amortized at the rate of $5 million per year for the next 10 years.1 Wathen sat in his office and prepared to make the biggest decision of his career. As an entrepreneur and an experienced security guard executive, Wathen was sure Pinkerton’s was a good buy. However, he had routinely relied on his board and other advisers for  financial advice. His board had reluctantly approved his earlier bid of $85 million and was sure to balk at a $100 million bid. How could he justify a $100 million bid for Pinkerton, particularly in light of his earlier bid of $85 million? And if he was successful in convincing the board, how was he going to finance the acquisition?

Islamophobia and Racism - Free Essay Example

Sample details Pages: 4 Words: 1205 Downloads: 1 Date added: 2019/07/02 Category Psychology Essay Level High school Tags: Islam Essay Phobia Essay Racism Essay Did you like this example? The behavior of racism is to dehumanize, to cast the victim in a light whereby they deserve the maltreatment. It is always a harbinger of cruelty and callous behavior. It is the permission slip the darker side of peoples minds needs to take over their behaviors, suppressing any emerging empathy. Don’t waste time! Our writers will create an original "Islamophobia and Racism" essay for you Create order On the morning of September 11, 2001, the United States changed forever. In the first part of the century the hatred was a toxic soup for the masses. Because of the events that took place on 9/11, perhaps a few hundred people at best, people of America were being scared into a hatred of one and half billion Muslims: babies, toddlers, boys, girls, teens, women, men and the elderly. It is logical to see that more than one and a half billion people on earth are not evil terrorists, but at the same time- is it? The overarching issue at hand is that grouping individuals based off their Islamic faith and culture has become a catastrophy in the United States because it has caused a divide among citizens, caused a The 9/11 attacks, carried out by 19 Islamic extremists, have no doubt changed how Muslim-Americans are perceived in this country, and those feelings have simmered for 17 years now. The expression Islamophobia has been given different definitions, some of which included Islam culture, others alluding to religion or even direct nonsensical scorn and dread toward Muslim individuals. Regardless of such contrasts in viewpoint, some frequent qualities can express the discriminative Islamophobic dispositions. Islamophobia incorporates seeing Islam as the sub-par culture compared to the Western, as a brutal, forceful, radical, and extremist perspective that cant be acclimatized toward the Western mainstream culture and coincide calmly and serenely to each other. It can also be characterized as aimless negative frames of mind or feelings coordinated at Islam or Muslims. Indeed, these feelings of dread are very misrepresented, as an unimportantly little level of savage violations in the US is submitted by Muslims, with the incredible bulk of savagery being created by the bearers of Western qualities. I was unfortunate casualty to that sort of harassing for a considerable length of time, through high school, even. In numbness and in annoyance I was the subject of much torment † dangers, verbally abusing, and physical maltreatment when I was younger. I would never tell my family, since I was the oldest and should be solid-a man. Children called me terrorist, Osama, Taliban, over and over. The sound of the older kids telling me to go home still ring in my head. The shouting, the anger in their voice towards me for something I hadnt done was heartbreaking. I felt distanced- I was the only Muslim child there, and now and again it felt like no one had my back. At the point when President Donald Trump previously endeavored to prevent residents from seven predominantly Muslim nations from entering the United States, he referred to the Sept. 11 fear-based oppressor assaults as his method of reasoning. However, none of the men behind those assaults hailed from these nations. In fact, further examination demonstrated that somewhere in the range of 1975 and 2015 nobody from these nations slaughtered a solitary American in a U.S. terrorist attack. Tragically, comparing Muslims with psychological militants has turned out to be exasperatingly regular in American culture- and the results can be fierce. As per a Federal Bureau of Investigation report discharged in November, the quantity of ambushes, assaults on mosques and other abhor violations against Muslims in 2015 was higher than at any other time aside from the outcome of Sept. 11. In 2015, there were 257 anti-Muslim occurrences, up from 154 in 2014†a 67 percent expansion. In 2001, 481 ep isodes were accounted for. Furthermore, these arent isolated episodes. In a February released report, research noticed the dramatic development of organized anti-Muslim hate groups, with the quantity of such gatherings hopping from 34 in 2015 to 101 in 2016†a 197 percent increase. In modern America, it is not a difficult task to assess the origins of racial discrimination given the fact that the commander and chief is a huge advocate for it. President Trump is the man in charge and has no filter when it comes to expressing his feelings about different races- especially Muslims. His voice empowers the stereotyping gene within many individuals, reassuring that every man or women of color is either a criminal or a terrorist. Islamophobia in the United States has become rampant. Reports have shown that acts and threats of violence and vandalism against Muslims from March 2015 to March 2016 were at the highest levels in 15 years, and the recent presidential election was filled with hateful and fearful anti-Muslim rhetoric. The reality is that there is not a clear solution to this problem. The origins of racism itself goes as far back as ancient Egypt; but there are countless actions one could take to battle this critical issue of Islamophobia. Muslims should get more involved in communities, media and politics and that people should recognize the similarities between Islamophobia and other forms of discrimination. The goal is to point out that we are living in a highly Islamophobic environment. The study documented negative impact of Islamophobia, such as anti-Islamic bills that became laws, incidents in the U.S. that targeted mosques and two recent phenomenas † Muslim-free businesses and armed anti -Islam demonstrations. It aims to give people a better understanding about Islam and to spread the idea that it should be treated as equally as other faiths in American society. The study provides educational materials on Islam and encourages people to live in a civil society. Currently, China has detained over a million Muslims in concentration camps- and no one is doing anything about it. They are being forced to denounce Islam, adopt atheism, and pledge allegiance to the Chinese state. They would spend hours on end chanting in their crowded cells, there is no such thing as religion, or all hail the Chinese state, or all hail Chinese President Xi Jinping. If the detainees disobey, or if theres any type of resistance, there is torture being used. Nails are being pulled put, teeth are being pulled out, theyre using snakes to interrogate, people are being beaten to death. Theyre being sterilized- a method used in genocide. The main thing that must be done is to raise awareness. Beca use of the Chinese tightly locking their media, most of the world does not know about the events taking place in these camps. If more Americans dont speak out against Islamophobia, and if policymakers and government continue to fall short in providing support for the community†we will fail this generation of young American Muslims. Islamophobia has spiraled out of control. It is not just the mere dislike of a particular group anymore- thousands of innocent people are dying. From the many incidents taking place in the United States to the Muslim genocide going on in China, Islamophobia is an issue that no one seems to care about. The complete eradication of this phenomenon is far from possible, but a change is necessary. People must raise awareness, learn about the culture and overall see that Muslims are no different then themselves. If people were to take the time to acknowledge this issue then the climbing number of bullying, harassment and death cases would significantly lessen.