Chemical compounds

Chemical compounds Introduction Chemical compounds can generally be classified into two broad groups: molecular compounds and ionic compounds. Molecular compounds involve atoms joined by covalent bonds and can be represented by a variety of formulas. Ionic compounds are composed of ions joined by ionic bonding, and their formulas are generally writtenusing oxidation states. Molecular Compounds Molecular compounds are composed of atoms that are held together by covalent bonds. These bonds are formed when electrons are shared between two atoms. The concept of chemical formulas was created to describe many characteristics of molecular compounds through in a simple manner. A normal chemical formula encompass factors about which elementsare in the molecule, and how many atoms of each element there are. The number of atoms of each element is denoted by a subscript, a small number that is written to the left of the element. In the preceding formula, the subscript â€Å"2† denotes the fact that there are 2 hydrogen atoms present in the molecule. Other types of formulas are used to display more detailed characteristics of molecules. An empirical formula represents the proportions of atoms in a molecule. It gives important information about a molecule, because itdisplays the ratios of atoms that are present within the molecule.However, itslimitations exist in the sense that it does not represent the exact number of those atoms that are present in the molecule, as do molecular formulas. In certain situations, the molecular and the empirical formula can be the same, but in other situations, the molecular formula is a multiple of the ratios of atoms indicated in the empirical formula.Since empirical formulas can be derived from molecular formulas,molecular formulas are generallymore useful than empirical formulas. To illustrate the difference between empirical and molecular compounds: C5H7O is a possible empirical formula, because a ratio of 5:7:1 cannot be simplified any further. In this particular case, the empirical formula could also be the molecular formula, if there are exactly 5 carbon atoms, 7 hydrogen atoms, and 1 oxygen atom per molecule. However, another possible molecular formula for this same molecule is C10H14O2, because while there are 10 carbon atoms, 14 hydrogen atoms, and 2 oxygen atoms present, theratio 10:14:2 can be simplified to 5:7:1, giving way to the same empirical formula. Additionally, C10H14O2is not the only possibility of a molecular formula for this molecule; anyformula with the same relative proportions of these atoms that can be simplified to a 5:7:1 ratiosis apossible molecular formula for this molecule. When given adequate information, the empirical formula and molecular formula can be quantitatively ascertained. A structural formula is written to denote the details of individual atoms bonding. More specifically, it clarifies what types of bonds exist, between which atoms these bonds exist, and the order of the atoms bonding within the molecule. Covalent bondsare denoted by lines.A singleline represents a single bond, twolinesrepresent a double bond, three lines represent a triple bond, and onwards. A single covalent bond occurs when two electrons are shared between atoms, a double occurs when four electrons are shared between two atoms, etc. In this sense, the higher the number of bonds, the stronger the bond between the two atoms. The above is a diagram of the structural formula of acetic acid, whose molecular formula is CH3COOH. A condensed structural formula isa less graphicalway ofrepresentating the same characteristics displayed by astructural formula. In this type of formula, the molecule is writtenas a molecular formula with the exception thatitindicates where the bonding occurs. The above diagram isthe structural formula of hexane. By referring to the structural formula and emphasizing where bonding occurs, one can ascertain a condensed structural formula of CH3CH2CH2CH2CH2CH3. All the representations discussed thus far have not addressed how to show a molecules three-dimensional structure. The two ways to illustrate a spatial structure are through the use of the ball-and-stick model as well as the space-filling model. The ball-and-stick model uses balls to spatiallyrepresent a molecule. The ballsare the atoms in a molecule and sticksare the bonds between specific atoms. The space-filling model is also a method of spatially displaying a molecule and its characteristics. A space-filling model shows atoms sizes relative sizes to one another. Ionic Compounds Ionic compounds arecomposed of positive and negative ions that are joined by ionic bonds.Ionic bonds are generally formed when electrons are transferred from one atom to another, causing individual atoms to become charged particles, or ions. Ionscan be referred as either monatomic or polyatomic. Monatomic ions such asCl−are composed of only one ion,while polyatomic ions such as NO3−are defined as polyatomic ions. A combination of these ions that forms a compound whose charge is equal to zero is known as a formula unit of an ionic compound. Formulas of ionic compounds can be written with reference to oxidation states. For further reference, please visit the ChemWiki article dedicated to oxidation states: Outside links Molecular compounds:http://en.wikipedia.org/wiki/Molecular_compound Ionic compounds:http://en.wikipedia.org/wiki/Ionic_compound Determining the empirical formula of a molecule:http://www.chem.tamu.edu/class/majors/tutorialnotefiles/empirical.htm Determining the molecular formula of a molecule:http://chemed.chem.purdue.edu/genchem/probsolv/stoichiometry/molecular2/mf2.0.html Using oxidation states to determine formulas of ionic compounds:http://www.fordhamprep.org/gcurran/sho/sho/lessons/lesson53.htm

Types of Thermometer

Different types of thermometers Galileo thermometer. A  Galileo thermometer  (or  Galilean thermometer), named after Italian physicist  Galileo Galilei, is a  thermometer  made of a sealed  glass cylinder  containing a clear  liquid  and a series of objects whose densities are such that they rise or fall as the temperature changes. By definition, Galileo's thermometer is actually a thermoscope, not a thermometer. Gas thermometer A  gas thermometer  measures  temperature  by the variation in volume or pressure of a gas.One common apparatus is a constant volume thermometer. It consists of a bulb connected by a  capillary tube  to a  manometer. The bulb is filled with a gas such that the volume of the gas in the bulb remains constant. The volume is related to temperature by k, known as Charles's Law  . The pressure of the gas in the bulb can be obtained by measuring the level difference in the two arms of the manometer. Gas thermometers are often used to calibrate other  thermometers. Alcohol thermometerThe  Alcohol thermometer  or  spirit thermometer  is an alternative to the  mercury-in-glass thermometer, and functions in a similar way. But unlike mercury-in-glass thermometer, the contents of an alcohol thermometer are less toxic and will evaporate away fairly quickly. For the working temperature range, themeniscus  or interface between the liquid is within the capillary. With increasing temperature, the volume of liquid expands and the  meniscus  moves up the capillary. The position of themeniscus  shows the temperature against an inscribed scale. Infrared thermometerInfrared thermometers  infer  temperature  using a portion of the  thermal radiation  sometimes called  blackbody radiation  emitted by the object of measurement. They’re sometimes called  laser thermometers  if a  laser  is used to help aim the thermometer, or  non-contact thermometers  to describe the deviceà ¢â‚¬â„¢s ability to measure temperature from a distance. By knowing the amount of infrared energy emitted by the object and its  emissivity, the object's temperature can be determined most of the time. Mercury thermometer A  mercury-in-glass thermometer, is a  thermometer  consisting of  mercury  in a  glass  tube.Calibrated marks on the tube allow the  temperature  to be read by the length of the mercury within the tube, which varies (nearly linearly) according to the temperature of the mercury. To increase the sensitivity, there is usually a bulb of mercury at the end of the thermometer which contains most of the mercury; expansion and contraction of this volume of mercury is then amplified in the much narrower bore of the tube. The space above the mercury may be filled with  nitrogen  or it may be less than atmospheric pressure, which is normally known as a  vacuum.

David Fletcher Essay

David Fletcher, a heavily overworked portfolio manager of the Emerging Growth Fund at a New York investment management firm, plans to ramp-up a team of research-analysts. He wishes to delegate a part of his workload to this team. The case explores the problems that David faces at various stages of introducing new members in his team. It also touches upon the challenges faced by a typically task oriented person while engaging in a team building exercise. Is David Fletcher successful? As an individual, David Fletcher is extremely successful at his job. An economics major and a Harward business school graduate, he started his career as a securities analyst in a New York based brokerage firm. He cut through the ranks in relatively quick time and very soon he was handled the responsibility of two of the most aggressive mutual funds of his time. David continued his stellar performances in these funds even as he took them to 10 times their original/starting value. In the words of his colleagues and close cronies, David was not only a detail and decision oriented person but was also a person who was extremely familiar with the art and the science of portfolio management. In the latter half of his described career, David joined Paul Jenkins to form the Jenkins Fletcher partners where he managed a portfolio of 150+ million US$ single handedly. David’s performances in the various roles he assumed during his career amply justify his credibility as an individual and as a professional (portfolio manager). As a team player, colleagues acknowledged David’s acumen in the field of portfolio management. In a way, David commanded respect from his colleagues and superiors alike which is testament to the fact that David was an internal cog in the teams that he worked in. As a team manager, David’s success is questionable. I wish to analyze his stint at building and thereafter leading and managing a team at Fletcher Jenkins partners to substantiate my aforementioned stance. This brings me to address a more pertinent question first, What was David’s motivation to build a team? As mentioned previously, David is a highly overworked portfolio manager. Being the best at what he does, in a way, acts as a detriment to his position as he has to juggle with multiple tasks at a time. As one of the main portfolio managers of Jenkins Fletchers partners, David manages a huge pile of investor’s money (to the tune of 150 million US$) from a total fund size of 400 million US$. If managing a fund wasn’t enough, David also has to do the research of the industries/markets from which he builds his portfolio himself. He is often faced with an information overload which prompts him to look for individuals who can assist him in doing justice to his task. As I delved deeper into the case, I realized that David’s intention behind building a team, in a manner, was to ensure the success of his portfolio irrespective of how the success was achieved. David was so clinical in his pursuit of focusing on his fund’s performance that he became oblivious to the imbalance in his team. In consequence, this approach had David lose two of his critical team members. In the following section, I wish to analyze the core factors that contributed towards David’s relative lack of success as a team manager. Why did David’s pursuit of building an effective team not achieve the desired success? There were multiple mistakes that Fletcher made while ramping up his team of research analysts. Some of his shortcomings are blaringly evident in his interactions with his subordinates and colleagues. Take the case of Stephanie Whitley, with whom he shared a very close relationship. In his haste to recruit Doyle, Fletcher completely overlooked the act of taking Stephanie into confidence. The lack of consent and thought for how he would fit into the company’s culture and moreover how he would gel with Stephanie Whitley became evident when tension grew between Doyle and Whitley. At a time when both Whitley and Doyle should have provided inputs to each other in their work, most of their time was spent and therefore rendered unproductive in ego-trips rather than on focusing on their work. To make matters worse, Fletcher failed to resolve the conflict by taking a passive approach. In fact, Fletcher admitted that he did not actively try to resolve the conflicts which culminated in it being stretched all the way till one of the affected parties – Doyle left the firm. In his methodology of approaching people problems, David Fletcher has exudes callousness. At some plane, it just seems as though Fletcher does not aim at forging relationships with his team members but just tries to leverage their skills and synergies to achieve his final outcome – performance of his portfolio. Fletcher’s callousness is evident in the way he hypothesizes Whitley’s problem as being one of requiring more attention. Fletcher’s attitude caused him to lose credibility with Whitley to such an extent that she did not even confide in him about her decision to quit the job at Fletcher Jenkins partners. Also, in his handling of Doyle, the new associate, Fletcher exudes a certain degree of inflexibility. Doyle, according to the case is excellent in his job at managing portfolios of large Hi-Tech product companies. Even as he joined, Doyle started to research upon stocks of emerging stocks in the same market. Obviously, Doyle was unsuccessful at the beginning because of a probable longer ‘unlearning curve’. It is evident that Fletcher allows Doyle to move on in a bid to retain Whitley, however the situation could have been better handled by firstly resolving the personal differences and thereafter by infusing some confidence in Doyle – In that way Fletcher could have retained both his critical employees. Can we see any positives from Fletcher’s behavior thereafter? Yes. In a bid to learn from his past mistakes, Fletcher does try and make a conscious attempt to get new employees acquainted with his existing team before recruiting them. As is evident during the discussions on recruiting Mary Robinson, Fletcher actually has Rachel Kindred meet Mary Robinson in person at Boston. This, he presumes, shall allow them to reach to an understanding of each other as persons before establishing their compatibility as colleagues. Even in this case, however, he does not use the same procedure of recruitment with Robert Fiske. The case is left open-ended at this point, so it might not be an argument one can convincingly hold against Fletcher. What can we learn from this case, Is this practically feasible? This case, in itself is an excellent example of how callousness towards understanding people’s problems can end up disrupting the performance of a team. I hail from a successful Sales team in the IT sector. From personal experience, I can attest that it is usually not feasible to take the entire team into confidence before the recruitment of a new team member. However, broad level interaction issues – such as the one witnessed in the case can definitely be addressed at the outset. Secondly, I believe that the efforts taken to recruit a team member or to build a team are directly proportional to the criticality of the task carried out by the team. I have witnessed this factor at my workplace and this was evident in the case as well. In my experience, I have witnessed that during the recruitment of a candidate for the role of a business development manager, prospective candidates were actually flown down to the UK at my company’s expense. This role was obviously highly critical for our company’s prospects and the efforts taken by the company were commensurate to the same. In the context of the case, it is interesting to note the background of David Fletcher. He happens to be a Portfolio manager. As a part of his core job itself, he is responsible to pick multiple stocks by looking at their behavior. In totality, his job is to pick up such stocks that would be completely synergistic and thereby build a winning/high performing portfolio. If a direct analogy is drawn to the way Fletcher picks his team, this is the base principle on which he should have picked his team as well. It is only on recruiting perfect complements in his team that Fletcher could have ensured a synergistic performance in his team. Why is this case relevant to me as a person? I wish to embark on a career in financial services wherein I might be assuming a role similar to that assumed by David. It is said that â€Å"If you wish to go quickly, go alone but if you wish to go far, go together. † To go together effectively, it would be imperative for me to contribute towards building a strong team. For this, I would not only have to trust my own instincts but would also have to trust my team members and enable them to realize their self worth. Effectively, it is only when the self interests of team members are aligned with the team interest, that a team is successful.

A Time Of Revolution And A Reflection Of Modern America

Michael Beien Professor K.Shumate English 205 09 Nov 2015 Women in the Workplace The 19th century was a time of revolution and a reflection of modern America. National Geographic claims that the 1980s was the decade the made us and changed our generations into what it is today. There was a major event about women inequality, salaries gap and job discrimination. These women gamed their employment right because they claimed them self to be citizen, and one of the right American citizen is to be able find job without any discrimination. It was decades ago when women were seen upon as slaves to the hard Working, man. In today s society women are more respected and are acceptable for many jobs as men are. It almost changed the whole culture of the working environment all over the United Nation. A few years ago the number of workingwomen was very few and they were unwilling to work outside the house. People also used to think that the appropriate position of the women is inside the house, but now the understanding is changing. The performances of women in the workplace during 1980s was very important because by using their knowledge and their talent they made a huge advancement and change America culture. Through the transformations that these women achieved for gender equality, future goals were realized and the evolution towards total gender equality has become more evident today. However despite using their knowledge, facing many challenges, working hard and creating newShow MoreRelatedComparing Edmund Burke And Mary Wollstonecrafts Thoughts On The French Revolution1245 Words   |  5 PagesMary Wollstonecraft’s Thoughts On The French Revolution Many would think that prominent Romantics would not care about politics or government. 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