The Fuel Free Energy For The Future - 1485 Words

In the 1970’s, America faced a major energy crisis, but is America in the middle of another one without even knowing it. Replaced by the long lines at the gas pumps in the 1970’s is high costs of fuel and a driving thirst for even more oil, despite the high prices. Breaking this dependency on oil may be the only cure if America is going to solve its problems of obtaining a fossil fuel free energy for the future. In order to come up with a solution for the future, the current US energy situation, possible solutions, and where the future of the US energy is going without fossil fuels must be considered. Only then can America finally break free of its dependence on foreign oil. It has been no surprise that the US is dependent on oil, and†¦show more content†¦To make an honest assessment of the current oil issue in America, one must look at the facts. First, America cannot live without energy or the ability to transport supplies as well as personnel around. Second, America needs oil for manufacturing products, as plastics are one of the most used products in American’s daily lives. Third, there is a dependency issue and the country needs to head away from the fossil fuels as much as possible due to the damage they create to the environment. Plastics fill up landfills, they do not break down easily, and carbon fuel emissions cause damage to the atmosphere evident in things like acid rain and global warming. Fourth, the US is going to need more energy as the current population increases to meet the rising goals of the future. According to American Physical Society Physics, the energy use has decreased 32% from 1973 to current, due to the efficiency of appliances and other uses of energy. Technology does have the potential to assist in making a difference. (APSP, 1996). And fifth, the US economy is tied tightly to fossil fuels, and they do shape and change US policies with foreign nations. It was found that in 1995 the US used around 84% of its primary source for energy from fossil fuels, of that 40% was obtained from oil (APSP, 1996). It may be used cleaner than in the past, but it is still the main resource for power, and has been since the

The Army Standards - 1104 Words

The Army Standards The Army Standards Jimmie Leigh Simmons Dr. Tina M. Lamb Business Ethics 301 Abstract The Army is nothing like any other military worldwide. They set themselves apart from all other militaries. The standards are held to a higher level than most. I enjoy being in the Army. As a Noncommissioned officer we are charged to uphold the standard and in force the standards. We must groom soldiers to be a great product of the Army. There are measures we take into making a great soldier, to include moral foundations. The Army Values are strong basics for a foundation. In basic training they are taught the 7 values that can make or break you in the Army. Loyalty is to bear true faith and allegiance to the U.S.†¦show more content†¦Honor is a matter of carrying out, acting, and living the values of respect, duty, loyalty, selfless service, integrity and personal courage in everything you do. When you are in combat sometimes honor is all you can rely on. I am willing to die to keep my honor to my country and my family and my God. This is what distinguishes the United States Military apart from most countries military organizations. We put the honor of our country first and for most. The Army also instills integrity in each Soldier. Integrity Do what’s right, legally and morally. Integrity is a quality you develop by adhering to moral principles. It requires that you do and say nothing that deceives others. As your integrity grows, so does the trust others place in you. The more choices you make based on integrity, the more this highly prized value will affect your relationships with family and friends, and, finally, the fundamental acceptance of yourself. That takes a bigger person to do what is right at all times. Even when it is easier to take the easy left turn instead of the hard right turn. Personal Courage is a very big value that will get you through any obstacle you have whether it is a combat situation all the way to a non combat situation. Personal Courage is when you have the ability Face fear, danger or adversity (physical or moral). Personal courage has long been associated with our Army. With physicalShow MoreRelatedThe Importance Of Army Uniform Standards736 Words   |  3 PagesArmy Uniform Standards The presentation and appearance of the army military uniform are fundamental parts of each armed force unit. It can distinguish the responsibilities and jobs of the soldiers, teach self-discipline, show honor and achievements, however, uniforms acquire close attention in details. The uniforms have standards that must abide to the regulations. The uniform of the American army have gone through many transformations from the revolutionary war to present times. 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Thermodynamics Lab Free Essays

Abstract: This report will show the acquired understanding of the refrigeration cycle by using first and second laws of thermodynamics. In order to analyze this system several assumptions where made such like an isentropic process at the compressor an isenthalpic expansion in the throttling valve. Diagrams will be provided to depict these thermodynamic processes in addition to computing the heat transferred to the system and the work input to the compressor. We will write a custom essay sample on Thermodynamics Lab or any similar topic only for you Order Now Table of Contents Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Table List †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Descriptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Calculation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Discussion. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 Appendix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 16 Objectives: The Refrigeration lab was conducted to gain a better understanding of the refrigeration cycle, Carnot cycle and to compare the ideal cycle. Also, determent the heat transfers by using the mass and energy balance. Introduction: The term â€Å"refrigeration† may be defined as the process of removing heat from a substance under controlled conditions. It also includes the process of reducing and maintaining the temperature of a body below the general temperature of its surroundings. In other words, the refrigeration means a continued extraction of heat from a body whose temperature is already below temperature of its surroundings. In this lab 1,1,1,2-Tetrafluoroethane (R-134a) was used as refrigerant. Since energy cannot be destroyed according to first law of thermodynamics. In a refrigerator, heat is virtually pumped from a lower temperature to a higher temperature. According to Clausius Statement of Second Law of Thermodynamics states that heat will not pass cold to hotter region without the aid of an external agency. Thus, process can only be performed with the aid of some external work. It is thus obvious that supply of power is regularly required to drive a refrigerator. Theoretically, a refrigerator is a reversed heat engine or a heat pump which pumps heat from a cold body and delivers it to a hot body. The substance, which works in a pump to extract heat from a cold body and to deliver it to a hot body, is known as refrigerant. Description of Refrigeration cycle description: Most commonly used refrigeration/heat pump cycle and involves the same four processes as a heat engine cycle but in the reverse order (i. e. evaporation – compression – condensation – expansion/throttling). Figure 1 gives a schematic representation of the four essential mechanical components in this cycle. Heat out 3 2 Condenser Throttle Work in Valve Evaporator Compressor 4 1 Heat in Figure 1: Refrigeration Cycle components Compressor: The compressor in a refrigeration system is essentially a pump. It is used to pump heat uphill from the cold side to the hot side of the system Condenser: The condenser or cooler consists of coils of pipe in which the high pressure and temperature vapour refrigerant is cooled and condensed. Expansion valve: As the high-pressure high temperature liquid refrigerant passes the throttling valve seating, its pressure and temperature drop to that of the evaporator. The drop in temperature is changed liquid phase to a mixture of low-pressure and temperature liquid and vapour enter the evaporator without any change in enthalpy Evaporator: The purpose of the evaporator is to remove unwanted heat from the product, via the liquid refrigerant 3 2 4 1 Superheating Sub-cooling Critical Point Liquid Pressure Enthalpy 3 2 4 1 Superheating Sub-cooling Critical Point Liquid Pressure Enthalpy Figure 2: Refrigeration cycle on pressure – enthalpy diagram. In cycle the refrigerant vapour is compressed to a higher temperature and pressure (12). The compressed vapour is then condensed isobarically which results in heat rejection to the surroundings (23). The next step is the adiabatic throttling of the refrigerant to the low temperature and pressure (34). The final step is where the refrigerant is evaporated at low temperature and pressure, which results in the absorption of heat from its surroundings (41). Theory /Analysis: Figure 3 According to first law of thermodynamics energy (heat, work), cannot destroyed but energy changing from one form to another. ?H+? Ke+? Pe=? Q+? W (1) (Balmer, 2011) Where H=enthalpy, K=kinetic energy, P= potential energy, Q= heat and W= work. In order to simplify the calculation for the energy balance, the following assumptions were made: – Kinetic and potential energy changes are negligible throughout the system So, ?H=? Q+? W – In a constant pressure for the condenser (work=0). The heat transfer of the condenser is the heat loss, in other words Q2-3 and is given by: Q2-3= m(h3-h2) – In a constant pressure for evaporator (work=0), he heat gain by the evaporator is equal to Q1-4 and is given by: Q4-1= m(h1-h4) – The work done by the compressor is the same as the work in the cycle and is given by: Q1-2= (h2-h1) – The power drawn by the compressor defined by the following equation: Power= Voltage ? Current ? Power Factor – Coefficient of performance is defined as: COP=Q4-1? Q2-3? -Q4-1 (2) (Balmer, 2011) -The heat transfer water can be calculated from the water flow rates and temperature changes using the following formula where Cp is specific heat capacity: Q= mCp ? T – Convective heat transfer occurs between the air and the refrigerant and this is can be calculated using the following: Qconv= hA (T? -TS) (3) (Balmer, 2011) Where to (h) is convective heat transfer coefficient =25, A= area Sample Calculations: mr=76mlmin ? 1L1000ml? 1m31000ml? 1 min60s= 0. 001505kgs mw, cond=11. 7Lhr? 1m31000L? 1 hr3600s =0. 00322kgs mw, evap=27. 5Lhr ? 1m31000L ? 1hr3600s=0. 00764kgs Q23, cond= 0. 001505kgs ? 83-300kJkg? 1000=-324. 5w Q14, evap= 0. 001505kgs? 260-83kJkg? 1000=266. w Qab, cond=0. 00322kgs? 4. 2kJkg. K ? 34. 9-16. 2K? 1000=253w Qcd, evap=0. 00764kgs? 4. 2kJkg. K ? 8. 4-16. 2K? 1000=-250. 2w W12 =-0. 001505kgs? 300-260kJkg? 1000= -60. 13w COPc=260-83kJkg300-260kJkg=4. 425 Pelectric compressor=228. 2V ? 0. 79A? 0. 75=135W Results: Heat transfer refrigerant| Heat transfer water| Q2-3 (W)| -326. 54| Q2-3(W)| 253. 07| Q3-4| 0| Q1-4 (W)| -250. 25| Q4-1 (W)| 266. 34| W1-2| -60. 129| COP| 4. 425| Area (m^2)| 0. 162| Q convective 2-3(w)| 8 7. 062| Q connective 4-1(w)| -41. 904| conv HTC of air (m^2*k)| 25| Total energy balance (w)| -12. 20984307| Carnot Refrigeration Cycle between to two pressure: Figure 4 A reversed Carnot cycle is shown on p-h diagrams in Figures respectively. The processes of the cycle are as follows: The refrigerant is compressed isentropically as shown by the curve 1-2 and 3-4 on p-h diagrams. During this process the T2 temperature of refrigerant decrees from. We know that during isentropic compression, no heat is absorbed or rejected. The refrigerant is now (compressed/ evaporated) isobarically (P2 = P3) and (P4=P3) as shown by the p-h. We know that the heat rejected in 2 to 3 and heat absorbed from 4 to 1. Result: Carnot cycle| kj/kg| h1| 278| h2| 300| h3| 118| h4| 83| COP| 8. 86| Ideal cycle: Fgure 5 A reversed ideal cycle is shown on p-h diagrams in Figures respectively. The processes of the cycle are as follows: Ideal cycle| h1| 250| h2| 275| h3| 100| h4| 100| COP| 6| The refrigerant is compressed isentropically as shown by the curve 1-2 . in the exit of the condenser the refrigerant is in a saturated liquid in curve 3-4 on p-h diagrams. After that refrigerant exit the evaporator in saturated vapour. In a isobarically process 4-1 as shown by the p-h Result: Discussion: It was seen in the refrigeration cycle; Carnot cycle and the Ideal cycle there are different coefficients of performance on refrigerant. If we look at COP formula the low heat is divided by the work in in this case where the refrigerant entered the compressor could significantly hinder the performance of this component by change (superheating). Also the refrigerant leaving the condenser will effect the COP (sup-cooling) . If we compare Carnot cycle to the actual cycle, in Carnot refrigerant super- heating has increased, which will increase the COP. In the other hand, in Ideal cycle the sub-cooling has decreased which the sub-cooling decrease the liquid during expansion to saturated liquid-vapour and increases the refrigerating performance, but by decreases the sub-heating in the evaporator exit from vapour to saturated vapour. Which in this case the COP decreased but it will be higher that the actual cycle. The heat transfer occur in the basic refrigeration cycle, by calculate the energy balance in the cycle. The sum of the energy will not be even close to zero and this violates the first law of thermodynamics. So, there is heat lost in the cycle according to the second law of thermodynamics, heat always flows from a material at a high temperature to a material at a low temperature. For heat to transfer there has to be a temperature difference between the two materials. This heat can be calculated by Convection is the transfer of heat from one place to a different location by circulating it with a fan or natural movement. Figure 6:Temperature vs. distance condenser Figure 7: Temperature vs. distance evaporator In figure 6 and 7 shows the heat exchange, in figure 6 the cold-water flow co-current with the hot refrigerant. With both entering the same end. This application will be useful to if we want a limited outlet temperature. It’s also useful to drop more quickly temperature because the large difference in the temperature. Where in figure 7 the hot-water flow countercurrent with the cold refrigerant the temperature is achievable by the cold stream can never exceed that of the hot steam. (Ulrich, 2004) Conclusion: This experiment was carried out in order to observe the properties and functions of a refrigeration cycle. With the properties of the refrigerant R134a at all the stages of the refrigeration cycle known, the heat transfer at the condenser and evaporator were calculated. The heat absorbed by the system (evaporator) was determined to be 16 w. The heat given off by the condenser was calculated to being -73. 46 w. The work done by the compressor was also calculated to being -60. 19 W. With this, the refrigeration performance of the cycle was calculated and was equal to 4. 42. Works Cited Balmer, R. T. (2011). Modren Engineering Themodynamics. Burlington, MA, USA: Acadimic Press. Richard M Felder, Ronald W. Rousseau. (2005). Elementary Preincipeles of Chemical Processes (Third ed. . Raleigh, NC: John Wiley Sons, Inc. Ulrich, G. D. (2004). Chemical Engineering Process Design and Economics. Durham, New Hampshire, USA: Process Publishing. Appendix: | bar| temp C| l/hr| kg/s| h (kj/kg)| Tatm| 18|   |   |   |   | High P| 9. 1|   |   |   |   | Low P| 3. 25| 3. 25|   |   |   | T2|   | 62. 1|   |   | 300| T3| à ‚  | 22. 7|   |   | 83| T1|   | 11. 7|   |   | 260| T4|   | 4|   |   |   | Water Tin|   | 16. 2|   |   |   | Water Cond T out|   | 34. 9|   |   |   | Water Evap T out|   | 8. 4|   |   |   | Ref Flow rate|   |   | 76| 0. 0015048|   | Water Con flow rate|   |   | 11. 6| 0. 003222222|   | Water evap flow rate|   |   | 27. 5| 0. 007638889|   | Voltage|   | How to cite Thermodynamics Lab, Papers Thermodynamics Lab Free Essays Mark powers Period 2 C physics March 17 Thermodynamics lab I. The purpose of this experiment is to keep a certain amount of water as hot as possible for as long as possible. We also get to use whatever materials we want as long as our product is or is smaller than 20cm. We will write a custom essay sample on Thermodynamics Lab or any similar topic only for you Order Now II. For my project I used Styrofoam, tinfoil, insulation, silicone, and a cork. I used the Styrofoam as a box to put the can in and the Styrofoam also acts as a thermal insulation. I used the tin foil because it serves as an insulator and keeps the radiant heat inside the box. Next I used insulation, which does what its name is, it keeps whatever inside of it insulated or prevents convection. I used silicone to block off the holes from the Styrofoam to make a good box for the heat to stay in. finally I used a cork on the top of my can to have the smallest hole for the heat to escape it. III. For this experiment I used Styrofoam, tinfoil, insulation, silicone, and a cork. I also need a thermometer to measure the change in temperature of the water during the course of the experiment. IV. First I cut out Styrofoam to the appropriate lengths and made sure it wasn’t over the 20 cm limit. I then covered the Styrofoam with tin foil and sealed off all the cracks on the inside with silicone. After that I put insulation on the whole inside of the box with enough room to put the can in on the inside. I finally added a cork on the top of the can to make the smallest opening so that the heat had little room to escape to conclude my project. Time| Temperature (C °)| 0 minutes| | 20 minutes| | V. Data VI. 1. I think the most important type of the 3 types of energy transfer that we had to minimize was convection because convection is heat transfer via heating surrounding fluid and then the fluid moves. 2. The sun doesn’t heat us through convection or conduction because for heat to heat through conduction it need to be touching it and we don’t touch the sun, and for conduction is heat transfer via heating surrounding fluid and then the fluid moves but us humans are solids, not liquids. . Mammals that live in cold climates and cold water insulate themselves with their fur and being cold blooded. The mammals that don’t live in water use their fur as an insulator to keep their warm air inside them and keep the cold air outside, and the cold-water mammals usually are cold blooded so that their temperature doesn’t really change with the cold conditions that they are around all the time. VII. How to cite Thermodynamics Lab, Papers

Effect of Money and Other Rewards in Organization

Question: Discuss about theEffect of Money and Other Rewards in Organization. Answer: Introduction Rewards are one of the most effective options in motivating employees for their potential work in the organization (Aktar, Sachu and Ali 2012). Moreover, a motivated employee is a valuable asset for organizations. However, it just does not include only monetary benefits, it rather include some other non-financial benefits. Moreover, rewards that are required to motivate employee include two types of benefits such as intrinsic and the extrinsic (Aktar, Sachu and Ali 2012). Further, extrinsic benefits include basic salary package of the employee whereas intrinsic benefits include all the internal recognition given to an employee. Moreover, intrinsic reward may include internal recognition on some achievement, encouraging thoughts sharing with employees, distribution of awards for different achievements (Fang, Gerhart and Ledford Jr 2013). Nevertheless, these monetary and non-financial benefits can never guarantee of producing a flawless output from employees. Moreover, some employees a re not motivated for these monetary and non-financial benefits, as they tend to be in a state of stagnancy. In the present time, the organizational realities of the past do not find its existence across the globe. Moreover, the fundamental of organizational behaviour have taken a drastic shifting to the monetary benefits (Aktar, Sachu and Ali 2012). It is an undeniable fact that majority of employees have their prime target set on the monetary benefits. They always look for a better salary offering. Moreover, a better salary offering creates a sense of importance in them towards the organization. However, once they step into the organization, the reality of their image appears in their performance. They tend to perform just for the sake of meeting with the set targets to avoid any sort of hampering to their monthly salary. However, few employees are there who have dedicated their effort in fulfilling the desire of the Company with no significant concern for the monetary benefits. Moreover, there primary target is to achieve the desired mission and vision of the organization. However, they are in rare number and the competition picture in the market very well illustrates the findings. In a particular segment of the market, there are only few notable giant companies. Further, not all the companies are performing at an equivalent level. The outright performance of some notable companies in the Smartphone sector clearly illustrates the findings. Various companies are offering Smartphones but only fey have notable position in the market. Nonetheless, IPhone, Samsung, Sony, LG, Motorola, HTC, Lenovo, and Nokia are the few names in this context. However, there are thousands of companies, which are manufacturing Smartphones but they have not succeeded in leaving any significant impression on the customers (Aguinis, Joo and Gottfredson 2013). Those who are leading companies, their employees have their primary target set on achieving the goal. Moreover, a quick scuffling of employees from one company to another does hamper the project and the objective of the organization (Eslami and Gharakhani 2012). However, it is not a deniable point that big companies such as Apple, Samsung and many more have lesser rate of attrition in their organization. It is an undeniable fact that effectiveness of skilled employees is likely to be affected if they are not motivated for their performance (Young, Beckman and Baker 2012). In this context, the Theory of Expectancy suggests that employees need to be motivated when they perceive the linkage of their performance with the monetary and the non-financial rewards (Aktar, Sachu and Ali 2012). The Contingency Theory suggests that conflicts are inescapable, but it is manageable (Rajhans 2012). Nevertheless, this theory support the fact that conflicts in the organization in between the management and the employees for any valuable reason are unstoppable, it is rather bound to happen. Moreover, The Contingency Theory highlights one of the most basic problems, which an organization could face. However, the Theory of Expectancy tries to provide some effective solution from the organizational problem such as rewarding employees on their performance. There are some issues at the work place, which are conflicting with the fundamentals of organizational behaviours such as Employee issues, team problem and many more (Rajhans 2012). Nevertheless, rewarding employees on their performance by means of different intrinsic and extrinsic benefits has its relation with one of the issues highlighted in the organizational context (Aktar, Sachu and Ali 2012). However, unfair behaviour in distributing incentives to the employees might hamper the entire team by encouraging them for a conflict in between the employees and the management (Dobre 2013). Having conversation with such employees might also not produce the desired objective as employees are sometime very confined and hesitate to reveal their inner truth in front of the management. Further, this indeed is not a very healthy move in favour of both the employee and its existing organization. However, the risen issues can be managed with some alternative ways and in this regard; rewarding e mployees for their performance represent the alternative step of the organization (Rajhans 2012). There are some other non-financial benefits, which might uplift the lost morale of employees such as rewarding them on their achievement with some congratulatory words, circulating a mail inside the organization for congratulating the identified achievement (Agwu 2013). However, this also has few limitations as different employees have different perception for benefits. To some the monetary benefit is everything but some are also there to whom the recognition in the organization matter the most. Nevertheless, all the monetary and the non-financial benefits can never guarantee of a motivated approach from employees (Erbasi and Arat 2012). Moreover, theses are important ways, which organization can opt for incepting motivation into employees. However, these are not the ultimate options for incepting motivation into employees. Examples of numerous Smartphone companies who are yet to prove their significant position in the market, do well illustrates the truth of financial and non-financ ial benefits in organizations. The potentiality of monetary benefits such as incentive has proved its supremacy in bringing the changes in physical output of many companies (Chiang and Birtch 2012). However, to identify the right person to reward with the incentives is of utmost requirement. Statistics on employees performance might vary with the real picture inside the organization as some employees have potential in them to prove their calibre but not aware of ways to explore the same (Newman and Sheikh 2012). Moreover, to identify the deserving employee for the monetary benefits is of utmost importance for an organizational success. It is indeed very tough to identify those potential employees and find the best suitable ways to motivate them. Further, incentives are given on performance basis and those employees are yet to deliver their productivity. This is a challenging task for the management to find out the best possible solution to reward unidentified potential employees and fetch the potential contributio n from them (Byron and Khazanchi 2012). A recent example on the output of the incentive payment to the employees very well justify the fact that monetary benefits can never alone motivate employees for their responsibilities. In California and New Jersey, 38 customers visited to the 27 Sears repair shops, which produced 34 cases of unnecessary repairs. Moreover, the chairperson of the Sears stated that the incentives and sales goal oriented programs developed such an environment, which gave birth to mistakes. Moreover, it resulted in such a huge fault repairing service given to customers. The repair shop employees have been awarded with incentives for producing strong repairs to customers. As a result, for the instance, the chairperson of the Sears Company changed its incentive modes to the quality employees. Moreover, from now onwards, only the quality works would attract the defined incentives. The fact that incentives and bonuses work for the managers in the organization does not necessarily hold true in case of its emp loyees (Choi, Cheong and Feinberg 2012). Moreover, managers are very much aware of their task whereas employees because of their negligence for various reasons are not often close to the objective of the project. Various reasons that compel employees for their negligence behaviour in organization can be anything such as insufficient salary packages, no bonuses and other non-financial rewards (Malik, Butt and Choi 2015). Financial incentives play a significant role in motivating employees across organizations. However, relying heavily on the incentive program is not a safe and productive plan (Datta 2012). The heavily reliance on the money incentives given to employees may also lead to a consequence, which the Company had never imagined. The example of Google Company in this context is very valuable, which represents a clear picture about the correct execution of the motivational program. The Google Company is no longer distributing founder awards; they are rather confined to some executive awards. Designing the correct program for the incentives distribution is of utmost requirement (Cho and Perry 2012). Many small organizations do not have a plan to implement the incentive program in the best suitable way. Example of Sears company very well help in finding out the hidden part behind the incentive program. However, the incentive program cannot alone predict the success for the organizations. Quality production with sheer potential work from employees is of utmost requirement for an organization. It is rather more important than the monetary benefits. However, to ensure quality work from employees is a challenging task, which cannot just happen with some smaller events. It is rather a gradual development of strategic plan, which help the organization in achieving the desired quality production (Fang, Gerhart and Ledford Jr 2013). The theory of expectancy suggests that employees need to be motivated when they perceive the necessity of the same (Aktar, Sachu and Ali 2012). However, employees have different trends elated to the intrinsic and the extrinsic benefits in organization. Some employees are there to whom intrinsic benefits are more important than the monetary benefits. Moreover, these are managerial post, which is focussed on project rather than on monetary benefits only. However, in case of employees, monetary benefits keep the utmost significance. Further, it is an undeniable fact that money can never guarantee of a quality production as cited in the example of Sears Company, which gave incentives to its employees not for the quality production but for the repairing cases they handled (Ojo 2012). Moreover, an unanalysed step produced an unexpected result for the Sears Company in California and New Jersey. Moreover, this indeed give a solid support in favour the fact that monetary benefits cannot alone guarantee of quality performance in organization. The theory of expectance does not find a strong foothold in modern era of industries. Nevertheless, monetary benefits are a significant tool to motivate employees for exploring their potential skills. However, this has several limitations as depicted in the examples of the Sears and the Google Company. Both the companies had to change their mode of operations related to the employees motivation. The theory of expectancy does produce a picture, which can be a part of organizational practices in order to bring some improved performance but a heavily reliance on this, is not advisable (Cerasoli, Nicklin and Ford 2014). Moreover, to ensure quality production, various other parameters are there that are more effective than the monetary benefits. Ensuring safety and security of employees, providing cooperative working environment and the management are some of the most effective ways that could improve the quality of production. Employees working in those countries, which are always at danger, are more susceptible to a conservative approach towards their work responsibilities (Linz and Semykina 2012). Moreover, they do not find a cooperative environment where they could actually justify their presence in the Company. The feeling of losing lives at any point in time has contributed in their less than potential performance in such countries. Countries such as Syria, Afghanistan, Taliban and many more have less number of foreign employees than the other parts of world. Countries such as the United States, the United Kingdom, the Middle East Countries and many more have more offshore drives for jobs. This clearly gives a picture that the threat, which is underlying in countries such as Afghanistan, Syria, Taliban and many more, have caused as a retarding force to the offshore drives in the Country. Nevertheless, an employee participation in organization depend on various factors such as job satisfaction, coopera tive environment, good salary packages, cooperative management, financial and non-financial benefits and many more (Amah and Ahiauzu 2013). Moreover, this is not dependent on a single factor, which produces a strong supportive evidence in favour of the fact that monetary benefits cannot alone guarantee for a quality production. Monetary and other financial benefits given to employees are important as they add probability to the production of some notable performance in organizations. However, these benefits are less important than other benefits such as safe and secure working environment, cooperative work environment and the management. Moreover, safety is the first requirement, which comes into picture by the time when employees are incepted in organization. Further, a safe and secure environment constructs supportive perspectives of employees towards the organization. Moreover, this help in winning employees faith on the organization. Nevertheless, in association to this, the cooperative working environment and the management do produce an effective result in the organizational performance. Monetary and other financial benefits can never ensure the potential output from employees. On contrary to this, it can only produce some significant differences in the organizational performances. Further, relying he avily on the monetary benefits might also hamper the organizational performance as it is revealed from the example of the Sears and the Google Company. The Sears Company suffered a lot due to throwing incentives on large number of selling. It eventually produced not less than 34 cases of repairs across its various repairing shops in California and New Jersey. The removal of founder award with the executive award does produce the conservative approach of the Google Company towards the monetary and other financial rewards. Nevertheless, monetary and other financial rewards are the part of an organizational fundamentals but it has its own limitations, which can never be denied. Some part of recommendation is for the application of expectancy theory in the present organizational practices. Moreover, relying heavily on the monetary benefits is not advisable rather it needs to be a part of organizational fundamentals. It needs to be executed as per a proper plan to achieve the maximum result. Nevertheless, following the footsteps of the Sears Company, organizations can achieve better results with monetary benefits. Further, the inception of The Contingency Theory in the organization is best preferred for the fact that problems are acceptable but these are also manageable. Moreover, management need to analyse their performer who have contributed in the improved performance of the organization. Further, they need to maintain a balance in between all the team members. Employees should be rewarded based on their performance with various intrinsic and extrinsic benefits. However, unfair distribution of incentives should not be in the practice and to achieve this, a transparent management is of utmost requirement. Moreover, a transparent management would maintain balance behaviour in between the employees. Nevertheless, a careful observation of employees performance is of utmost importance to the present organizational fundamentals. References Aguinis, H., Joo, H. and Gottfredson, R.K., 2013. What monetary rewards can and cannot do: How to show employees the money.Business Horizons,56(2), pp.241-249. 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The effect of financial and non-financial incentives on job satisfaction: An examination of food chain premises in Turkey.International Business Research,5(10), p.136. Eslami, J. and Gharakhani, D., 2012. Organizational commitment and job satisfaction.ARPN Journal of Science and Technology,2(2), pp.85-91. Fang, M., Gerhart, B. and Ledford Jr, G.E., 2013. Negative effects of extrinsic rewards on intrinsic motivation: more smoke than fire.World at work journal,22(2), pp.17-29. Linz, S.J. and Semykina, A., 2012. What makes workers happy? Anticipated rewards and job satisfaction.Industrial Relations: A Journal of Economy and Society,51(4), pp.811-844. Malik, M.A.R., Butt, A.N. and Choi, J.N., 2015. Rewards and employee creative performance: Moderating effects of creative self?efficacy, reward importance, and locus of control.Journal of Organizational Behavior,36(1), pp.59-74. Newman, A. and Sheikh, A.Z., 2012. Organizational rewards and employee commitment: a Chinese study.Journal of Managerial Psychology,27(1), pp.71-89. Ojo, O., 2012. Influence of organizational culture on employee work behavior.International Journal of Contemporary Business Studies,3(11), pp.46-57. Rajhans, K., 2012. Effective organizational communication: A key to employee motivation and performance.Interscience Management Review,2(2), pp.81-85. Young, G.J., Beckman, H. and Baker, E., 2012. Financial incentives, professional values and performance: A study of pay?for?performance in a professional organization.Journal of Organizational Behavior,33(7), pp.964-983.