The Scientific Reasoning Behind Seatbelts - 509 Words

Motion is how everything in the universe moves, movement of the solar system never stops and is constantly moving but at a very slow speed. There are three laws in motion that explain movement, they are the Newton’s three laws of motion named after Isaac Newton. The Newton’s first law states that an object that is a rest will stay at rest unless an outside force is acted upon it and an object that is in motion will stay in motion unless an outside force is acted upon it. This is also called as â€Å"inertia†, which means the property of an object to restrict its motion. Examples of inertia would be when a car is driving at a constant speed and instantly stops the person will fall forward if there is no seatbelt. The seatbelt is a safety device that is commonly found on car seats and aircraft seats, it is made from strong durable materials such as fabric, nylon or polyester. Cars that are manufactured are required to have seatbelts due to road safety laws. The law was introduced in the 1970s, it was shown that having seatbelts reduced the amount of road deaths. The seatbelt was invented by George Cayley in the 1800’s, the seatbelt appeared on planes in the 1900’s but was later developed to a three point seatbelt by Nils Bohlin. The purpose of seatbelts is to save lives during a sudden stop of movement. The seatbelt was designed to restrain the person from forward motion that may occur in a collision or a sudden stop. Wearing a seatbelt is the simplest way to reduce death orShow MoreRelatedThe Scientific Revolution And Enlightenment1267 Words   |  6 PagesThe Scientific Revolution and Enlightenment, which spanned from the late 1500’s to 1700’s, shaped today’s modern world through disregarding past information and seeking answers on their own through the scientific method and other techniques created during the Enlightenment. Newton’s ‘Philsophiae Naturalis Principia Mathematica’ and Diderot’s Encyclopedia were both composed of characteristics that developed this time period through the desire to understand all life, humans are capable of understandingRead MoreLogical Reasoning189930 Words   |  760 Pagesupdated: April 26, 2016 Logical Reasoning Bradley H. Dowden Philosophy Department California State University Sacramento Sacramento, CA 95819 USA ii iii Preface Copyright  © 2011-14 by Bradley H. Dowden This book Logical Reasoning by Bradley H. Dowden is licensed under a Creative Commons AttributionNonCommercial-NoDerivs 3.0 Unported License. That is, you are free to share, copy, distribute, store, and transmit all or any part of the work under the following conditions:Read More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 PagesMore than 80 new examples and more than 180 new exercises that use data from current journals and newspapers are included. In addition, more of the exercises speciï ¬ cally ask students to write (for example, by requiring students to explain their reasoning, interpret results, and comment on important features of an analysis). Examples and exercises that make use of data sets that can be accessed online from the text website are designated by an icon in the text, as are examples that are further illustratedRead MoreCoaching Salespeople Into Sales Champions110684 Words   |  443 Pagesface-to-face meeting and instead ï ¬ nd themselves supporting, coaching, and managing their people over the telephone. Developing and strengthening your telephone coaching skills becomes essential to leveraging your competitive edge or youâ €™re bound to get left behind. Top leaders know that in order for their people to live their fullest potential every day, they need someone in their corner supporting them throughout the process. As such, a growing need for a proven, long-term solution that can be rapidly deployed

Change Initiative Free Essays

Change Initiative George Tautz Grand Canyon University Organizational Development Change MGT 623 Dr. Kensler March 17, 2010 Change Initiative Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. We will write a custom essay sample on Change Initiative or any similar topic only for you Order Now In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will â€Å"look† like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an implicit expectation to prepare for the advent of resistance and it consequences. A change agent’s tool box should contain a number of strategies which will support the process of change. Defining and re-defining the end result as well as the change process itself is a useful exercise in that clarity eventually overcomes obscure, poorly orchestrated attempts at invoking change. This paper will propose a change initiative designed for LC- an organization referenced previously in part I of a continuing anthology of LC’s attempts at facing change. Resistance to change will be examined within the context of how certain attributes of any successful change process operate to support or derail attempts at managing a successful change initiative. Managing change requires a vision which supports a renewal process (Moran Brightman, 2001). Change doesn’t (or shouldn’t) occur for the sake of change. The stress which change places upon an organization isn’t likely to justify the price in terms of its effect on the people which make up the organization. Rather, change should be gauged in terms of its resultant ability to adapt to the needs of the organization’s external and internal customers (Burke, 2002). This should serve as the premise for any organizational change initiative. It is, therefore, the basis for any vision attributable to recognizing that the needs of an organization’s constituents is not being served or met. In practice, such a realization not only forms the basis for a vision of change, but also incites and solicits aberrant behavioral reactions by employees who are responsible for its implementation. Research and anecdotal examples support the fact that an initiative’s success or failure ultimately relies upon whether or not employees get in back of an initiative or stand in its way (Scheck Kinicki, 2000). As mentioned, employee resistance is an integral component of a scenario for failure if not managed appropriately. Rampant cynicism portends what could ultimately become an abbreviated attempt at change. Symptomatic responses to resistance include withdrawal as well as decrements in performance criteria (Weeks, Roberts, Chonko, Jones, 2004). Resistance does not necessarily have to be exclusively negative. However, it needs to be planned for and managed upon presentation. Whatever change is envisioned for LC, there must also be a strategy for harnessing employee reactions of uncertainty and control loss. In the case of LC, the precise vision of what the final outcome of change should be must be tempered by alternative strategies necessary to address resistance. In LC’s case, the vision is to become a more responsive organization able to adapt faster to environmental changes. A change in priorities coupled with an extinction of misdirected goals and objectives will require LC to utilize the coalition of support described previously in tandem with the overall goal of reviving the organization’s viability. Trusting management is an important component to the change process. If change is not managed well, employees will inevitably mistrust management. This leads to anger as well as cognitive resistance which is questioning the very need for change in the first place. Interestingly enough, too much poor quality information results in an overall exacerbation of resistance linked symptomology (Allen, Jimmieson, Bordia, Irmer, 2007). The perceived quality of information offered greater chances for a successful initiative. This is more or less intuitive. So then, what is the best way to provide good quality information? Fortunately for LC, the mechanism is already in place. The coalition set up for LC will serve an instrumental role in developing, analyzing, and disseminating information to the rank and file employees at LC. However, it should be pointed out that the initial selection of coalition team members may prove to be one of the most important aspects of the change initiative. Poorly selected, unqualified or otherwise circumspect individuals who â€Å"leech† their way onto a planning and implementation team such as this one, tend to force more attention onto their own needs rather than on the needs of the organization. A further refinement is in order, however. What must be understood is the observation that employees tend to react differently to quality information based on its source. The reason for this apparent discordant phenomenon has to do with employees perceiving communications emanating from senior management as one way- not two way. One way communication channels do not allow the employee to ask questions. Two way channels offer two way communication. Therefore, the most ideal make up of the coalition team should be senior management as well as supervisors. Proceeding further, it should also be understood that the overall make up of the coalition should consist of experts contributing information appropriate to their expertise. Certainly, a coalition of change agents in a hospital setting, for example, would not do well if we included the landscaping staff whose contribution would be marginal at best to a positive outcome relating to decreasing mortality rates within the institution. In conclusion, trust in management is one of the most important contributing factors when considering the likelihood of resistance to change. To enhance trust, management should form a coalition of experts as well as line supervisors for the purpose of putting forth accurate information. The strategic initiative for LC is to promote a change in how the organization conducts its business. Sweeping changes are proposed which will resonate within all areas of the organization. Immunity from inclusion is unlikely even for the most obscure, entrenched employee. Change will re-define how LC presents its service delivery model to both internal and external clients. In order to garner support for change, LC must communicate to the employees what is being done and why. The company must offer an opportunity for a two way dialogue in order to circumvent employee cynicism. There are specific well orchestrated reasons for selecting the various team members. For example, all the major operations divisions should be represented since whatever is implemented will have far reaching effects on every division of the organization. The change initiative will determine how each division is accountable to the overall mission of the organization. Developing a vision for change is an important step for the change agent to engage in. Without clarity, it is unlikely that change will occur successfully. References Allen, J. , Jimmieson, N. L. , Bordia, P. , Irmer, B. E. (2007). Uncertainty during organizational change: Managing perceptions through communication. Journal of Change Management, 7(2), 187-210. Burke, W. (2002). Organization Change: Theory and practice. Thousand Oaks, CA: Sage. Moran, J. W. , Brightman, B. K. (2001). Leading organizational change. Career Development International, 6(2), 111-118. Scheck, C. L. , Kinicki, A. J. (2000). Identifying antecedents of coping with an organizational acquisition: A structural assessment. Journal of Organizational Behavior, 21, 627-648. Weeks, W. A. , Roberts, J. , Chonko, L. B. , Jones, E. (2004). Individual readiness for change, individual fear of change, and sales manager performance: An empirical investigation. Journal of Personal Selling and Sales Management, 24, 7-17. How to cite Change Initiative, Papers

Importance of Carbohydrates in living organisms free essay sample

Carbohydrates contain carbon, hydrogen and oxygen in the ratio of 1. 2. 1.. There are many different types of carbohydrate, all of which are useful to living organisms. The most important carbohydrate is probable glucose. Glucose is a monosaccharide and is the monomer unit which makes up more complex polysaccharides. Two glucose molecules can be joined in a condensation reaction, whereby water is removed, for example to produce maltose, a disaccharide. The bond between the glucose molecules is a ? 1-4 glycosidic bond. Glucose is also soluble, a reducing sugar and the blood sugar of mammals. It is respired to produce ATP (adenosine triphosphate, a chemical energy store) and is therefore required for growth. During glycolysis, a process which occurs in the cytoplasm and generates 2 ATP, glucose is phosphorylated to produce a 6 carbon phophorylated sugar. Glucose is essential for respiration and therefore essential for ATP production. ATP is required for various activities, for example active transport systems such as glucose reabsorption in the kidney, or muscle contraction. We will write a custom essay sample on Importance of Carbohydrates in living organisms or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page There are two other monosaccharides: fructose and lactose. Fructose is found in sperm and in fruits, to make them more attractive to animals. Lactose is found in the milk of mammals and is an important energy supply for their young. These monosaccharides also help to build disaccharides. Glucose and fructose join together to form sucrose and glucose and lactose join to form galactose. Sucrose is the major transport carbohydrate of green plants. It is transported in the phloem by translocation. It is formed in the leaves by photosynthesis. The Calvin cycle (the light independent reactions) which takes place in the stroma produces glucose, which in turn is changed into sucrose. Complex carbohydrates (polysaccharides) are produced from glucose, monomers. Cellulose, for example, is a long chain of glucose units (about 3000 units). Each unit is joined to the next by a ? 1- glycosidic bond. About 2000 cellulose chains are packed into cellulose fibres which make up plants’ cell walls. Cellulose, therefore, is major structural carbohydrate of green plants. The cell wall containing cellulose provides support in herbaceous plants and when impregnated with lignin it acts as a water proofing layer and provides great strength. Starch is another polysaccharide of green plants, it is their storage carbohydrate. Starch is made up of amylose and amylopectin. Amylose is a long chain of glucose monomers, joined by ? 1-4 glycosidic bonds whereas amylopectin is made up of shorter branched chains of glucose monomers. Starch is stored in chloroplasts as starch grains. It is used, in green plants, as the carbohydrate which respired to produce energy. It enters into glycolysis in the cytoplasm, in place of glucose. Therefore starch is extremely important for green plants because it is essential for ATP production. In green plants, ATP is used in the Calvin cycle, to help turn glycerate-3-phosphate into glyceraldehyde-3-phosphate and to help turn this back to ribulose bisphosphate. Glycogen is a third polysaccharide, it is the storage carbohydrate of animals. Glycogen is formed from glucose in the liver cells, under the influence of the hormone insulin. This process is called glycogenesis. Glycogen is a n energy store and if blood sugar levels fall too low (for example during periods of dieting or fasting) it is turned back into glucose. This is called glycogenolysis and is influenced by the hormone glucagon. Glycogen, therefore, is important in homeostasis, the maintaining of a constant internal environment. In conclusion, carbohydrates are extremely important to all living organisms and without them these organisms would die.