Environmental issues in China and the role of government Essay

Environmental issues in China and the role of government - Essay Example From this book, we can learn that the Chinese government is reluctant to reduce the rate at which its companies are engaging in manufacturing and other forms of production. This is because these companies contribute to the development of the Chinese economy, reducing their operations will lead to a fall of its economies. It is on this basis, that the Chinese foreign policy is formed. This source is important in explaining the source and origin of Chinese environmental problems. This source is very useful because it analyzes the various government policies in regard to industrialization and environment. However, there are some biases in this source. The bias emanates from the notion that it is the Chinese government that encourages environmental destruction through its internal and foreign policies which are meant to protect their companies. These companies are the main sources of carbon emissions in the air. To counteract this bias, I am going to look for a book that identifies some achievements of Chinese companies, and their environmental policies. Economy, Elizabeth. The river runs black: the environmental challenge to China’s future.Ithaca: Cornell University Press, 2004. Print. The book explains the various environmental challenges that China faces. This book explains the role of invasive plant pathogens in causing an environmental disaster in China. This book also explains the role of Chinese large population in creating environmental problems in China, and the one child policy that the government of China initiated to solve the problem under consideration. It also addresses water pollution, and its impact on the Chinese people. This book explains in detail the various policies of the Chinese government in tackling environmental degradation. It analyzes these policies, with the intention of finding out whether they are effective or not. This book tries to give a prediction of the Chinese environment in the coming years, and the prediction is on the negative. That is the Chinese environment will be heavily polluted. This book is useful because it identifies the various factors that lead to environmental degradation in China. It also explains in depth the various policies that the Chinese government has initiated for purposes of tackling environmental pollution. However, this book has a bias. Its main bias is that it fails to recognize the efficiency of some Chinese policies in tackling environmental pollution. To counteract this bias, I will have to look for a book that identifies and explains the successes of the various Chinese policies on the environment. Marks, Robert. China: its environment and history. Lanham, Md.: Rowman & Littlefield, 2012. Print. This book identifies the historical evolution of China, and the various methods that guide the Chinese government into formulating policies. Of major concern in this book, is its identity of the Chinese industrial economy. One major theme identified is the role of industries in the destruction of the environment. However, this book identifies the various policies of these industrial companies, and how they help to solve the problems of environmental pollution that emanates from them. This book identifies the role of the environmental civil societies in promoting effort to conserve the environment. This book denotes that these efforts are successful, and the government usually implements policies that are lobbied by these groups. The government usually conducts checks to identify if the policies they have

Financial Derivative Literature review Example | Topics and Well Written Essays - 750 words - 1

Financial Derivative - Literature review Example Experts state that market reactions are caused due to market reactions (Blanco, Brennan and Marsh, 2005). It is expected that default rates on bonds are possible due to market volatility, and as a result the cost of protection gets inflated on the bond values. The credit derivative markets during such a period had overreacted causing a contagion effect. The close relationship existing between the bond and CDS paves way towards the issue of estimating which market has the lead in the price discovery (Hull, Predescu and White, 2004). If the CDS market is leading, then it is expected that the bond market would adjust itself. In case, if the bond market is leading then the CDS market would simply follow the suit. Most researchers have opined that the impact of CDS upon the bond market is higher than that of the bond market upon the CDS. Innovations which occur in the CDS market are seen to spill over to the bond market. However, changes in the bond market impacts the CDS market in a much slower manner (Longstaff, Mithal and Neis, 2005). Nevertheless, during the crisis scenario it is seen that the influence of the CDS market upon the bond values is significantly slow and lees powerful as other market situations also impact the movement of the bond values. The relation between the two markets can be ascertained using statistical measures (Zhang, H. Zhou and H. Zhu, 2009). The main objective of the CDS derivative instrument is to cover the investor’s loss if the borrower fails to repay. Hence, both CDS and the bond depend upon the same determinants which are the probability of default on behalf of the borrower, the expected rate of recovery and the factors of risk aversion (Lipton and Sepp, 2009). Although the bond and the CDS market are interrelated deeply, their spreads are never the same. This can be understood through the statistical analysis of the spread. In a portfolio

IKEA’s Global Sourcing Challenge Essay Example for Free

IKEA’s Global Sourcing Challenge Essay Indian Rugs and Child Labor (A) In May 1995, Marianne Barner faced a tough decision. After just two years with IKEA, the world’s largest furniture retailer, and less than a year into her job as business area manager for carpets, she was faced with the decision of cutting off one of the company’s major suppliers of Indian rugs. While such a move would disrupt supply and affect sales, she found the reasons to do so quite compelling. A German TV station had just broadcast an investigative report naming the supplier as one that used child labor in the production of rugs made for IKEA. What frustrated Barner was that, like all other IKEA suppliers, this large, well-regarded company had recently signed an addendum to its supply contract explicitly forbidding the use of child labor on pain of termination. Even more difficult than this short-term decision was the long-term action Barner knew IKEA must take on this issue. On one hand, she was being urged to sign up to an industry-wide response to growing concerns about the use of child labor in the Indian carpet industry. A recently formed partnership of manufacturers, importers, retailers, and Indian nongovernmental organizations (NGOs) was proposing to issue and monitor the use of â€Å"Rugmark,† a label to be put on carpets certifying that they were made without child labor. Simultaneously, Barner had been conversing with people at the Swedish Save the Children organization who were urging IKEA to ensure that its response to the situation was â€Å"in the best interest of the child†Ã¢â‚¬â€whatever that might imply. Finally, there were some who wondered if IKEA should not just leave this hornet’s nest. Indian rugs accounted for a tiny part of IKEA’s turnover, and to these observers, the time, cost, and reputation risk posed by continuing this product line seemed not worth the profit potential. The Birth and Maturing of a Global Company1   Certain details have been disguised. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2006 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. Working out of the family kitchen, he sold goods such as fountain pens, cigarette lighters, and binders he purchased from low-priced sources and then advertised in a newsletter to local shopkeepers. When Kamprad matched his competitors by adding furniture to his newsletter in 1948, the immediate success of the new line led him to give up the small items. In 1951, to reduce product returns, he opened a display store in  nearby Älmhult village to allow customers to inspect products before buying. It was an immediate success, with customers traveling seven hours from the capital Stockholm by train to visit. Based on the store’s success, IKEA stopped accepting mail orders. Later Kamprad reflected, â€Å"The basis of the modern IKEA concept was created [at this time] and in principle it still applies. First and foremost, we use a catalog to tempt people to visit an exhibition, which today is our store. . . . Then, catalog in hand, customers can see simple interiors for themselves, touch the furniture they want to buy and then write out an order.†2 As Kamprad developed and refined his furniture retailing business model he became increasingly frustrated with the way a tightly knit cartel of furniture manufacturers controlled the Swedish industry to keep prices high. He began to view the situation not just as a business opportunity but also as an unacceptable social problem that he wanted to correct. Foreshadowing a vision for IKEA that would later be articulated as â€Å"creating a better life for the many people,† he wrote: â€Å"A disproportionately large part of all resources is used to satisfy a small part of the population. . . . IKEA’s aim is to change this situation. We shall offer a wide range of home furnishing items of good design and function at prices so low that the majority of people can afford to buy them. . . . We have great ambitions.†3 The small newsletter soon expanded into a full catalog. The 1953 issue introduced what would become another key IKEA feature: self-assembled furniture. Instead of buying complete pieces of furniture, customers bought them in flat packages and put them together themselves at home. Soon, the â€Å"knockdown† concept was fully systemized, saving transport and storage costs. In typical fashion, Kamprad turned the savings into still lower prices for his customers, gaining an even larger following among young postwar householders looking for well-designed but inexpensive furniture. Between 1953 and 1955, the company’s sales doubled from SEK 3 million to SEK 6 million.4 Managing Suppliers: Developing Sourcing Principles As its sales took off in the late 1950s, IKEA’s radically new concepts began to encounter stiff opposition from Sweden’s large furniture retailers. So  threatened were they that when IKEA began exhibiting at trade fairs, they colluded to stop the company from taking orders at the fairs and eventually even from showing its prices. The cartel also pressured manufacturers not to sell to IKEA, and the few that continued to do so often made their deliveries at night in unmarked vans. Unable to meet demand with such constrained local supply, Kamprad was forced to look abroad for new sources. In 1961, he contracted with several furniture factories in Poland, a country still in the Communist eastern bloc. To assure quality output and reliable delivery, IKEA brought its knowhow, taught its processes, and even provided machinery to the new suppliers, revitalizing Poland’s furniture industry as it did so. Poland soon became IKEA’s largest source and, to Kamprad’s delight, at much lower costs—once again allowing him to reduce his prices. Following its success in Poland, IKEA adopted a general procurement principle that it should not own its means of production but should seek to develop close ties by supporting its suppliers in a long-term relationship.a Beyond supply contracts and technology transfer, the relationship led IKEA to make loans to its suppliers at reasonable rates, repayable through future shipments. â€Å"Our objective is to develop long-term business partners,† explained a senior purchasing manager. â€Å"We commit to doing a ll we can to keep them competitive—as long as they remain equally committed to us. We are in this for the long run.† Although the relationship between IKEA and its suppliers was often described as one of mutual dependency, suppliers also knew that they had to remain competitive to keep their contract. From the outset they understood that if a more cost-effective alternative appeared, IKEA would try to help them respond, but if they could not do so, it would move production. In its constant quest to lower prices, the company developed an unusual way of  identifying new sources. As a veteran IKEA manager explained: â€Å"We do not buy products from our suppliers. We buy unused production capacity.† It was a philosophy that often led its purchasing managers to seek out seasonal manufacturers with spare off-season capacity. There were many classic examples of how IKEA matched products to supplier capabilities: they had sail makers make seat cushions, window factories produce table frames, and ski manufacturers build chairs in their off-season. The manager added, â€Å"We’ve always worr ied more about finding the right management at our suppliers than finding high-tech facilities. We will always help good management to develop their capacity.† Growing Retail: Expanding Abroad Building on the success of his first store, Kamprad self-financed a store in Stockholm in 1965. Recognizing a growing use of automobiles in Sweden, he bucked the practice of having a downtown showroom and opted for a suburban location with ample parking space. When customers drove home with their furniture in flat packed boxes, they assumed two of the costliest parts of traditional furniture retailing—home delivery and assembly. In 1963, even before the Stockholm store had opened, IKEA had expanded into Oslo, Norway. A decade later, Switzerland became its first non-Scandinavian market, and in 1974 IKEA entered Germany, which soon became its largest market. (See Exhibit 1 for IKEA’s worldwide expansion.) At each new store the same simple Scandinavian-design products were backed up with a catalog and offbeat advertising, presenting the company as â€Å"those impossible Swedes with strange ideas.† And reflecting the company’s conservative values, each new entry was financed by previous successes.b During this expansion, the IKEA concept evolved and became increasingly formalized. (Exhibit 2 summarizes important events in IKEA’s corporate history.) It still built large, suburban stores with knockdown furniture in flat packages the customers brought home to assemble themselves. But as the concept was refined, the company required that each store follow a predetermined design, set up to maximize customers’ exposure to the product range. The concept mandated, for instance, that the living room interiors should follow immediately after the entrance. IKEA also serviced customers with features  such as a playroom for children, a low-priced restaurant, and a â€Å"Sweden Shop† for groceries that had made IKEA Sweden’s leading food exporter. At the same time, the range gradually aThis policy was modified after a number of East European suppliers broke their contracts with IKEA after the fall of the Berlin Wall opened new markets for them. IKEA’s subsequent supply chain problems and loss of substantial investments led management to develop an internal production company, Swedwood, to ensure delivery stability. However, it was decided that only a limited amount of IKEA’s purchases (perhaps 10%) should be sourced from Swedwood. b By 2005, company lore had it that IKEA had only taken one bank loan in its corporate history—which it had paid back as soon as the cash flow allowed. The Emerging Culture and Values5 As Kamprad’s evolving business philosophy was formalized into the IKEA vision statement, â€Å"To create a better everyday life for the many people,† it became the foundation of the company’s strategy of selling affordable, good-quality furniture to mass-market consumers around the world. The cultural norms and values that developed to support the strategy’s implementation were also, in many ways, an extension of Kamprad’s personal beliefs and style. â€Å"The true IKEA spirit,† he remarked, â€Å"is founded on our enthusiasm, our constant will to renew, on our cost-consciousness, on our willingness to assume responsibility and to help, on our humbleness before the task, and on the simplicity of our behavior.† As well as a summary of his aspiration for the  company’s behavioral norms, it was also a good statement of Kamprad’s own personal management style. Over the years a very distinct organizational culture and management style emerged in IKEA reflecting these values. For example, the company operated very informally as evidenced by the open-plan office landscape, where even the CEO did not have a separate office, and the familiar and personal way all employees addressed one another. But that informality often masked an intensity that derived from the organization’s high self-imposed standards. As one senior executive explained, â€Å"Because there is no security available behind status or closed doors, this environment actually puts pressure on people to perform.† The IKEA management process also stressed simplicity and attention to detail. â€Å"Complicated rules paralyze!† said Kamprad. The company organized â€Å"anti-bureaucrat week† every year, requiring all managers to spend time working in a store to reestablish contact with the front line and the consumer. The workpace was such that executives joked that IKEA believed in â€Å"management by running around.† Cost consciousness was another strong part of the management culture. â€Å"Waste of resources,† said Kamprad, â€Å"is a mortal sin at IKEA. Expensive solutions are often signs of mediocrity, and an idea without a price tag is never acceptable.† Although cost consciousness extended into all aspects of the operation, travel and entertainment expenses were particularly sensitive. â€Å"We do not set any price on time,† remarked an executive, recalling that he had once phoned Kamprad to get approval to fly first class. He explained that economy class was full and that he had an urgent appointment to keep. â€Å"There is no first class in IKEA,† Kamprad had replied. â€Å"Perhaps you should go by car.† The executive completed the 350-mile trip by taxi. The search for creative solutions was also highly prized with IKEA. Kamprad had written, â€Å"Only while sleeping one makes no mistakes. The fear of making mistakes is the root of bureaucracy and the enemy of all evolution.† Though planning for the future was encouraged, overanalysis was not. â€Å"Exaggerated planning can be fatal,† Kamprad advised his executives. â€Å"Let simplicity and common sense characterize your planning.† In 1976, Kamprad felt the need to commit to paper the values that had developed in IKEA during the previous decades. His thesis, Testament of a Furniture Dealer, became an important means for spreading the IKEA philosophy, particularly during its period of rapid international expansion. (Extracts of the Testament are given in Exhibit 3.) Specially trained â€Å"IKEA ambassadors† were assigned to key positions in all units to spread the company’s philosophy and values by educating their subordinates and by acting as role models. In 1986, when Kamprad stepped down, Anders Moberg, a company veteran who had once been Kamprad’s personal assistant, took over as president and CEO. But Kamprad remained intimately involved as chairman, and his influence extended well beyond the ongoing daily operations: he was the self-appointed guardian of IKEA’s deeply embedded culture and values. Waking up to Environmental and Social Issues By the mid-1990s, IKEA was the worlds largest specialized furniture retailer. Sales for the IKEA Group for the financial year ending August 1994 totaled SEK 35 billion (about $4.5 billion). In the previous year, more than 116 million people had visited one of the 98 IKEA stores in 17 countries, most of them drawn there by the company’s product catalog, which was printed yearly in 72 million copies in 34 languages. The privately held company did not report profit levels, but one estimate put its net margin at 8.4% in 1994, yielding a net profit of SEK 2.9 billion (about $375 million). 6 After decades of seeking new sources, in the mid-1990s IKEA worked with almost 2,300 suppliers in 70 countries, sourcing a range of around 11,200 products. Its relationship with its suppliers was dominated by commercial issues, and its 24 trading service offices in 19 countries primarily monitored  production, tested new product ideas, negotiated prices, and checked quality. (See Exhibit 4 for selected IKEA figures in 1994.) That relationship began to change during the 1980s, however, when environmental problems emerged with some of its products. And it was even more severely challenged in the mid-1990s when accusations of IKEA suppliers using child labor surfaced. The Environmental Wake-Up: Formaldehyde In the early 1980s, Danish authorities passed regulations to define limits for formaldehyde emissions permissible in building products. The chemical compound was used as binding glue in materials such as plywood and particleboard and often seeped out as gas. At concentrations above 0.1 mg/kg in air, it could cause watery eyes, headaches, a burning sensation in the throat, and difficulty breathing. With IKEA’s profile as a leading local furniture retailer using particleboard in many of its products, it became a prime target for regulators wanting to publicize the new standards. So when tests showed that some IKEA products emitted more formaldehyde than was allowed by legislation, the case was widely publicized and the company was fined. More significantly—and the real lesson for IKEA—was that due to the publicity, its sales dropped 20% in Denmark. In response to this situation, the company quickly established stringent requirements regarding formaldehyde emissions but soon found that suppliers were failing to meet its standards. The problem was that most of its suppliers bought from subsuppliers, who in turn bought the binding materials from glue manufacturers. Eventually, IKEA decided it would have to work directly with the glue-producing chemical companies and, with the collaboration of companies such as ICI and BASF, soon found ways to reduce the formaldehyde off-gassing in its products.7 A decade later, however, the formaldehyde problem returned. In 1992, an investigative team from a large German newspaper and TV company found that IKEA’s best-selling bookcase series, Billy, had emissions higher than German legislation allowed. This time, however, the source of the problem was not the glue but the lacquer on the bookshelves. In the wake of headlines describing â€Å"deadly poisoned bookshelves,† IKEA immediately stopped both the production and sales of Billy bookcases worldwide and corrected the problem before resuming  distribution. Not counting the cost of lost sales and production or the damage to goodwill, the Billy incident was estimated to have cost IKEA $6 million to $7 million.8 These events prompted IKEA to address broader environmental concerns more directly. Since wood was the principal material in about half of all IKEA products, forestry became a natural starting point. Following discussions with both Greenpeace and World Wide Fund for Nature (WWF, formerly World Wildlife Fund) and using standards set by the Forest Stewardship Council, IKEA established a forestry policy stating that IKEA would not accept any timber, veneer, plywood, or layer-glued wood from intact natural forests or from forests with a high conservation value. This meant that IKEA had to be willing to take on the task of tracing all wood used in IKEA products back to its source. 9 To monitor compliance, the company appointed forest managers to carry out random checks of wood suppliers and run projects on responsible forestry around the world. In addition to forestry, IKEA identified four other areas where environmental criteria were to be applied to its business operations: adapting the product range; working with suppliers; transport and distribution; and ensuring environmentally conscious stores. For instance, in 1992, the company began using chlorine-free recycled paper in its catalogs; it redesigned the best-selling OGLA chair— originally manufactured from beech—so it could be made using waste material from yogurt cup production; and it redefined its packaging principles to eliminate any use of PVC. The company also maintained its partnership with WWF, resulting in numerous projects on global conservation, and funded a global forest watch program to map intact natural forests worldwide. In addition, it engaged in an ongoing dialogue with Gr eenpeace on forestry.10 The Social Wake-Up: Child Labor In 1994, as IKEA was still working to resolve the formaldehyde problems, a Swedish television documentary showed children in Pakistan working at weaving looms. Among the several Swedish companies mentioned in the film as importers of carpets from Pakistan, IKEA was the only highprofile name on the list. Just two months into her job as business area manager for carpets, Marianne Barner recalled the shockwaves that the TV program sent through the company: The use of child labor was not a high-profile public issue at the time. In fact, the U.N. Convention on the Rights of the Child had only been published in December 1989. So, media attention like this TV program had an important role to play in raising awareness on a topic not well known and understood—including at IKEA. . . . We were caught completely unaware. It was not something we had been paying attention to. For example, I had spent a couple of months in India learning about trading but got no exposure to child labor. Our buyers met suppliers in their city offices and rarely got out to where production took place. . . . Our immediate response to the program was to apologize for our ignorance and acknowledge that we were not in full control of this problem. But we also committed to do something about it. As part of its response, IKEA sent a legal team to Geneva to seek input and advice from the International Labor Organization (ILO) on how to deal with the problem. They learned that Convention 138, adopted by the ILO in 1973 and ratified by 120 countries, committed ratifying countries to working for the abolition of labor by children under 15 or the age of compulsory schooling in that country. India, Pakistan, and Nepal were not signatories to the convention.11 Following these discussions with the ILO, IKEA added a clause to all supply contracts—a â€Å"black-andwhite† clause, as Barner put it—stating simply that if the supplier employed children under legal working age, the contract would be cancelled.

Importance Of Wellness Programme In Organization

Importance Of Wellness Programme In Organization Unhealthy diet and lack of regular physical activity caused several bad health outcomes among employees, such as heart disease, stroke, cancer and other chronic disease (Harris Fries, 2002). According to Conlin (2007) the insurance premium and absenteeism by sick workers cost businesses $15 billion a year in United States (as cited in Scarborough, Wilson Zimmerer, 2009). Besides that, about 70% of organizations health care costs were arising from preventable chronic diseases. According to Fries, Koop, Beadle, Cooper, England, Greaves, Sokolov, and Wright (1993) preventing employees chronicle illness is the best solution for reducing organizations health care cost. According to Quintiliani, Sattelmair, and Sorensen (2007) worksite has been recognizes globally as an appropriate setting to promote wellness programme. Stokols, Pelletier Fielding (1996) also suggested that worksites wellness programme could influence employees healthy behaviour. Through direct effort health education and increasing the availability of healthy foods and opportunities for physical activity; or indirectly through social support and social norms promoting health behaviours (Sorensen, 2002). Worksites wellness programmes were also a useful way of promoting a healthy diet and frequently physical activities to employees (Engbaers, 2005). Wellness programme has commonly focused on promoting worker health in reduction of individual risk-related behavior. For instance, tobacco use, poor nutrition and other avoidable health behaviours (LaMontagne, 2004).Employees performance increased more than 2.5 times once employees health and wellness managed well (Grimard, 2009). In 2004, The United States National Workplace Health Promotion found that many companies provide various type of worksites wellness programmes (Linnan, 2004). They found that 26% provided health education, and 30% provided supportive social and physical environments, and 23.5% provided worksite screening. However, the effectiveness of worksites wellness programme is effect by various issues, such as employees participation and the organizations implementation efforts (Kumar, McCalla Lybeck, 2009). According to Tsui (2008), the implementation efforts of wellness programme in Asian companies is far from desirable although the awareness of this issue is increased. 2.0 Definition of worksites wellness program According to Gold (2009) wellness programme was defined as a holistic approach that addresses the needs of individuals, whether its mental or physical needs or anything related to their family or work. Wellness programme focus on prevention, behavioral change and also offer tools for people to know their health risks and numbers, such as their cholesterol, sugar and body mass index. Offering them ways to learn the health information and solutions, focusing on three keys areas: healthy eating, helping people quit smoking, and let employees to be more active and really address their health needs. Wellness programme was being implemented by organization nowadays to create their worksites wellness programme (Craft, 1994). According to Wolfe and Parker (1994) Worksites wellness programme are long-term organizational activities designed to promote the adoption of organizational practices and personal behaviour conducive to maintaining or improving employee physiological, mental, and social well-being. (as cited in Ho, 1997). Sullivan (2000) mentioned that worksites wellness programme was a programme that intended to keep or develop employees health before the health disease occurs. From the perspective of a manager in an organization, wellness programme have the potential to reduce medical claims costs, decrease absenteeism, improve employee productivity, recruitment, and retention (Chang, Koh, Kang, 2005). For maximum impact on employee health, a comprehensive worksites wellness programme should focus on increasing awareness of wellness issues by providing employees health info rmation, supporting health management and promoting healthy work climates. Worksites wellness programmes included what consider being traditional efforts to maintain costs, including on-site fitness centers, healthy selections in company cafeterias, health assessments, employee assistance plans, and other programs that attempt to influence the organizational culture to ensure the workplace has a strong wellness culture (Kumar, et. al, 2009). 2.1 Importance of wellness programme in organization In recent years, there was a significant increasing trend for companies to introduce wellness programmes at the worksite (The Straits Times, 1994). According to Alsagoff (1993) in 1991, for example, the Singaporean employer had to pay S$252 in medical costs on every worker, which was a growth of some 6.8 per cent over the previous year. Worksites wellness programme is very important to a company as this can be proven by those companies which had made up their mind to adopt it, most of them mentioned that the primary reason in doing so was to increase employee productivity, to meliorate employees welfare advantages and morale, and to heighten the corporate reputation of the company (Wong, 1993). Worksites wellness programmes in the Western countries have a much older history and have been proven in many cases to be associated in a beneficial way to such essential opportunity costs as employee satisfaction, job performance, health care costs, absenteeism, and employee turnover (Shephard, 1992). Some companies have also savored nonphysical advantages such as enhanced employee spirit, health and generative, employee attraction and retention, and improved image for the corporations (Connors, 1992) after their employees reduced the rate of smoking and some of them even successfully quit smoking. Fielding (1994) studies conducted at Johnson Johnson showed affirmative opportunity costs, business-unit-wide, of health promotion programmes. These studies proved that effective wellness programme effects on uniform exercise participation, fitness levels, employee satisfaction, employees medical costs, smoker quit rates and on an indirect measure of productivity. Worksites wellness programme were also found to be very important in helping employees to having a better healthy lifestyle. A study of the Travellers Insurance Company health promotion programs reported a symptom of decreasing in health claims, absenteeism and employees insurance costs; an improvement in productivity; and a return on investment of roughly US$3.40 for every US$1.00 spent (Golaszewski Yen, 1992). Besides that, a cost-benefit study reported in the literature attributed minimized health care costs to Blue Shield and Blue Cross of Indianas health promotion programs, which resulted in a refund of US$2.51 for every US$1.00 of programs involves (Elias Murphy, 1986). According to Quick (1987), US organizations continue to lead almost European and Asian organizations in employee health promotion. This same goes to the issue in Singapore where the level of awareness or interest for corporate health promotion is low (Ministry of Health, Singapore, 1993). This is amazing in view of the high economic absenteeism rate arising from illness which is about seven days of medical leave per employee in 1991 and the huge amount of corporate medical expenses about $316 of medical cost per employee and annual corporate health care cost of around $416 million (Malik, 1993). 2.2 Effects of worksites wellness programme 2.2.1 Reduced employees absenteeism in organization The figure of sick hours and days an employee uses during a calendar year is referring to absenteeism (Leong, 1993). It is an important measure for monitoring the outcome of the effect of worksite wellness programme because it involved cost savings that may useable for company to development in other area. The economic effect of employee absenteeism are mainly from the costs of decreased productivity because of absenteeism cause from employees during working days, substitution of less experienced workers and the extra expense of hiring temporary workers. Every employee took an average of seven days of medical leave which causing in 10.4 million man days lost in 1991. Studies show that by implementing worksite wellness programme, absenteeism in the workplace can be deducted to at least 42 per cent (Gebhardt Crump, 1990). The latest research by using control grouping has found relations between reduction in absenteeism, health care costs and turnover rate and implementation of examina tion health promotion programmes (Klein, 1986). It has been forecasted that poor health and injury contribute for almost 60 per cent of all lost hours from work (Conrad, 1987). The main reason for absenteeism appears to be social psychological ones, which include work stress. As so, strategies oriented towards improving employee physical and emotional well-being have the possibility for impacting a main source of employee absence. There is much more pre-experimental type literature holds up the arguments that strengthen employee fitness level through wellness programs lead to reduction in absenteeism. At Blue Cross/Blue Shield of Ohio, USA, for instant, research indicated that as number of frequenly exercise increased, absenteeism in short term because of illness will be significantly decreased. This interpreted to about a day less of absenteeism a year for each frequent exerciser compared to non-exercisers (Lynch, 1990). An inversely proportional correlation between members involve d rates and the number of inattentive from work was also recorded at The Travellers Insurance (Shillingford Mackin, 1991). 2.2.2 Increased employees job satisfaction in organization Job satisfaction has become a critical issue in the workplace. Job satisfaction impacts the wellfare of employees and exercises a significant effect on the organization. Because of its outcome for the organization, involvement in job satisfaction is particularly high, for instant absenteeism and turnover (Cherrington, 1989) and for the worker, such as physical and mental health (ODonnell Ainsworth, 1984). As so, it is very important to have a satisfied workforce to become a competitive advantage for organizations. Research has shown that satisfied employees with improved spirit are more likely to contribute and hardworking as a consequence of an increased signify of duty, responsibility and an obligation to the superior or employer (Shinew Crossley, 1988). The question mark then started to come into the scenario whether introduce to worksite wellness programme would be applicable to increase employees spirit sufficiently to result in better job satisfaction. Affirmation to this question mark can be provided and shown by companies such as Johnson Johnson General Electric. For instant, in 1987, General Electric Company in Cincinnati, Ohio, USA served and functioned as host for a research to examine and note the similarities or differences of employees recreation participation with those of employees fitness participation. Comparison of overall job satisfaction among different employees and absenteeism were chosen randomly from a total of 900 employees through computerized personnel file. Results showed that employees who involves at any stage showed high job satisfaction and lesser absenteeism rate than employees who never take part from the beginning until the end (Baun, 1986). 2.2.3 Reduced employees stress in organization Stress in organizations is a serious issue among management practitioners because of its nonadaptive phenomenon on organizational effectiveness. According to the 1993 World Labour Report from the International Labour Organization, in twentieth century stress has become one of the most concern health issues. In the USA, job stress has been approximated to cost industries around US$200 billion every year, and stress is estimated to price up to 10 per cent of the gross national product in the United Kingdom (Tang Harumontree, 1992). There is research prove that frequently links occupational stress with certain physical health symptoms and diseases. Different kind of cancer, heart disease, migraine, allergies, ulcers, depression and an increased tendency of minor ailments for instant flu and colds which have been associated with stress (Sethi Schuler, 1990). Nowadays, there is a growing body of experimental and clinical research confirming the notion that physical fitness can direct to significant reductions in job stress. Uniform and exact physical activity has been shown to lessen the percentage of heart attacks, heart rate, mental disorders, muscle tension , blood pressure all and stress-interrelated indications. Research showed that frequently doing exercise can assist individuals by improving the level of resistance to any stimulus, so that a person is less expose to the effects of stress (Tarkan, 1991). Experts also stated that the best way that stress can be reduced were through joining fitness centre, yoga classes and educational seminars (Mobley, 1982). 2.3 The challenges of wellness programme in organization The United States 2004 National Worksite Health Promotion Survey reports that a successful worksite wellness programmes have facing five challenges (Linnan, Bowling, Childress, Lindsay, Blakey, Pronk, Wieker Royall, 2008). The survey found the following challenges; incompetence to prompt the support from upper management , 38% ; inadequate funds, 48.2%; failure to engage high-risk employees, 48%; insufficient staff resources, 50.1% , and lack of employee interest, 63.5% . According to Birken and Linnan (2006) these challenges should be identifying and addressing them by employers during the planning process as following. 2.3.1 Incompetence to prompt the support from upper management- The different level of management in the organization has different perception for the challenges to implement the worksites wellness programme (Orlandi, 1996). For example, the line supervisor or middle managers believe that the cost, space and production conflict were barriers while the senior manager had less focused and putting fewer efforts to overcome this challenge. 2.3.2 Inadequate funds- The lack of funds are the challenges often occurs when insufficient staff resources exists. When the worksites wellness programme is lack of designated staff to monitor, some potential funding or sources of support will be passed over. In United States, The Centres for Disease Control and Prevention provided organizations opportunities to funding for worksite wellness program (www.cdc.gov, 2010). 2.3.3 Failure to engage high-risk employees- High risk employees are those that have more health risk factors or those that have already tight with a chronic disease or illness (Haynes Dunnagan, 2002). High-risk employees might face challenges to participating in worksite wellness program than low-risk employees such as they will feel ill when participate in physical exercise programs (Emmons, Linnan, Abrams Lovell, 1996). According to Loeppke (2009) employers should integrating more personalized approach to encourage high risk employees to participate in the programs. For example, the employers should conducting a health coaching by using motivational interviewing to help the high risk employees changing their lifestyle behaviour to obtain healthier lifestyle. 2.3.4 Lack of Staff Resources- Staff resources are barriers for any program or activity that are not linked directly with companys business operation. Organization should provide staffs that interested and willing to organize the wellness programmes externally-sponsored training programs and wellness education workshop. For example, North Carolina State Division of Public Health has cooperated with the North Caronila State Health Plan to provide training workshop for state employees and teachers who interested in organizing employee wellness programme (www.statehealthplan.state.nc.us, 2006). 2.3.5 Lack of Employee Interest-. Employees interest in changing their behaviour and commitment to worksite wellness programme is the biggest challenges to a quality wellness program (Bonvissuto, 2010). According to Young (2006) some employees does not recognize the impact of worksite wellness programme which can enhance their personal health. Employees will lack of interest to participate for the worksite wellness programme due to this factor. A survey shows some reasons the employees not interesting in wellness program (Bates, 2009). The reasons shows as following: Inconvenient times of the program offered Lack of child care support The company benefits through this program and how it will affect the employees not being explained The program purpose is not clearly explained by organizer The advantages of the program to the employees cannot convey by lower level management under their authority Employees are annoyed and mistrustful with employer The program cost money to participants Hawks and Richins (1994) found that women were more probable to withdraw wellness programme than men (as cited in Erickson Gillespie, 1999 ). Hochschild (1989) explained this is caused by the family responsibility of married women as they need caring their children and keeping house. This will affects working women interest in participate the worksite wellness programme as they need to spend more time to caring their children after working hours. 2.4 The implementation process in worksites wellness programme The Wellness Council of America (WELCOA) was a United States not-for-profit organization which helped enhance the worksites wellness in the U.S (Hunnicutt Leffelman, 2008). WELCOA has become one of the important resources for worksite wellness in America and it have more than 3,200 organizations joined for its membership. Throughout the study of worksite wellness program for over 20 years, WELCOA Well Workplace model had defined seven critical steps for worksites wellness programme as following. 2.4.1 Capturing CEO Support- Gaining support from CEO is important to the process of developing worksite wellness programme. They found that some wellness programme that involved cost and tend to improve employees health failed to get a strong level management support. 2.4.2 Creating Cohesive Wellness Teams- After captured the CEO support the next process is create a cohesive wellness team. Teams are important to building successful wellness programmes. They help to distribute the responsibility for wellness throughout the organization. 2.4.3 Collecting Data to Drive Health Efforts- For the wellness team, their primary responsibility is to gather important data before start offering appropriate programmes. The data will be collected by using health risk appraisals, knowledge and interest surveys, and corporate culture audit. Data will clarify the specific area of health needs and interests within the organization so it is very important. 2.4.4 Carefully Crafting an Operating Plan- When the essential data have being collected, the organization has to develop health and wellness operating plan for employees. This operating plan will function as a roadmap and guidance to the company in order to having essential efforts and investment in workplace wellness. 2.4.5 Choosing Appropriate Interventions- After completed the first four processes, organization should begin selecting and implementing suitable wellness programme. These programmes include weight management, smoking cessation, physical management, stress management, and others. The selection of wellness programme is depends on what the companys data exposes. 2.4.6 Creating a Supportive Environment- Once choosing the appropriate interventions, organization should create a supportive environment for the programme. The employees will be supported and participated actively in the programme by having a supportive environment. The environmental interventions can be in the form of policies, physical modifications, incentives, and rewards. 2.4.7 Carefully Evaluating Outcomes- The final process for this model is carefully evaluating outcomes. The organizations should make the programme evaluation consistently. The evaluation targets include cost control, participant satisfaction, the participation rate, and behaviour modification. 2.5 The implementation methods of worksites wellness programme A survey shows that more than 81% of American businesses with 50 or more employees have offering worksites wellness programme (Homan, Nickelson, Zhu, 2007). The most popular wellness programme offered by businesses are smoking cessation, financial incentives, and physical activities or exercises. The selected program should be aligned with the organization factors which including: individual employee demographics, the company occupation, the employees health characteristic and companys objectives and goals. 2.5.1 Smoking Cessation Smoking is one of the most addictive habits, influencing behaviour of human beings and it is the biggest threats to world health (Yanbaeva, Dentener, Creutzberg, Wesseling Wouters, 2007). Peoples which smoke for life long will have a higher occurrence of common diseases such as atherosclerosis and lung cancer. Smoking cessation to employees is one of the methods which use by organizations in its wellness programme (Willemsem, Meijer Jannik, 1999). Smoking cessation in worksites is important as it will reduce non-smoker employee exposure of smoking and reducing workers tobacco consumption during working hour. 2.5.2 Financial Incentives Spaeder (2008) mentioned that worksites wellness programme also includes financial incentives and it applies in many companies (as cited in Kumar, et al., 2009). More than 70% of employees agreed that incentives programme motivate them to achieving healthy lifestyle. According to Cohn (2008), these incentives include cash prize, gift cards, or health insurance premiums. However, worksite wellness programmes financial incentives are bound by law (Mello Rosenthal, 2008). Under the provision of The United States Federal Law, The HIPAA Nondiscrimination Rules had determined the rules and regulations for employer which implementing incentives wellness programme in its organization (www.dol.gov, 2010). 2.5.3 Stress management The United States industry has been paid for employees stress-related absenteeism in high cost which affects more organization to develop stress management programme (Donovan Kleiner, 1994). Employees stress derived from these sources; physical, mental, and situational. Over work and poor diet are some causes that employees having physical stress. Mental stress can be found from employees mental state in mind such as fears. Situational stress is derived from employees interaction with outside world which including interaction with customers. The organization will determine the sources of stress facing by employees and implement appropriate methods to overcome their stress. Johnson Johnsons Live for Live programs which consist of stress management had significantly reduced employees absenteeism and health care expenditure( Ozminkowski, Goetzel, Bruno, Rutter, Isaac Wang, 2002). 2.5.4 Fitness programme Worksites fitness programmes are important for organization as it can lower employees absenteeism and job turnover (Wattles Harris, 2003). In United States, the fitness program offered by organizations such as on-site fitness centers has increased from 22% in 1985 to 42% in 1992. Besides reduce absenteeism and job turnover, participation in fitness activities can reduce employees risk of coronary heart disease (Cox Griffths, 1996). The majority of the regular exercisers reported they have less depression, stress and better sleep pattern. 2.5.5 Online Wellness Coach Some companies had also used online wellness coach to as their worksites wellness programme (Kumar, et al., 2009). The worlds biggest security company, American District Telegraph (ADT) had tackled employees health condition through their parent companys website, www.mytycohr.com. The major function of this website is enable the employees to check the companys wellness policies and apply health benefits that the company offers. The employees use this website as a guidance to manage stress, evade smoking, improving diet and other activities that will improve employees health. 2.5.6 Wellness Mentors Organization can also implementing wellness programme which conducting by the experts as worksites wellness mentors (Pollitt, 2007). Cadbury UK had implemented Nuffield Proactive Health (NPH) which conducted by NPH physiologist as their wellness programme. The employees who participated in this program were be given presentation from experts which covering various health and have an opportunity to reform positive team spirit during workout activities such as short-distance walk. The employees assessment for this wellness program was positive as 82 per cent employees increased awareness of their health and 52 per cent felt less stressed for works. 2.6 Case Summary This case study is about high absenteeism and healthcare cost by sick workers had effects some organizations to implement wellness policies. Wellness programme being designed as they found that about 70% sick workers healthcare cost was arise from preventable chronic diseases. As a result, one-third of small companies offer wellness programme such as onsite or offsite fitness centre, smoking cessation programmes, onsite health checks and others. Despite improving employees health, they will obtain impressive return on investment: which more than three dollars for every dollar they invested. Crown Laboratories had implemented wellness programmes as the employees absenteeism rate and healthcare cost was high. Its wellness programmes included onsite health assessments and smoking cessation even off hours to employees. Another company Weyco also implemented smoking cessation policy which the employees will be dismissing for failing stop smoking. Organizations smoking cessation policy may face employees dissatisfaction. Scotts Miracle-Gro Inc. had sued by its employees for alleging discrimination by law but the case is pending. 3.0 Question 1 What are the advantages and disadvantages of wellness policies such as the one that Crown Lab has implemented? 3.0.1 The Advantages of Wellness Programme The advantages of wellness programme is for organizations which offer wellness programmes to their employees are perceived more confidently by their employees in terms of their attitudes towards the organizations, job fulfillment stages and satisfaction with fringe benefits. One viewpoint is that employers who offer wellness programmes are deemed to be indicating care and concern for the welfare of their employees (Shinew Crossley, 1988) and the consequence is, improving employees attitudes and behaviour towards the organization. In terms of job satisfaction, employees in organizations with wellness programmes showing higher levels of job satisfaction than those with no wellness programmes, thus implying that wellness programmes may well have a positive impact on employees job satisfaction. This can be proven by the study by General Motor Company which shows that employees who involved in the fitness activities showed higher levels of job satisfaction than employees who did not take part (Baun, 1986). The reason is that frequently exercise improves employees state of feeling, self-image and self-esteem which in other land may direct to a larger amount of satisfaction with the work he or she does (Pritchard, 1990). Employees also uttered that they value wellness programmes as a vital and valuable fringe benefit, and the absence of such a gain may lead to better employee satisfaction. This can be viewed in the outcome whereby workforce in organizations with wellness programmes were notably more fulfilled with their fringe benefits than their counterparts in organizations with no wellness programmes (Schauffler Rodriguez, 1994). On the one hand, the Government has been promoting healthy living for example The great Singapore workout as a result causing people to be further health-conscious, and on the other hand, sarcastically, only a small number of organizations provide corporate wellness programmes for their workers and take it critically sufficient to allow it to be advantageous for their workers. 3.0.2 The Disadvantages of wellness programme. The first disadvantage of wellness programme is about privacy issues. Employees have true concerns regarding how their personal information will be handled. Many wellness programs have need of some sort of early assessment, and this evaluation can expose many wellbeing issues that the employee may hope to keep private (Lindsey, 1992). If an employee has an embarrassing illness or one that possibly will make him up to discrimination, he may not take part for fear of revelation. The second disadvantage is about the start-up cost incur in wellness programme. Many wide-ranging programs cost a good bit of capital to begin, which gets recouped after a while (Jackie, 1998). Although it may be an excellent proposal for an organization, starting an employee wellness program could not be a wise suggestion given your companys financial position at the time. The third disadvantage is the time constraint. According to American Heart Association (AHA) many single parents, employees with huge families and small children or those with an intense workload might not have the time to vigorously involvement in employee wellness programmes. If employee wellness is a true company main concern, then changes may possibly have to be made in work flow and procedures sequentially to let for involvement by employees. Lastly, the disadvantage of the wellness programme is the employee habits. Those employees who are health aware are by now exercising and watching what they consume. Companies arent going to alter their way of life with a wellness program. Those who need to adjust their lifestyle may keep away from joining as they are not actually motivated to make the changes crucially to be fit (Laura, 1999). In this situation, unless companies are doing a good job with promoting and recruiting for the program then companies will have an ideal wellness program that it should be. 3.1 Question 2 What are the ethical implications of policies such as this? How much control should companies have over employees lifestyles away from the workplace? Crown lab and Scotts Miracle-Gro companies throws up several ethical concerns linked with the position of organizations in the lives of their employees. One of the concerns is that commercial motives may break ethical norms in the use of information resulting since the monitoring of employee programmes. Fielding (1990) notes the significance of employee reliance that confidentiality will be maintained and relates this to concerns over employee observation and broader arguments over the right of privacy. This relates back to Conrad and Walshs (1992) concern over the ethics of screening for health and fitness. Ethical issues take place when employers have to make decisions among economic and humanistic alternatives for instance, possible sick time, lower output, or whether the human caring position is prioritized. Employees might be positioned in a difficult condition, whereby implicit pressure is applied to fulfill with an exacting healthy lifestyle communication. Next, Grant and Bris bin (1992) also stated that consideration have to be given to the expected objections which will be raised by the non-health a

Daughters of the Dust and Mama Day :: Julie Dash Gloria Naylor Literature Essays

Daughters of the Dust and Mama Day Although their plots are divergent, Julie Dash’s â€Å"Daughters of the Dust† and Gloria Naylor’s Mama Day possess strikingly similar elements: their setting in the islands off the coast of South Carolina and Georgia, their cantankerous-but-lovable matriarchs who are both traditional healers, and stories of migration, whether it be to the mainland or back home again. The themes of the film and the book are different but at the same time not dissimilar: Dash’s film emphasizes the importance of retaining connections to the ancestral past, while Naylor’s novel focuses more on love, loss, and reconciliation with the past that is part of the present and will continue into the future. Were Dash’s audience to return to the South Sea islands eighty years after â€Å"Daughters of the Dust† they might find the Gullah people and their lives similar to those of the Willow Springs of Naylor’s novel. Although nearly a century spans between them, these two people nevertheless share many traits. Many of the residents of Willow Springs answer to a nickname given them as a child; similarly, Viola Peazant reminisces about the nicknames given to children in Ibo Landing. Members of both communities, generations from Africa and steeped in â€Å"modernity,† still come to the traditional herbalist for help in matters of the body and spirit: Eula uses Nana’s medicine to contact the soul of her deceased mother; Bernice and Ambush come to Mama Day to heal Bernice when she becomes ill, and later for help in conceiving a child. Both Nana Peazant and Mama Day draw their knowledge from a life lived on their respective islands and their strength from their ancestors, whom they visit and tend at the village graveyards. And like Nana Peazant, Mama Day struggles to maintain a tie with her family members who have left the island and immersed themselves in the mainstream culture. Cocoa, however, is difficult to reconcile with just one character in â€Å"Daughters of the Dust.† Perhaps she is mostly like Yellow Mary, who has left Ibo Landing but returns in the â€Å"now† of the film. It is unclear, though, why Yellow Mary returns; unlike Cocoa, she is not in the habit of paying visits to her family, and she is hardly welcomed with the same enthusiasm as is Cocoa. Also, it seems that although both Mary and Cocoa share a closeness to their elder female relatives, Cocoa clashes more with Mama Day than Mary does with Nana.

Use of Reflexivity in Ethnographic Research :: Anthropology Culture Ethnography Papers

Use of Reflexivity in Ethnographic Research Works Cited Missing The use of reflexivity in ethnographic research and writing is used to insist that the anthropologist has systematically and rigorously revealed their methodology and their self as the instrument of data collection and generation. Reflexivity can play a variety of roles in ethnographic writings as observed in the works of Renato Rosaldo, Dorinne Kondo, and Ruth Behar. These three anthropologists all use reflexivity in different ways to convey their findings and feelings. The three works, however, also point out the advantages and the limits of ethnographic reflexivity. Renato Rosaldo in his article â€Å"Grief and a Headhunters Rage† uses ethnographic reflexivity to show how in the beginning of his fieldwork he â€Å"was not yet in a position to comprehend the force of anger possible in bereavement† (Rosaldo, 7) and that it wasn’t until fourteen years later when he experienced the loss of his wife that he could comprehend what the Ilongots had told him about grief, rage, and headhunting. Rosaldo then writes â€Å"I began to fathom the force of what Ilongots had been telling me about their losses through my own loss, and not through any systematic preparation for field research† (Rosaldo, 8). Renato Rosaldo’s own experiences had helped him to understand and empathize with the Ilongots, who fourteen years earlier, he was not able to understand that the Ilongot’s statement that â€Å"Rage, born of grief, impels him to kill his fellow human beings.† (Rosaldo, 1)Rosaldo’s writings point out that having similar experiences allows the anthropologist to understand and empathize with the people they are studying. This comprehension on the anthropologist’s behalf allows for easier accessibility and transcription to the general public. Shared experiences, however, allow for more biases and interpretations to seep into the anthropologist’s writing. It is more likely that the anthropologist will use his or her own experiences and interpretations when writing on the culture. Renato Rosaldo addresses this issue when he writes, â€Å"by invoking personal experience as an analytical category one risks easy dismissal† (Rosaldo, 11). In the article â€Å"Dissolution and Reconstitution of Self: Implications for Anthropological Epistemology†, Dorinne Kondo uses ethnographic reflexivity to discuss her research in Japan, being a Japanese-American, and the expectations of being Japanese. Dorinne Kondo was torn between the American culture she was accustomed to and the Japanese culture she was studying and tried to associate with.

Thermodynamics Lab

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. 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 transfe r 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. Thermodynamics Lab 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. 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¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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‚¬ ¦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 include s 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 seat ing, 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 PointLiquid 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 s urroundings (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 P electric 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)| 87. 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 o f 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 refrigerantR134a 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|   | 22. 7|   |   | 83| T1|   | 11. 7|   |   | 260| T4|   | 4|   |   |   | Water Tin|   | 16. 2|   |   |   | Water Con d 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|   |