London Dispersion Force Definition

London dispersion force is a weak intermolecular force between two atoms or molecules in close proximity to  each other. The force is a quantum force generated by electron repulsion between the electron clouds of two atoms or molecules as they approach each other. The London dispersion force is the weakest of the van der Waals forces and is the force that causes nonpolar atoms or molecules to condense into liquids or solids as the temperature is lowered.  Ã‚  Even though it is weak, of the three van der Waals forces (orientation, induction, and dispersion), the dispersion forces are usually dominant. The exception is for small, readily polarized molecules, such as water molecules. The force gets its name because Fritz London first explained how noble gas atoms could be attracted to each other in 1930. His explanation was based on the second-order perturbation theory. London forces (LDF) are also known as dispersion forces, instantaneous dipole forces, or induced dipole forces. London dispersion forces may sometimes be loosely referred to as van der Waals forces. Causes of London Dispersion Forces When you think of electrons around an atom, you probably picture tiny moving dots, spaced equally around the atomic nucleus. However, electrons are always in motion, and sometimes there are more on one side of an atom than on the other. This happens around any atom, but its more pronounced in compounds because electrons feel the attractive pull of the protons of neighboring atoms. The electrons from two atoms can be arranged so that they produce temporary (instantaneous) electric dipoles. Even though the polarization is temporary, its enough to affect the way atoms and molecules interact with each other. Through the inductive effect, or -I Effect, a permanent state of polarization occurs. London Dispersion Force Facts Dispersion forces occur between all atoms and molecules, regardless of whether they are polar or nonpolar. The forces come into play when the molecules are very close to each other. However, London dispersion forces are generally stronger between easily polarized molecules and weaker between molecules that are not easily polarized. The magnitude of the force is related to the size of the molecule. Dispersion forces are stronger for larger and heavier atoms and molecules than for smaller and lighter ones. This is because the valence electrons are farther away from the nucleus in large atoms/molecules than in small ones, so they are not as tightly bound to the protons. The shape or conformation of a molecule affects its polarizability. Its like fitting together blocks or playing Tetris, a video game—first introduced in 1984—that involves matching tiles. Some shapes will naturally line up better than others. Consequences of London Dispersion Forces The polarizability affects how easily atoms and molecules form bonds with each other, so it also affects properties such as melting point and boiling point. For example, if you consider Cl2 (chlorine) and Br2 (bromine), you might expect the two compounds to behave similarly because they are both halogens. Yet, chlorine is a gas at room temperature, while bromine is a liquid. This is because the London dispersion forces between the larger bromine atoms bring  them close enough to form a liquid, while the smaller chlorine atoms have enough energy for the molecule to remain gaseous.

Racial Injustice in A Raisin in the Sun, by Lorraine...

I have a dream that one day little black boys and girls will be holding hands with little white boys and girls. by Martin Luther King Jr, the dream that is still unfulfilled. White supremacy, black inferiority, Jim Crow law, segregation, racial terror, and racial inequality are the most common topics of American history. The quote of Martin Luther King Jr asserts the truth that racial injustice was in the vein of the American dream. He hopes someday that injustice, the view that African Americans are inferior will go away, and they will be treated equally like a full human being. The theme of racial injustice is prevalent in both â€Å"A Raisin in the Sun† by Lorraine Hansberry and â€Å"Sonny’s Blues† by James Baldwin stories. Both of the stories†¦show more content†¦Later in the story, another bomb attack reported in the paper which was much closer to home: a racially motivated attack against a black family integrating a white neighborhood. That event was announced by the Younger’s neighbor Mrs. Jonson, when they were ready to move to the all Whites Clybourne Park. Example scenarios from the above certainly provide the evidence of racial terrorism, and its fear among the Black community. In contrast â€Å"Sonny’s Blues†, talks about the fear of direct physical harm. Narrator’s mother described that in a moonlit night some dunk white folks killed his uncle in front of his father which is a horrific act of racism. However, mama says, â€Å"I ain’t telling you to make you scared of bitter or to make you hate nobody. I’m telling you this because you got a brother. And the world ain’t changed† (346). Comment of the narrator’s mother clearly shows the view point of the African American people of that time to their American dream, and how they were living in fear of physical harm. Jim Crow law legalized the segregation between the blacks and whites thought out the USA in the 19th century, and that led to the discrimination such as housing inequality and neglected segregated black community. That law allowed the whites to discriminate black people from the equal opportunity of housing and prohibit blacks from living in

Different Paradigms for Analysing Organisation Free Essays

string(163) " learning and skill acquisition, as well as information sharing, which may be particularly important in conditions of growing economic uncertainty \(Wagner et al\." Organisations that are increasingly becoming flatter owing to the growing popularity and importance of team work for effectiveness in performance and high performance goals to obtain competencies so as to meet challenges in the business environment. With the growth in complexity in the internal and external business environment, organisational structural changes have become highly complex as well. When it comes to analyzing organisations several complex issues and areas prevent an easy analysis to take place. We will write a custom essay sample on Different Paradigms for Analysing Organisation or any similar topic only for you Order Now Such complexities emerge from the multi—agent nature of the organisational activities, where several personnel belonging to different departments come to interact cross-sectional to perform activities therein producing the scope for team work (Scott, 2001). However, organisations at present, despite of the growth in the use of team work and the, at times, essential use of team work, still use conventional hierarchical structures which is another source complexity. Organisations in the midst of managerial and commercial challenges face structural complexities (Amiguet, et al. , 2002). The paper attempts to produce the insight into how the organizations can be analysed upon different basis so as to generate the implications and scope for the effective use of teamwork in the organisations for each of the element and basis used in the analysis. The theories that emerge from social sciences indicate graphical representation of organisations and are often termed as ‘informal’ (Morgan, 1996; Mintzberg, 2001). They are used in analyzing organizations widely but they fail to provide a very detailed structural view of the organisation and create an abstract level evaluation. The detailed dynamics that are found to exist, especially in the modern organisations that are equally important for the use of team work in organisations are largely left out and failed to be evaluated using the social sciences framework (Dastani, et al. , 2004). However, the models hailing from their background of social sciences the importance of explicit modelling of agents and their underlying interactions and coordination within the organisational work flow and lines of authority is recognized immensely (Lomi and Larsen, 2001; Ferber, et al. , 2003). This is so because the environment that includes the performance stimulating and performance deviating forces and factors and the role of agents functioning within the rganisation at an inter-departmental level, influence greatly the effective use of team work in organisations and the effective performance in general (Dastani, et al. , 2004). There are basically 4 key sociological perspectives introduced by Burrel and Morgan (1979) upon which organizations can be modeled and analyzed that form the fundamental element of the paper followed by a thorough discussion upon the key implications for the use of teamwork and how teamwork prevails under the operational system in the organisations base d on the modeling of organisations framed using the analysis. The framework created by Burrel and Morgan (1979), which is the prime focus of the paper, provides different ways of thinking based on both extreme points in theory of society: regulation – importance and effectiveness of order and consensus in the society; And Radical Change – significance of conflict and transformations in development, the importance of creating mobility. These paradigms are also assessed by the subjectivist and objectivist approach. Principles And Paradigms For Analysis Of Organisations The way that organisations are structured makes significant impact to the overall efficiency and effectiveness in performance targets of those organisations as the inter-departmental links and coordinates and the communication channels within the organisation, determines to a great extent the efficiency in the work flow and the execution of the several underlying business processes. As the organisations maintained significant structural changes in order to achieve a sustainable competitive advantage, organizational networks of task-focused teams was created for leading to flatter organizational structure. Teamwork emerged as facilitators in achieving positive, cost-effective satisfaction and staff retention (Grif?n et al. 2001, Heywood Jirjahn 2004 quoted in Xyrichisa Reame; 2008). Modern organisations are seldom following well rounded use of technologically and mechanically operating systems in the work processes as dynamic and matrix systems hat combine the several process and departmental groups together for the execution of projects that break the traditional lines of authority and spans of control. Such modern organisations are termed as â€Å"non-linear† in their behavior and present complexity in analysis (Scott, 2001). Different paradigms provide range of different ways of understanding teams and efficiency of teamwork within an organisation such as, importance of stimulating the support and commitment of employees to team working and organizational objectives by providing them more autonomy, and unity in the workplace, creating opportunity and ‘desire for a more enriched work experience’. Knights and McCabe 2003) or defining team working as a tool or technology that makes individuals simply subjects that guarantee their sense of meaning and importance of working as a team. Currently, teamwork have become as a prominent specification of a broader management fashion â€Å"in the direction of decentralised, flexible networks† that allegedly promote â€Å"a culture of expression and involvement† (Reed, 1992: 227, 229; quoted in Ezzamel and Will mott 1998), claiming it to be â€Å"currently the most popular form of organizational restructuring† (Barker and Tompkins, 1994: 224; quoted in Ezzamel and Willmott 1998). Mueller (1994: 386) describes teamwork as a work coordination that provides â€Å"re-align individual motivation with organizational rationality†. Evaluating the beliefs in managerialist perspective, the dominant assumption about the teams is that, they are ‘’instruments for redesigning the job’’ through increasing commitment, that do not consider individual preferences, personalities, and behaviours. (Partington and Harris, 1999) Mainstream – Functionalist approach directly focuses on the importance of teams. In this perspective team work is assessed as one of the essential elements of creating efficient organisation. ‘’No distinction is made between the use of mechanisms of organization to coordinate complex divisions of labor and their use to control and legitimize structured social inequalities of wealth and status. ’’ (Ezzamel and Willmott, 1998) The management literature has been found a lot of assumptions and analysis about the teams and team work in organisation as being a source of motivation for employees and job satisfaction, therefore increased performance. Furthermore, it provides opportunities for employees in terms of learning and skill acquisition, as well as information sharing, which may be particularly important in conditions of growing economic uncertainty (Wagner et al. You read "Different Paradigms for Analysing Organisation" in category "Papers" 1997; Wall et al. 2002; Vaskova 2007; quoted in SKOPE research paper 2009). Between the economic objectives of designing teamwork in organisations can be stated the incorporation of the management responsibility with the teamwork and removing the demarcation. Project teams get together number of employees rom completely different divisions and hierarchical levels of organisation for the particular objective. Increased job satisfaction, increased motivation between the employees, understanding around the meaningful work and its positive influence to the job performance are considered to be social or business objectives of the teamwork. Cultural objectives of teamwork refer to the rheto ric around understanding if the teams based on norms and values in organisations, ‘’we’’ feeling – corporate vision, mission statement and the like. There is great attention to the increasing efficiency and importance of team work in the literature and many authors have undertaken several pieces of researches that aimed to identify the major elements of effective team in organisations. The efficiency of team working in different cultural and organizational settings, operations and achieving the objectives depends on a number of various factors, such as, specifications of task, group composition, organisational context and other contingencies. The advantages of teamwork are often represented to a greater extent as an empowerment for employees, as teams provides them a degree of supervisory and managerial responsibility for the organization of their work facilitated through â€Å"individual responsibility and team accountability† (Tjosvold, 1991: 35; quoted in Ezzamel and Willmott 1998) Contrary to the authors of functionalist accounts, some fundamental researches on the literature suggest that use of teamwork is merely is a modern continuation of the rationale of Taylorism. Dohse et al. 1985; Berggren 1992; Thompson and McHugh 1995; Vidal 2007) In humanistic perspective ideology of teamwork is gives an emphasis on autonomy of the employees in the work and the responsibility. ‘’ †¦ that the incorporation of managerial responsibilities within team working will be welcomed by employees as an unconditional bene?t and that its refusal is irrational because it violates their essential human needs. â€⠄¢Ã¢â‚¬â„¢ (Ezzamel and Willmott, 1998: 5) However, Knights and Knights and McCabe (2000) show that, team membership is not merely responsibility that brings autonomy, it also means pressure for the members in many cases. Different forms of team can be created by management directive. They can vary in terms of the outcomes that they are expected to achieve, the level of decision making responsibility as most of them have little autonomy for decision making, size of the teams, work cycle, degree of integration with other units and the like. One of the major problems with the assumptions about teams and teamwork is that, ‘’both advocates and critics of teams tend to present them as a ‘package’ in which task functions, value-orientations and capacity for self- governance are all mutually reinforcing’’ (Thompson and McHugh 2009) As it is emphasized by Thomson and Wallace (1996) teams can vary in the forms and sizes, as an implication of a range of factors and components in it.. Three dimensions of these factors can be identified for analysing the efficiency of teamwork. Multi – dimensional approach to the team working helps to identify and understand more clearly various types of managerial goals and configuration of their practices. These dimensions are related with the governance – in terms of devolve decision making, delegated powers, self – regulation. There are some researches in literature that states the importance of self- regulation in teamwork in terms of both in terms of increased productivity and employee welfare. High degree of control over the teams causes the discretion and prevents personal initiatives at work. Second dimension of the teamwork is concerned with the issues that related to normative motives – shared purpose within the teams, cultural cohesion and technical issues, in terms of flexibility, integration and the like. ‘’†¦ team working is a move away from the hierarchical command and control workplace, and the decisive means of empowering the employee [24, p. 30]. But most acknowledge that even in the more advanced initiatives, â€Å"there is seldom talk of democracy† [11, p. 25]. Expanded responsibilities and self-regulation, in whatever degree, is a functional requirement of the new production environments rather than a goal of participation and involvement. ‘’ (Thomson and Wallace; 1996) Knights and McCabe (2000) suggest critical approaches to the assumption on understanding and effectiveness of teamwork that is illustrated by mainstream perspective, criticizing autonomous team concept is not realized, it did not displaced the rigidity of bureaucratic system in organisations. Teamwork does not decrease the control over the employees, change in the direct control and managing through responsible autonomy does not mean less supervision, it cause a less visible but equally constraining form of normative control, that encourages employees to internalise managerial definitions of organisational goals (Grenier 1988; Barker 1993; Graham 1995; quoted in SKOPE research paper 2009). ‘’However, teams did not always have autonomy. In 83 per cent of the workplaces with team working, teams were given responsibility for specific products and services, and in 61 per cent they could jointly decide how work was done. However, in just 6 per cent they were allowed to appoint their own team leaders. ’’ (Kersley et al. , 2007; 17-18; quoted in Thompson and McHugh 2009) Furthermore, state that ideal model of teamwork is over simplistic and is assumed in isolation from very important contextual factors that in essence, shapes it. One of the most important points of the effectiveness of teamwork is about task discretion. Both perspectives have impressive range of evidences about the implications of task discretion to the employee motivation. Optimists suggest that, the task discretion is the sign of high employee commitment and high productivity. On the other hand, there are powerful criticisms about this approach, concerned that, the task discretion declines the autonomy of the employees at work and creates danger for their well-being. However, independent work groups, based on the concepts such as job enrichment and re-designing creates an opportunity for employees for decision making on operational issues and various levels of integrated organisational skills, and also more flexible working in more integrated divisions of labour. How to cite Different Paradigms for Analysing Organisation, Papers

Annie Dillard s Seeing Essay Example For Students

Annie Dillard s Seeing Essay In her essay â€Å"Seeing†, Annie Dillard focuses on showing how different people have different perceptions. Dillard gives multiple examples to support her main idea, which is that preconceived and inherited notions influence our perceptions. Dillard discusses the different ways of seeing, how people with different backgrounds have different experiences with seeing, and many more. While Dillard’s idea about perceptions is definitely relevant and accurate, but are certainly not complete as there are multiple things that influence our perceptions. In her essay â€Å"Seeing†, Annie Dillard provides multiple examples to support her idea about perceptions. One example that Dillard uses compares two ways of seeing. The first type of seeing in the comparison is referred to as â€Å"a matter of verbalization† (Dillard 33). The second type of seeing described in the comparison, Dillard says, â€Å"involves letting go† (33). Although how things are seen is influenced by multiple things, it certainly is influenced by background and experiences throughout life. In her essay, Dillard also provides and explains the experiences that blind people had after seeing for the first time. One patient, after seeing shadows for the first time and learning that they show that an object is not flat said, â€Å"Well that’s how things do look. Everything looks flat with dark patches.† (Dillard 29). This patient had a different perception of things because she had not experienced things in the same way, for example, someone who had been seeing their whole life might have. When these two situations are compared, it is clear that the two groups have drastically contrasting perceptions. In Dillard’s essay, an example of this is given when she talks about how after first receiving sight, people were almost in awe of colors and were very impressed by them, but the huge size of the world was oppressing and overwhelming for them (Dillard 29-30). People who have always seen don’t typically experience these feelings in this way. How people have spent their lives and what they assume about unknowns largely influences their perceptions. There are multiple areas in our lives that can influence our perceptions. The first one is cultural influences. Two examples of culture influences are beliefs and our language and communication culture (Beebe 73-74). Beliefs, which are our ideas about each person as an individual and the world, influence our perceptions immensely (Beebe 73). For example, in one culture it might be completely acceptable to tip at a restaurant, but in another culture it is seen as rude. How the world and others are viewed will almost completely decide how things are perceived by each individual. These perspectives are shaped by many things. Language is verbal and nonverbal communication, also influences perceptions (Beebe 74). How understanding of verbal and nonverbal cues are learned, which is guided by culture, will shape how the world is understood by each individual. These understandings have effect perceptions of the world and human interactions. The second influence to perceptions is referred to as our standpoint. A German philosopher came up with a theory called the standpoint theory. The standpoint theory suggests that everyone perceives the world differently because everyone views the world from a different place. Our views on single situations or people can change depending on what it is, but it is possible to have one general outlook on things. An instance where this is seen is that if it is evident that a person is being dishonest, that person is less likely to be trusted in future interactions. For example, if a person has a positive view on something, they tend to see everything about it positively, and vice versa (Beebe 72-73). So, if someone has a positive outlook and attitude for life, they will probably see most things in life in a much more positive way and also perceive things in a more positive way. Everyone views the world from a different place and this alone has an impact on our perceptions. .ubb6d325ce1c4aa0d4c93a1999d98b389 , .ubb6d325ce1c4aa0d4c93a1999d98b389 .postImageUrl , .ubb6d325ce1c4aa0d4c93a1999d98b389 .centered-text-area { min-height: 80px; position: relative; } .ubb6d325ce1c4aa0d4c93a1999d98b389 , .ubb6d325ce1c4aa0d4c93a1999d98b389:hover , .ubb6d325ce1c4aa0d4c93a1999d98b389:visited , .ubb6d325ce1c4aa0d4c93a1999d98b389:active { border:0!important; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .clearfix:after { content: ""; display: table; clear: both; } .ubb6d325ce1c4aa0d4c93a1999d98b389 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ubb6d325ce1c4aa0d4c93a1999d98b389:active , .ubb6d325ce1c4aa0d4c93a1999d98b389:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .centered-text-area { width: 100%; position: relative ; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ubb6d325ce1c4aa0d4c93a1999d98b389:hover .ctaButton { background-color: #34495E!important; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ubb6d325ce1c4aa0d4c93a1999d98b389 .ubb6d325ce1c4aa0d4c93a1999d98b389-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ubb6d325ce1c4aa0d4c93a1999d98b389:after { content: ""; display: block; clear: both; } READ: Seeing by Annie Dillard and Our Perception of the World EssayThe final influence to perceptions that is going to be discussed in this essay relates to assumptions. Assumptions influence our perceptions because when assumptions are made, it is often the case that there is not enough information for the assumptions to be accurate. Dillard gives an example that relates to this in her essay when she says, â€Å" see what expect† (Dillard 20). When an assumption is formed about a person or situation, then things that agree with that assumption is what is looked for, so that is what will be perceived. This may create inaccurate impressions. Another problem with making as sumptions is that it is assumed that there is consistency to others’ behavior and often the focus on negative things about others. When it is assumed that there is consistency to others’ behavior, it is assumed that after seeing them act one way once or twice, they will always act like that. (Beebe 77). These examples relate to another idea that Dillard talks about in her essay. Dillard says, â€Å"Peeping through my keyhole I see within the range of only about thirty percent of light that comes from the sun†¦Ã¢â‚¬  (21). This agrees with an idea that people tend to ignore information when making perceptions and only looking at a small portion of the big picture and make perceptions based off of that. An example that relates to all of these would be if someone expects a person to be rude, then whenever those two people interact, rude behavior will be all that is looked for and all that is given any thought. People often form perceptions off of assumptions and sm all pieces of the big picture which oftentimes makes those perceptions that a person might have inaccurate. Annie Dillard writes about the idea that our perceptions are influenced by our preconceived and inherited notions in her essay â€Å"Seeing†. There are many different things that influence our perceptions and how they are made. Some of these things cause inaccurate perceptions and assumptions to be formed. Everyone has a different view and perceives situations differently because everyone views the world from a different place. While Dillard’s idea about how our perceptions are influence by preconceived and inherited notions certainly is accurate, it is not complete as it is not the only influence to our perceptions.