Galileo Galilei And The Modern Experimental Method

Galileo Galilei was born in Pisa, Italy on February 15, 1564. â€Å"His father, Vincenzio Galilei, was a musician whose originality and polemic talents fomented a revolution uniting practice and theory in music much as Galileo was to unite them in science.†I Galileo is credited with establishing the modern experimental method in a time when most progress made by scientists and thinkers was based on hypotheses alone. He began the practice of testing scientific theories by preforming experiments and observing the results. Receiving his early education at a monastery near Florence, in 1581 Galileo entered the University of Pisa to study medicine, later devoting himself to mathematics. II Unfortunately, he would not have the finances required to†¦show more content†¦However, through his experiments he did eventually prove that all objects fall at the same rate, regardless of weight. From 1602 to 1609 Galileo continued to study speeds of falling objects, including pendulums. He studied these objects as they moved in arcs and along inclines and developed the law of uniform acceleration, which would later help Isaac Newton derive the law of gravity.VIII Overtime, Galileo would contribute many works and discoveries to the field of science, and is often referred to as the â€Å"Father of Modern Science† because of this. In 1593, Galileo invented an early thermometer, which became one of the first instruments for measuring used in science. It was crude and worked by having a pocket of air that expanded or contracted based on the temperature which, in turn, moved a column of water up or down.IX Later in 1609, he made improvements on Hans Lippershey’s telescope, which landed him a lifetime appointment to the University of Venice.X Using this improved telescope, Galileo made new discoveries about the heavenly bodies of our solar system and galaxy. In 1610 he observed that Venus went through light and dark phases much like our moon, and concluded that this was because Venus also reflected the Sun’s light. Looking at the Sun itself, he discovered that it had dark spots and that these sunspots changed in positionShow MoreRelatedGalileo1113 Words   |  5 PagesGalileo Galilei Galileo Galilei was considered the central figure of the scientific revolution of the 17th century. His role in the history of science was a critical one. He revolutionized the way in which science was conducted, and performed experiments to test his ideas, which led him to be regarded as the father of experimental science. Galileo was born on February 15th, 1564 in Pisa, and was the oldest of seven children. 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The history of science manifests the chainRead MoreThe Impact of Scientific Revolution on Physics as an Independent Field of Study1214 Words   |  5 Pagesquite accurately what took place in the scientific community following the sixteenth century. During the scientific revolution, medieval scientific philosophy was abandoned in favor of the new methods proposed by Bacon, Galileo, Descartes, and Newton; the importance of experimentation to the scientific method was reaffirmed; the importance of God to science was for the most part invalidated, and the pursuit of science itself (rather than philosophy) gained validity on its own terms. The change toRead MoreEssay about Baroque Period (1600-1750) General Background890 Words   |  4 PagesEurope. 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How Music Has An Effect On The Human Brain - 1561 Words

Donald A. Hodges and Robin W. Wilkins, two professors of music education at the University of North Carolina at Greensboro have done research and wrote about their findings as it relates to how and why music has an effect on the human brain, in an article entitled How and Why Does Music Move Us?: Answers from Psychology and Neuroscience. In the article they go over the technique used to examine the brain’s interconnectivity as people listen to music. This technique is called Network Science. They write, Researchers have discovered which parts of the brain are active during a variety of musical tasks, such as listening to or performing brief excerpts. They have learned that everyone has the possibility of meaningful musical experiences and†¦show more content†¦Ã¢â‚¬Å"Relevant to the effects of music, I want to describe the Default Mode Network—DMN for short. The DMN is a set of interconnected regions in the brain that becomes less active when you are paying outw ard attention to something but is more engaged when you are focusing inward, such as during introspection or mindwandering. Neuroscientists often call it ‘the resting state.’ We think that people move in and out of the resting state throughout the day. For example, maybe one minute your mind is adrift and you’re reflecting on your life and feeling overwhelmingly grateful or perhaps the opposite, a sense of profound loss. While your mind is wandering, you may suddenly in the next minute have to redirect your attention to an external task. The DMN emerges in infancy and continues to develop throughout the life span. It supports levels of consciousness or awareness, and in the case of self-awareness, the DMN is involved in the reprocessing of autobiographical memories and self-relevant emotions. This experience is something I like to think of as ‘mulling over.’ It is also active while one ruminates on hopes and dreams. The DMN is thought to help us imag ine or understand the feeling states of others. Support for these ideas

Organizational Behavior and Human Decision Processes

Question: Discuss about the Organizational Behavior and Human Decision Processes. Answer: Introduction Leaders are the ones who are responsible not only to shape an organization but also shape the future of the employees (Neumann and Neumann 2013). Hence, it is important that a leader is able to understand the need of the organization as well as the employees and then plan the actions so that the business is benefitted (Du et al. 2013). The report will evaluate the leadership style of Andrew Penn, the CEO of Telstra and his way of working when it comes to handling the business and the employees. His ideas will be extracted from various online sources. The leadership style will then be put into the theories of leadership. A personal reflection will help the reads to understand the changes that could be done in Penn if there is another person in place of Penn as the leader. The report wills start with the description of Penn. His activities and ideas will throw light on the actions he has taken in the past and the way he transitioned in the present. The leadership theories will be discussed next. The actions taken by Penn will be compared with the leadership theories and models. It will be helpful in understating the style that Penn followed in the organization. Finally, the personal reflection will talk about other ways of handling the employees and some other aspects of leadership styles that might have affected the employees in a better and different manner. The personal reflection will not point out the negativity in Penn but will talk about actions that might have been better than Penn. Description of the leader, industry and context Telstra is one of the fast growing telecommunications and Technology Company in Australia (telstra.com.au 2016). Telstra provide over 7.0 million voice services, 17.2 million mobile services and 3.4 million retail fixed broadband services in Australia. Andy Penn worked as the group executive international and chief financial officer of Telstra before becoming the chief executive officer on 1st may 2015. The career span of Andy Penn is for 30 years. Andrew worked with AXA before joining Telstra. It was due to the leadership of Andrew Penn that AXA was able to build strong platform in Asia. The platform was sold to the parent company in the year 2011 for $10.4 billion. Penn has the fellowship of the chartered association of Certified Accountants. He holds a MBA degree from Kingston University, London, he graduated from Harvard business school in the advanced management program. Andrew Penn not only thought about business but also looked after the corporate social responsibility of an organization and contributed in a number of charitable activities. He is serving the position of the life governor and foundation board member in the organization very Special Kids. In addition to his engagement with Very Special Kids, he is serving as the member of the bug issue advisory, the Juvenile Diabetes Research Foundation Advisory Council and he is also an Amy Gillet Foundation Ambassador. In addition to his CSR activities, Andrew Penn is interested with visual arts as well. He is always supportive towards the programmers of Telstra with national gallery of museum, the national aboriginal and Torres Strait islanders are award and the museum of contemporary art (telstra.com.au 2016). Penn mainly believes in the growth of the organization where he is serving (Ramli 2015). He believes that if they are able to win the trust of the customers, then they will be able to develop a long-term relationship with the customers. Once the customers will be satisfied with the business of the company, they will be loyal to the company and the company will be able grow with the help of the loyalty of the customers (Garca-Morales, Jimnez-Barrionuevo and Gutirrez-Gutirrez 2012). He believed in team building and has threatened the competitors that they are ready to sacrifice the profit of the company to build a strong customer base. Penn is ready to give short term sacrifices to gain long term results. As Telstra is having a number of competitors from the market, he is aiming at developing a strong mobile network that would help them to gain more customers. It might result in losing out to the competitors in the short run. As he wants to develop a strong mobile network, hence the company has to wait for long until they are able to develop a proper network that would be helpful the customers with a better experience of the mobile than other brands that are currently operating in the market. Andrew Penn loves taking challenges. He hailed from a financial background when he joined at Telstra. In a meeting he said that he had the choice to continue in the financial market in his career but he chose to switch to Telstra, which is into telecommunications (UNSW Australia Business School 2016). Thus, it can be seen that not only the employees to take up challenges but he takes up challenges and tries to prove him in tough situations. He takes the inspiration from many of other leaders and never steps back from appreciating others. He talks about Elon Musk and mentioned that the person is younger than him, yet he achieved much more than him. He openly said that he takes inspiration form a person who is younger than him, yet achieved more than him. The idea that Andrew Penn likes to think about the society and it is clearly visible when he says that the world has advanced in terms of technology, however, one entity should not leave behind another entity for moving ahead. He talks about the fact that the adoption of technology helps an organization to move ahead of another. The one who adopts the technology in a better manner goes ahead and functions well. On the other hand, there are people who are unable to keep track of the technology, which may not be intentional but may be for the lack for the resources. However, it is the duty of the people who are able to avail the technology to help the people who are not avail the same (Choudhary, Akhtar and Zaheer 2013). Telstra suffered a major loss before David Thodey took over as the chief executive. The flagship of David Thodey is now being carried out by Penn. Penn is open to the innovations. From the fixed line to the mobile services, he understands the fact that the industry is constantly changing and prepares him as well as the employees with the changing environment of the industry Evaluation of the leader Andrew Penn operates the situational leadership when it came to managing the employees and handling the situation. He understood that the market for the mobile network is not right as there are a number of competitors present in the market (Aydin, Sarier and Uysal 2013). Hence, he thought to wait for the moment and suffer loss rather than jumping into the competition. He believes that they need to develop themselves so that when they come into the market, they will be the best in the market. The four main division of the situational eldership are: Delegating Supporting Selling Directing It starts when the leader just comes in the group and the members of the group have least idea about the leadership style and qualities of the leader (Lin et al. 2015). The leader is neither directive nor supportive. This phase is called the delegating stage. In the second stage, the leader and the members start knowing each other. The leader supports the members of the group and the leader is low on direction (Choudhary, Akhtar and Zaheer 2013). The second stage is called the coaching stage. The third stage is the coaching stage where the leader is highly supportive as well as highly directional. The individual understands the problems with the employee as well as the market and guides the employees how to go about in the market (Garca-Morales, Jimnez-Barrionuevo and Gutirrez-Gutirrez 2012). The final stage is the directing stage where the leader is highly directional but not so supportive. The employees by the fourth stage have a clear idea about the work and might not need the sup port. Penn believed that the competition for the mobile network in the market is tough and they need to prepare themselves to get hold of the market. Thus, he found the situational leadership style the best suited style that will help him to tackle the employees and the business (Moriano et al. 2014). Traits of transformational leadership in Andrew Penn The traits of transformational leader are also present in Andrew Penn. He not only makes the employee to take up works of challenges but himself gets involved in the challenges (Shahhosseini, Silong and Ismaill 2013). He did not continue in the same field for long and joined a completely new industry mainly to try out a different field. He took up the challenges to try his career in a new field, which is the biggest trait of a transformational leader (Rajbhandari et al. 2014). A transformational leader always talks about changes for the betterment (Giltinane 2013). A transformational leader never wants anything to become stagnant and find out way to make things interesting for self and for other who are working with the leader (McCleskey 2014). He breaks away from the traditional ways of working and looks for new ways to do business. Andrew Penn has all these qualities and hence he can be rightly called a transformational leader. Some other qualities of transformational leader is also present in Andrew Penn. Andrew Penn talked about the fact that the entity who is moving ahead of the others should also take into consideration the entities that are not able to keep a pace. A transformational leader not only thinks about the progress of the self but also thinks about the progress of other (Rabarison, Ingram and Holsinger Jr 2013). Similarly, Penn not only talks about the self but also about other entities that might not be able to get the help of the technology. A transformational leader trains the co-employees so that the co-employees are able to work in a better manner and able to work in better positions (Pashiardis 2014). Andrew also told in a meeting that the entities that are able to use the technology well should think about those entities that are not able to get hold of that and should never leave the other entities behind Personal reflection According to me, the steps taken by Andrew Penn are commendable but there are certain loopholes in the steps taken by peen. It is good that Penn thought about the longer relationships and was ready to sacrifice the short-term profit but he should also think about the short term profit. The employees should feel motivated by achieving the short-term goals, which will help them to get motivation for achieving the long-term goals (Gregoire and Arendt 2014). To keep the employees motivated about their work, it is the duty of a leader and hence, being the leader of an organization, he should think about the ways to keep the employees motivates in their work (Chemers 2014). If I would have in the place of Penn, I would have worked for the short-term goals as well as long-term goals. The employees need to feel motivated that they are able to achieve the shorter goals, only then they will be able to concentrate on the long-term goals(Neumann and Neumann 2013). It could given more preference on the long-term goals but should have kept short-term goals to make the employees motivated for the future. Along with the transformational leadership, Penn also followed the situational leadership. The situational leadership is mainly about guiding the employees towards proper management of the task. At times, the employees become over-dependent on the leader when every tight situation arrives in the organization (Du et al. 2013). The employees turn to the leader for every support and helped. If I was the leader, I would have encouraged the employees to solve the issues themselves rather than taking all the decisions myself. In this way, the employees would have known the ways to solve their problems. Once the employees become over-dependent on the leader, it harms the company in the long run (Aydin, Sarier and Uysal 2013). The first three stage of situational leadership helps the members as the leader is guiding them and helping them in their work. In the final stage, the employees do not get any support (Wang et al. 2013). This might hamper the business as the employees will get used to the directions and support that have been provided by the leader. If at the final stage, suddenly the employees have to work by themselves, they might not be able to tackle the situations (Lin et al. 2015). As a result, I would have guided the employees but let the employees take the decision. If they were not able to take the decision properly, I would have guided them but not entirely and helped them to develop their confidence in work. Conclusion After going through the activities and the steps taken by Andrew Penn, it can be concluded that Penn follows a situational and transformational leadership. Penn mainly thought about the long-term goals in the organization rather than the short-term goals. He guided the employees win such manner so that they are able to handle the immense pressure that will come from the competitors. Penn believes that it is the duty of the stronger entity to support the weaker entity. He feels that none of the entity should be left behind if something is not accessible by any entity. Penn likes to challenges and hence he shifted to Telstra from an entirely different field to Telstra. It has been found that the traits of situational and transformational leadership. He guides the employees of the organization to deal with the competition in the external market, which is the trait of the situational leadership. On the other hand, he only thinks about the development of himself but also about other membe rs, which is a trait of transformational leadership. However, my personal reflection regarding Andrew Penn is quite commendable. He handles the employees well and takes intelligent decisions for organization. However, I felt that guiding the employees in every step will result in over-dependency of the employees on the leader. They might not be allowed to take decision in the final stage and hence, if I would be in the place of Penn, I would have asked the employees to take decisions by themselves. The final decision might not be of the employees but unless they will be confident in their work, they would not b able to develop properly. In addition to this, I would have kept short-term and long-term goals. the employees would have them motivated by achieving the short-term goals and would be more prepared for the long-term goals. References Aydin, A., Sarier, Y. and Uysal, S., 2013. The Effect of School Principals' Leadership Styles on Teachers' Organizational Commitment and Job Satisfaction.Educational Sciences: Theory and Practice,13(2), pp.806-811. Chemers, M., 2014.An integrative theory of leadership. Psychology Press. Choudhary, A.I., Akhtar, S.A. and Zaheer, A., 2013. Impact of transformational and servant leadership on organizational performance: A comparative analysis.Journal of Business Ethics,116(2), pp.433-440. Du, S., Swaen, V., Lindgreen, A. and Sen, S., 2013. The roles of leadership styles in corporate social responsibility.Journal of business ethics,114(1), pp.155-169. Garca-Morales, V.J., Jimnez-Barrionuevo, M.M. and Gutirrez-Gutirrez, L., 2012. Transformational leadership influence on organizational performance through organizational learning and innovation.Journal of Business Research,65(7), pp.1040-1050. Giltinane, C.L., 2013. Leadership styles and theories.Nursing Standard,27(41), pp.35-39. Gregoire, M.B. and Arendt, S.W., 2014. Leadership: Reflections over the past 100 years.Journal of the Academy of Nutrition and Dietetics,114(5), pp.S10-S19. Lin, P.Y., MacLennan, S., Hunt, N. and Cox, T., 2015. The influences of nursing transformational leadership style on the quality of nurses working lives in Taiwan: a cross-sectional quantitative study.BMC nursing,14(1), p.1. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Moriano, J.A., Molero, F., Topa, G. and Mangin, J.P.L., 2014. The influence of transformational leadership and organizational identification on intrapreneurship.International Entrepreneurship and Management Journal,10(1), pp.103-119. Neumann, Y. and Neumann, E.F., 2013. The president and the college bottom line: The role of strategic leadership styles.Library Consortium Management: An International Journal. Pashiardis, P., 2014. Modeling School Leadership Across Europe.search of new. Rabarison, K., Ingram, R.C. and Holsinger Jr, J.W., 2013. Application of situational leadership to the national voluntary public health accreditation process.Frontiers in public health,1, p.26. Rajbhandari, M.M.S., Loock, C., Du Plessis, P. and Rajbhandari, S., 2014. Leadership Readiness for Flexibility and Mobility: The 4th Dimensions on Situational Leadership Styles in Educational Settings.Online Submission. Ramli, D. 2015.Telstra CEO Andy Penn to sacrifice profits for growth. [online] The Sydney Morning Herald. Available at: https://www.smh.com.au/business/the-economy/telstra-ceo-andy-penn-to-sacrifice-profits-for-growth-20150930-gjyjal.html [Accessed 28 Dec. 2016]. Shahhosseini, M., Silong, A.D. and Ismaill, I.A., 2013. Relationship between transactional, transformational leadership styles, emotional intelligence and job performance.Researchers World,4(1), p.15. telstra.com.au, 2016.Andrew Penn. [online] telstra.com.au. Available at: https://www.telstra.com.au/aboutus/our-company/present/leadership-team [Accessed 28 Dec. 2016]. telstra.com.au, 2016.Proud Past, Bright future Our history, leaders and values. [online] telstra.com.au. Available at: https://www.telstra.com.au/aboutus/our-company [Accessed 28 Dec. 2016]. UNSW Australia Business School, 2016.Meet the CEO Checks-In With Andrew Penn. [online] UNSW Australia Business School. Available at: https://www.business.unsw.edu.au/news-events/news/meet-the-ceo-checks-in-with-andrew-penn [Accessed 28 Dec. 2016]. Wang, A.C., Chiang, J.T.J., Tsai, C.Y., Lin, T.T. and Cheng, B.S., 2013. Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance.Organizational Behavior and Human Decision Processes,122(2), pp.101-113.

Solution Acid and Base free essay sample

SOLUTIONS Title I. Objective: To study some phenomena related solution. II. Apparatus: Test tubes, Bunsen burner, mortar and pestle, conductivity Apparatus, test tube holder, calibrated test tube. III. Materials: Crystals of blue vitriol, benzoic acid, table salt, denatured alcohol, kerosene, 10ml of very diluted sulfuric acid, 2g brown sugar, 10ml of each of the following: 1 M solution of sodium acetate, ammonium chloride, ammonium hydroxide, sodium hydroxide and ethyl alcohol. IV. Procedure and Observation A. 1. Factors influencing Dissolving Velocity A. Each of 5 test tubes was filled up with 10ml of diluted H2SO4 solution. a. One crystal was dropped into the first test tube and set aside into the test tube rack, after several minutes the crystal was slowly dissolved. We will write a custom essay sample on Solution: Acid and Base or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page b. Another crystal was suspended into the second test tube by means of a sling made from a piece of mimeo paper about 1/4 inch wide and 4 inches long and set aside into the test tube rack, after several minutes the crystal was slowly dissolved. c. Powdered Blue Vitriol was placed into the third test tube and set aside into the test tube rack, after several minutes the powdered blue vitriol was slowly dissolved but faster than in 1. and 1. b. d. Powdered Blue Vitriol was placed into the fourth test tube and shaken vigorously until the powdered blue vitriol was totally dissolved. The powdered blue vitriol was dissolved faster compared to 1. c. e. Powdered Blue Vitriol was placed into the fifth test tube which was heated solution. Continuously heating of the solution until the powdered blue vitriol was completely dissolved. The powdered blue vitriol was dissolved faster compared to 1. d. B. Data and Results Solution |Factors |Rank | | | |(slowest -to- | | | |fastest) | |Blue Vitriol Crysta ls(CuSO4)+ H2SO4 |Particles Size |5 | |Blue Vitriol Crystals(CuSO4) + H2SO4 |Surface Area |4 | |Powdered Blue Vitriol (CuSO4) + H2SO4 |Particles Size |3 | |Powdered Blue Vitriol (CuSO4) + H2SO4 |Agitation |2 | |Powdered Blue Vitriol (CuSO4) + H2SO4 |Temperature |1 | 2. Solubility of Different Solutes in Different Solvents 1. a The 1/2g of table salt was divided into three equal portions in three separate test tubes. The first test tube was filled up with 2ml of H2O and the second test tube was filled up with 2ml kerosene. After filling up the two test tubes then shake. The third test tube was reserved for C. 1. a. The table salt was dissolved most in the 2ml H2O, and least dissolved in kerosene. 1. b The benzoic acid was divided into two equal portions in two separate test tubes. The first test tube was filled up with 2ml of H2O and the second test tube was filled up with 2ml kerosene. After filling up the two test tubes then shake. The benzoic acid was dissolved most in the 2ml kerosene, and least dissolved in H2O. 2. Data and Results |Solvents |Table Salt |Benzoic Acid | |2ml Water (H2O) |Soluble |insoluble | |2ml Kerosene |Insoluble |Soluble | |2ml Alcohol |Insoluble |Soluble | 3. Influence of Different Solutes in Different Solvents 1. The 1/2g of table salt from the third test tube from B. 1. a was filled up with enough water and added slowly pinch-by-pinch of table salt until no more table salt dissolved. The water-salt solution was thoroughly wet and being concentrated solution. 2. b The solution from C. 1. a was heated to almost boiling and added slowly pinch-by- pinch of table salt. After several minutes, when the solution was being cooled the table salt returned to its solid state. The water-salt solution was made supersaturated wherein the water was unable to dissolved the salt in the solution. B. 1. Electrolytes (Strong and Weak) and Non-electrolytes The Instructor had demonstrated. A. Each of the solution listed below had tested its conductivity by placing 10ml of each in a conductance tube and dipping it in the electrodes of the conductivity apparatus. a. 1 M HCL – Bright Light b. 1 M HOAc – Dimmed Light c. 1 M NaOH – Bright Light d. 1 M NH4OH – Dimmed Light e. 1 M NH4Cl – Bright Light f. 1 M NaOAc – Bright Light g. NaCl solution – Bright Light h. Sugar solution – Dimmed Light i. Distilled water – No Light j. Tap water – Dimmed Light k. Ethyl alcohol – No Light 2. Classification of all the solution listed as weak electrolyte, strong electrolyte or non electrolyte. Weak Electrolyte |Strong Electrolyte |Non Electrolyte | |Acetic Acid |Sodium Chloride |Distilled Water | |Ammonium Hydroxide |Hydrochloride |Ethyl Alcohol | |Tap Water |Ammonium Chloride | | |Sugar Solution |Sodium Hydroxide | | | |Sodium Acetate | | VI. Conclusion It takes time for a diluted Sulfuric acid (H2SO4) to dissolved the crystal blue vitriol compared to the powdered blue vitriol because they varied in the particles size, when shaking were applied on the solution the speed of the solubility were increased. In the heated solution the solubility was very fast due to the increased in temperature. The factor affected the solubility of water and salt solution, water and benzoic acid solution, was the nature of solute and the solvent, the polar solute were dissolved only in the polar solvent and slightly or insoluble to non polar solvent, then non polar solute were dissolved only in the non polar solvent and slightly or insoluble to polar solvent. Thus water is polar solvent and salt is polar solute therefore salt is soluble in water, whereas benzoic acid is a non polar and water is polar solvent so, benzoic acid is insoluble in water. Benzoic acid is soluble in kerosene and alcohol because they are non polar solvent. When salt was added into the water pinch-by-pinch, the salt absorbed the water wherein the amount of water in the solution were decreased by adding more salt, when water cannot dissolve more salt, the water-salt solution is saturated. Solutions having weak electrolytes are those weak acid or base solution, solutions having strong electrolytes are those strong acid or base solution. The non electrolyte solutions are those organic solutions.