Affect The Flight Time Of A Balsa Wood Glider Engineering Essay

Affect The Flight Time Of A Balsa Wood Glider Engineering Essay The purpose of the study was to obtain the relation between the flight time and launch height of a balsa glider of different wing area. Also the effect on flight time was recorded by changing the position of wings of the gliders. In the first part of the experiment the gliders were launched from four different height and the flight time was recorded. The experiment was conducted in a closed area in order to avoid the effect of wind. The gliders used were of different size and shape. The net acceleration acting on the gliders was also calculated by plotting a graph between square of flight time and launch height. In the second part of the experiment the wing positions for three different gliders were changed and the flight time was recorded in each of the three gliders. The launch height of the gliders was kept same. It was observed that as the launch height was increased the flight time also increased. The amount of lift could only be analysed by calculating the net acceleration in each of the gliders. The variation in the flight time due to the change in the position of wings was interpreted in terms of the increase in the loops made by the gliders i. e. the instability of the gliders or the moments of wings. Word Count- 221 Table of Contents- Introduction _______________________________________ 4 Theory _______________________________________ 5 Experimental Set up ___________________________________ 9 Method ________________________________________ 10 Result _________________________________________ 12 Conclusion _________________________________________ 22 Limitations ________________________________________ 23 Unresolved Questions _________________________________ 24 Bibliography ______________________________________ 25 Appendix ______________________________________ 26 Introduction: The question about aerodynamics has great importance in todays times and the various factors that affect aerodynamics of an aircraft or a glider is necessary in order to improve the efficiency. By taking up this experiment I have tried to analyse the acting forces on the flight of a glider such as the lift, the drag, and the weight also the theory of projectile motion plays an important role in determining the flight time of a glider. Also keeping in mind the laws of physics that relate to flight and also checking whether they are in accordance with the following experiment. Research Question- How the Wing area and position along with the launch height affect the flight time of a Balsa Wood Glider? The aim of this experiment is to study how the wing area, wing position and the launch height have an impact on the flight time of a balsa glider. In order to establish the above relations balsa gliders of different wing areas were hand launched from different heights and the flight time was recorded. As for the relation with the wing position and flight time they were hand launched as well from a fixed height with different wing positions. Theory The experiment is based on the theory of projectile motion, and fluid mechanics. Projectile Motion- When a body is projected from a certain height with a certain velocity, the acceleration on the body acts only in the downward (along y-axis) direction and the acceleration along the horizontal (x-axis) direction is zero. Since the air resistance also affects the horizontal motion of the body there might be some deceleration, however it is of a very small magnitude hence it can be neglected in the case of my experiment. The same explanation can be taken for the wind; there might be some component of the force (due to wind) which might affect the horizontal motion as well. This is also taken care of in the experiment as it is conducted in closed area. As the initial velocity is in the horizontal direction its vertical component is zero, by taking the vertical motion the flight time of the glider should depend on the height from which it has been launched and the net acceleration in the vertical direction. By varying the height in the experiment the flight time should also vary proportionately. As the height is increased the flight time should also increase. Due to the change in the forces acting on the glider the net acceleration can also change which in turn will affect the flight time. Forces There are three types of forces acting on a glider which are: Weight The weight of the body always acts in the downward direction. The weight of a body dependent on the mass of the glider and gravitational acceleration which can be taken constant for a given space. By Newtons 2nd law of motion, the weight is given by (F = mg) It  is the  force  due to the gravitational attraction of the earth on the  glider. But this force weight, which is the gravitational force, is different from the aerodynamic forces,  lift  and  drag.  The lift and the drag are mechanical forces that will act on the glider only when it is in physical contact with air which generates these forces. The gravitational force or weight is a field force; and is a non-contact force. The gravitational force (weight) between two objects depends on the masses of the two objects and the inverse of the square of the distance between these objects. The more the masses of the objects the stronger is the attraction, and closer the object are the stronger the attraction. Lift Lift is the  force  that acts on a glider upward and helps the glider to stay in the air. The lift on the glider is mainly generated by the wings.  It is an  aerodynamic  force produced by the motion of air flowing through the glider. Lift acts through the  centre of the pressure  of the glider and is in the direction which is normal to the flow of air. Lift occurs when a flow of air is  turned  by the glider. According to Newtons 3rd law of motion the flow of air is turned in one direction, and the lift is generated in the opposite direction. Since air is a  gas  and its molecules are free to move about, any solid can deflect its flow. For an  air foil, both the upper and lower surfaces plays part in turning the flow of air. There can be two types of lift static and dynamic lift. Static lift according to the Archimedes principle whenever a body is immersed in a fluid it experiences an upward force called the buoyant force. The factors on which the buoyant force depends are: The volume of the fluid displaced and; the density of the fluid. If the area of the wings increases the magnitude of the lift should also increase and the net force acting on the glider should also increases which in turn should decrease the net acceleration and hence increase the flight time. Dynamic Lift According to Bernoullis principle; the dynamic lift is due to the difference in pressure on the two sides of the body which is due to the difference in the speed of the air on the two sides of the body. There are various factors that affect lift, these are: Aircraft  wing geometry  has a large effect on the amount of lift generated. The shape and size of the wing will have a significant impact on the amount of lift generated. In order to generate lift there must be some velocity; hence if the object is moved in air then lift will be generated. Lift also depends on the  mass  of the flow.it also depends in a major way on the viscosity and compressibility of air. Viscous force or Drag Viscous force is a mechanical force. The drag, like lift, is also produce by the interaction and contact of a solid body with air. For drag to be produce, the solid body must be in contact with the air. If there is no air, there is no drag. Drag is generated by the difference in the speeds of the solid object and the air. There must be relative motion between the object and the air. If there is no relative motion, there is no drag. Viscous force always opposes the motion, hence it will be opposite to the motion of the glider. The most of the factors affecting drag is same as that affecting the lift. The viscous force can be taken as the aerodynamic friction, and one of the sources of this force is the  skin friction  between the molecules of the air and the solid surface of the glider. Since the skin friction is an interaction between a glider and the air, the magnitude of the skin friction depends on properties of both glider surface and air. The smooth, waxed surface of glider will produces less skin friction than a rough surface. And for the air, the magnitude of skin friction depends on the  viscosity  of the air. The relative magnitude of the viscous forces to the motion of the flow of air is called the  Reynolds number. Also the drag can be taken as the aerodynamic resistance to the motion of the object through the air. This source of drag depends on the shape of the glider and is called  form drag. When air flows around a body, the velocity and  pressure around the glide  are changed. The pressure is a measure of the momentum of the air molecules and a change in momentum results in a  force, a change in pressure will produce a force on the body. This component of the aerodynamic force that is opposed to the motion is the drag. Viscous force directly depends on the  mass  of the air flow going past the glider. Effect of Height on Flight time In this experiment there will be 4 heights taken but the height intervals will not be uniform in order to check the trend and see if there is a clear distinction in readings of flight time. As the height increases the flight time should increase as there is more distance to cover for the glider and since there are no forces acting as mentioned above, it is only the height that acts as a factor to change flight time. Wing area In this experiment the wing area should effect the flight time of the gliders as seen earlier, lift has a direct connection with wing area. As the lift increases the glider goes higher in the air thus increasing the flight time. Every glider has a different wing area and this makes a clear distinction between the flight times for the gliders. Wing position The wing position whether towards the front or back determines the stability of the glider while its flight. The more it is to the front of the socket it tends to do be more unstable and has a very loopy flight which increases the flight time. The further behind the wing is in the socket the more stable the glider is as the weight is more towards the centre of mass, making it more stable and also increasing the flight time however whilst a straight and balanced there are other forces acting on the flight that might pull it down to the ground. Experimental Set up Gliders In the initial stages the glider used were made by hand using a template to cut out the parts of the gliders. However these gliders lacked perfect stability and the edges had to be rubbed and smoothened in order to use make them completely aerodynamic. Even after doing so they lacked perfect specification and the material used to make them was not the right material hence they did not glide as required to. The gliders used in the later stages were bought online from amazon.com. These gliders are laser cut and ready to fly. They are made out of balsa wood. There were 3 types of gliders that were used, the parts of the gliders were precisely cut and well balanced in order to obtain a decent flight. The 3 gliders varied differently in shape, size, and weight and wing area. Area The experiment was conducted in a closed environment. The length of the place was approximately 35meters and width approximately 12meters. The wind factor was controlled as all doors and windows were shut and it was an enclosed area. Method: There were various steps that are involved in this experiment. The glider was first flown in an outdoor environment to check the flight. Since the wind factor cannot be controlled in an outdoor environment it was not possible to conduct the experiment outside as this affects the flight time. Hence an indoor area was chosen. Measuring Wing Area The gliders that will be used which each have different shape, size, and wing area. The first variable wing area cannot be measured by a given formula as it is not a uniform shape and cannot be broken into smaller shapes. The wing area will be measured by keeping the entire wing on a graph sheet whose each square area is known and the outline of the wing shape will be sketched out on the graph sheet. After having done this the number of complete squares of the known area that are enclosed by the outline of the wing will be counted. After this the number of incomplete squares and an approximation will have to be made as it is not feasible to calculate area of a fraction of the square. This will be done for each of the three gliders and will be noted down. In order to make sure that the gliders, glide properly without any hindrance and technical difficulty a test flight will be done. If there seem to be any technical problems with any of the three gliders they shall be fixed at first in order to provide accurate and legit readings. If any parts seem to be broken they will be fixed by the special adhesive which is used to stick balsa wood. Launching and Measuring Flight Time Keeping in mind that there are no holders or launching devices provided with these gliders they will have to be launched by the free hand as it is not possible to devise a launch method. This is so because making any alterations to the glider might distort its stability and will cause unequal weight balance. Although launching from the hand will have uncertainties such as different launch force and height it will be controlled as much as possible. In order to make sure the height is constant a plumb line will be taken and held from the comfortable launch height. This plumb line will then be measured in accordance with a metre scale. Every time a glider is launched it will be launched from the same height as the thread will be held at that height while launching the glider. The second height from which it will be launched will be after standing on top of a dining table. The height of the table will be measured by using another plumb line and will be measured in accordance to the metre scale. This height of the table will be added to the initial launch height and then a plumb line of that height will be held while the launch. The fourth height will be from approximately the first floor. The vast interval difference is taken so that there can be a clear trend that can be observed for the flight time. The height of the wall will be measured and then the initial height of the launch will be added to this. The fourth height will be from above a table on the first floor, in order to obtain this height the same step as the one for the table height on the lower level will be used. Taking the readings of the flight time will be done by using a stopwatch. It is not possible for me to do this alone as starting the stopwatch and launching the glider is not possible at the same time hence a little assistance will be required to measure the flight time. The assistant will start recording the flight time as soon as the glider leaves contact with my hand and will stop as soon as the glider touches the ground. These readings will then be recorded in a table. There will be 5 readings taken for each glider at each height. There are two wing positions possible either at the front of the socket or the back. Each gliders wings will be adjusted as front and back and for each position there will be 5 readings taken. Result Flight time for different launch height (Experiment1) Glider A Height (meters) Flight time ( ± 0.01s) Average( ±0.13s) t2(sec2) 1.5 1.64 1.78 1.84 1.81 1.74 3.03 2.24 2.21 2.45 2.53 2.28 2.38 5.68 5.3 3.83 3.94 4.04 3.72 3.91 15.29 6.04 4.81 4.63 4.79 4.84 4.75 22.54 As the height was increased the flight time also increased. Since the glider used was the same and the speed with which it was projected also remained same the lift experienced by the glider did not change. The increase in the time was only due to the increase in height from which the glider was projected. Glider B Height (meters) Flight time ( ± 0.01s) Average ( ±0.13s) t2(sec2) 1.5 1.25 1.5 1.28 1.3 1.32 1.75 2.24 1.54 1.68 1.61 1.59 1.61 2.60 5.3 2.19 1.94 2.4 2.33 2.24 5.02 6.04 2.78 3.01 2.92 2.84 2.87 8.26 The trend between the time of flight and the height of launch was same as in the case of glider A. Glider C Height (meters) Flight time ( ± 0.01s) Average ( ±0.04s) t2(sec2) 1.5 0.93 0.90 1.01 0.94 0.94 0.88 2.24 1.16 1.21 1.24 1.19 1.19 1.43 5.3 1.57 1.59 1.55 1.6 1.57 2.45 6.04 2.1 2.12 2.11 2.15 2.11 4.47 The trend between the time of flight and the height of launch was same as in the case of glider A and B. hence in all the 3 cases it was found that the lift experienced by the gliders did not depend upon the height of projection or the height at which the glider was flying. As seen above in the graph the flight time of the glider is directly proportional to the height from which it has been released i.e. as the height increases the time taken by the glider to touch the ground also increases. According to the equation of motion 2 If we are considering the vertical motion then the initial speed in the vertical direction will be taken as zero then 2. The three forces acting on the glider that is the weight (mg), the drag and the lift are all constant. Since the drag and the lift depend on the speed of the glider it is not changing as the speed in all the cases are constant. The above relation can be made linear by plotting a graph between t2 and h from this graph the net acceleration acting on the glider can be calculated by measuring the slope of the graph. Since: 2. Net acceleration = 2/slope of the curve. Measurement of net acceleration of the glider. Glider A Calculation Net acceleration = 2/slope of the curve. Net acceleration in glider A= = 0.51 m/s2 Glider B Calculation Net acceleration = 2/slope of the curve. Net acceleration in glider B= = 1.62 m/s2 Glider C Calculation Net acceleration = 2/slope of the curve. Net acceleration in glider B= = 3.1 m/s2 The Glider C has the maximum acceleration and Glider A has the least. This also means that Glider C comes to rest much more quickly than Glider A, Glider A also has a longer glide time and this is because of the light weight and wing span that makes it more stable while in flight. Whereas when compared to Glider C the weight is much more and the glider isnt stable enough to stay in air for a long time. The wing area also has a significant impact on this as the more wing area means more lift however when we check Glider C has more wing area but it yet doesnt get enough lift; this explains that this glider needs more thrust when launched in order to stay in air longer than the others. Wing Position (Experiment2) Glider A Wing Position for A Position Flight time ( ± 0.01s) Average ( ±0.11secs) Front 1.72 1.85 1.9 1.68 1.77 1.78 Back 1.56 1.59 1.72 1.6 1.52 1.60 As seen above when the wings of the glider are moved forward the flight time of the glider increases. Glider B Wing Position for B Position Flight time ( ± 0.01s) Average ( ±0.11secs) Front 2.13 2.06 2.24 2.17 2.26 2.17 Back 1.66 1.59 1.63 1.82 1.74 1.69 As in the case of Glider A when the wings of the glider are moved forward the flight time of the glider increases. Glider C Wing Position for C Position Flight time ( ± 0.01s) Average ( ±0.12secs) Front 1.47 1.59 1.61 1.53 1.42 1.52 Back 0.84 0.79 0.94 0.75 1.03 0.87 As in the case of Glider A and B when the wings of the glider are moved forward the flight time of the glider increases. As we can see in the graphs above the time taken for the flight when the wings are in front is more than the flight time for when the wings are pushed backward. This is because the forward wings make the flight of the glider much more unstable and cause it to loop more. The looping increases the time to touch the ground as it causes sudden immediate lift and this also increases the horizontal gliding time. Whereas on the other hand when the wings are pulled back in order to make the flight more stable but there are still other factors like weight, lift and drag that are constantly affecting the flight and causing it to descend. Conclusion: In the first part of the experiment it was found that the flight time increases as the height from where the glider was launched increases. I each of the 3 gliders the lift acting on the glider did not change as the area of the glider remained same. The change in the flight time was only due to the change in the height of the launch. The graph between the height of launch and the square of flight time gave the measure of the net acceleration in case of the 3 gliders which in turn could be interpreted in terms of net force acting on the glider. The measure of net acceleration showed that the lift produced in case of the gliders increased with the wing area. The lift in the case of Glider A was found to be maximum, as it had the maximum wing area. In the second experiment the flight time increased as the wing position was shifted towards the front of the glider. The trend obtained in all the three gliders was the same. The increase in the flight time was due to the increase in lift that made the glider shoot up and loop in the air. As the glider looped in the air the height also increased which in turn increased the flight time. The increase in the loop made by the glider was due to the instability produced by shifting the weight of the wing to the front of the plane. Limitations: There were several limitations while doing this experiment. The first and what can be considered as the most important is the launching technique. This is the most crucial part of this experiment and all the readings depend on this. Due to the fragile bodies of the glider there could be no launching technique devised that would make sure the force on each launch is the same. The lift acting on the glider depends on the speed of the glider; if the launching speed varies it can affect the lift experienced by the glider. Since it is not possible to neither control the force used for each launch nor measure it, it was the biggest drawback. When the experiment was conducted in the open the wind factor had a great impact on the flight of the gliders. The gliders being light and very fragile, the wind outdoor was drifting the gliders into different directions and also slowing them down. This change in path and time was random and unpredictable. Since it was not possible to control the wind the experiment was carried out in a closed environment, yet there was some wind that affected the flight and caused slight deviation in path which could have possibly increased the flight time or even decreased it. Since the gliders were launched several times and had not landing mechanism as well, the rough landing chipped quite a few parts of the gliders that made the flight for the later readings relatively unstable and defective. Unresolved Questions: The effect of projection velocity on the flight time was not clear as the gliders were launched with almost same velocity and force. The speed with which the glider moves effects both the lift on the glider and the drag acting on it. The two forces are very important in deciding the flight of the gliders. By designing a proper launch mechanism the effect of speed or the launch force would had been studied. Also the efficiency of the flight could have been studied by measuring glide ratio i.e. the ratio of the horizontal distance travelled and the loss of height travelled in a given time. Bibliography Books: Giancoli, Douglas C., Physics Principles with Applications, 6th Edition, Pearson Education Limited, NJISBN: 0-13 -184661-2-1. Nelkon, M., and Parker, P., Advanced level Physics, London, Heinemann Educational Books Limited, ISBN 0-435-68636-4 Tsokos, K., A., Physics for the IB Diploma,5th Edition, Cambridge University Press, ISBN 978-0-521-13821-5 Websites: http://en.wikipedia.org/wiki/Gliding_flight http://www.grc.nasa.gov/WWW/k-12/airplane/glider.html http://www.skysailing.com/pages/theory.htm http://web.mit.edu/16.00/www/aec/flight.html

Gender Roles Essay

â€Å"We’ve begun to raise daughters more like sons†¦but few have the courage to raise our sons more like our daughters,† (Gloria Steinem, American feminist). Gender roles refer to the set of social and behavioral norms that are considered to be socially appropriate for individuals of a specific sex in the context of a specific culture (Wikipedia). Gender roles are expectations of how an individual should act, dress, talk, walk, etc. based on their sex, which is biological. Gender roles shape the pressures and expectations society places on male and female individuals. For instance in the old American culture men had to be the main source of income in the family, while women were expected to stay home take care of the children and do the domestic housework. In the short story â€Å"Girl† Jamacia Kincaid illustrates the feminine roles her mother taught her growing up and the expectations she needs to meet as a women, a wife, and a mother. In contrast with Kin caid, Michael Kimmel’s essay â€Å"Bros before Hos: The Guy Code† explores the code of masculinity that young men are expected to follow. Traditional gender roles influence many individuals in a positive or negative aspect as they grow and either resist or give in to the expectations within society. Growing up as little girl, my mother would always teach me the social expectations of the feminine roles associated with our tradition. I would always be playing with dolls, dressing in skirts, putting bows in my hair, pretending to be a princess and acting like Dorothy from the Wizard of Oz always clicking my sparkly red shoes. However, the pressures and expectations of the gender roles associated to your sex are more profound as you grow into an adult. As I grew into a young woman the expectations I had and still to this day have to meet are much more demanding and expected. Kincaid states, â€Å"This is how you set a table for dinner; this is how you set a table for dinner with an important guest; this is how you set a table for lunch; this is how to behave in the presence of men who don’t know you very well†¦Ã¢â‚¬  (385). Kincaid explains some of the feminine demands and expectations  her mother would teach her growing up. Similar to Kincaid experience, my mother would also establish the feminine roles and demands that I needed to accept and fulfill from the expectations that have been set forth from generations of women. However, the expectations I needed to meet to fulfill the duties as a wife and mother conflicted with my expectations of not wanting to be a wife or mother at all, but to establish and purse a stable career for myself. The view of femininity in the culture I was raised with compared to old American culture of the 50’s and 60’s. Women were seen as objects, accessories. Femininity was viewed as being fragile and weak, as well as having a â€Å"natural† mother like instinct. Women in my culture are defined as being dependent on a man, stay home do the groceries shopping, clean the kitchen, prepare breakfast, lunch, and dinner, iron their husbands shirt and pants, â€Å"wash every day, even if it’s with their own spit† (Kincaid 385), keep the household in order, and be the perfect wife, mother, and women or at least pretend to be. However, these traditional views of what feminine roles are defined as conflict with the mainstream American culture of today’s feminine expectations. Women in today’s culture are defined as either the main source of income or contribute the equal amount of income with their spouse. Women are seen as independent and many women have established stable careers. In â€Å"Bros before Hos† Kimmel asked a female college student what it means to be a women she stated, â€Å"’Nobody can tell me what it means to be a women anymore’† (462). In modern American society being a woman has no concrete formulated expectation or role that she is expected to fulfill. Although in today’s modern American society views women differently as they once did, my culture still views women in a more traditional aspect. These conflicts or being independent or dependent, pursuing a career or being a domestic house wife and mother affect both expectations I have to meet with my family culture and the culture I was born into. Being one of the youngest girl in my family I would observe my cousins and see them being pressure of the roles and expectations that where concretely defined in my cultures view of femininity. Their decisions of following the domestic housewife role  affected me to resist these pressures, while they did not and gave me the courage to fulfill my and modern American society’s expectations of what being a woman is and not just stay at home and spend all my husbands’ money because I have nothing better to do. Gender roles have always been a social issue that shape the way we think of others. These roles perceive women as fragile and weak, while men are seen as aggressive and show little to no emotion. Gender roles can vary from one culture to another and have different expectations associated with masculine and feminine roles individuals have to obtain. Gender expectation such as women have to stay home and do the domestic housework, while men are the source of the primary income can either conflict or reinstate the expectations of you. These roles can affect an individual either in a positive or negative ways, whether or not they want to override the social norm of what society says is acceptable or give into the pressure of the roles society established for each gender. The gender roles one’s culture establishes or society establishes becomes more overwhelming as we grow older, enforcing these expectations further. Also, your culture’s view of masculinity or femininity may conflict with mainstream American culture and a rise conflicts for an individual. It’s up to them whether they want to endure the pressures or resist the pressures of traditional gender roles or modern American gender roles. Word Count: 1,025 Reference Page Kincaid, Jamaica. Girl. Boston, Mass.: Bedford/St. Martin’s, (2013): 384-386. Print Kimmel, Michael. Bros before Hoes: The Guy Code. Boston, Mass.: Bedford/St. Martin’s, (2013): 461-471. Print.

Organisational Development Strategy

Introduction Change is a constant thing and this transpires within world in many ways. As the world becomes more complicated and increasingly intertwined, changes ostensibly far away affect us. Thus, change may sometimes appear to occur frequently and arbitrarily. We are gradually becoming cognizant of how connected we are to one another and to our world. Organizations must withal be cognizant of their holistic nature and of the ways their members affect one another.The incredible amount of change has coerced individuals and organizations to visually perceive â€Å"the immensely colossal picture† and to be cognizant of how events affect them and vice versa. Organization development is a new term which means a conceptual, organization-wide effort to increment an organization's efficacy and viability. Warren Bennis has referred to OD as a replication to transmute, an intricate educational strategy intended to transmute the notions, attitudes, values, and structure of an organiza tion so that it can better habituate to new technologies, markets, challenges, and the dizzying rate of change itself.OD is neither â€Å"anything done to better an organization† nor is it â€Å"the training function of the organization†; it is a particular kind of change process designed to establish a particular kind of end result. OD can involve interventions in the organization's â€Å"processes,† utilizing behavioural science knowledge organizational reflection, system amelioration, orchestrating and self-analysis. International Business Machines Corporation (IBM), incorporated on June 16, 1911, is an information technology (IT) company.IBM operates in five segments: Global Technology Services (GTS), Global Business Services (GBS), Software, Systems and Technology and Global Financing. GTS primarily provides IT infrastructure services and business process services. GBS provides professional services and application management services. Software consists pri marily of middleware and operating systems software. Systems and Technology provides clients with business solutions requiring advanced computing power and storage capabilities. Global Financing invests in financing assets, leverages with debt and manages the associated risks.In May 2012, the Company acquired Varicent Software Incorporated. In May 2012, the Company acquired Vivisimo. In June 2012, the Company acquired Tealeaf Technology, Inc. On August 1, 2012, Toshiba Tec Corporation acquired the retail store solution business from IBM. In September 2012, it acquired Butterfly Software Ltd. In October 2012, it acquired Texas Memory Systems. In October 2012, the Company announced the opening of three new branch offices in ASEAN, which are located in the cities of Ipoh and Malacca in Malaysia and Bandung in Indonesia, and announced the opening of three new branches across Brazil.In December 2012, the Company acquired Kenexa. In February 2013, it completed the acquisition of StoredIQ. In April 2011, the Company acquired TRIRIGA, Inc. In October 2011, the Company acquired i2. In October 2011, the Company acquired Algorithmics. In October 2011, it acquired Q1 Labs Inc. In November 2011, the Company opened in Romania its European site for developing and testing IBM switch and networking hardware and software. In December 2011, the Company completed the acquisition of Curam Software Ltd. In January 9, 2012, the Company acquired Platform Computing. In January 11, 2012, the Company acquired Green Hat.In February 1, 2012, the Company acquired Emptoris Inc. In February 15, 2012, the Company acquired DemandTec Inc. In February 10, 2012, the Company completed the acquisition of Worklight. In March 2012, the Company opened a new branch office in Ludhiana, Punjab, India. (http://www. reuters. com/finance/stocks/companyProfile? symbol=IBM) In 1992-1993, IBM began to lose money and struggled to meet payroll for the over 300,000 employees because of the changing market landsca pe. Louis Gerstner, the recently appointed CEO, saved the company by changing IBM’s culture and business model.As we know now one of IBM’s core businesses is consulting, which had not been a key component of the legacy model. It seemed like IBM was facing a similar, if perhaps more dire, situation to Merrill Lynch in the mid 2000’s. (http://professorjickblog. com/post/4194417315/organizational-change-at-ibm) IBM helped pioneer information technology over the years and it stands today at the forefront of a worldwide industry that is revolutionizing the way in which enterprises, organizations and people operate and thrive. The pace of change in that industry, of course, is accelerating, and its scope and impact are widening.In these pages, you can trace that change from the earliest antecedents of IBM, to the most recent developments. You can scan the entire IBM continuum from the 19th century to the 21st or pinpoint — year-by year or decade-by-decade †” the key events that have led to the IBM of today. (http://www-03. ibm. com/ibm/history/history/history_intro. html) IBM has been in the industry for a hundred years already but this paper will focus on the organizational changes and developments with the company for the past 20 years. Brief HistoryIn 1911 IBM was first incorporated in New York as the Computing-Tabulating-Recoding Company. The company’s history, however, can be traced back to 1890, when the United States was receiving waves of immigrants. To meet the needs of measuring population the US Census Bureau sponsored a contest to find the most efficient means of tabulating census data. The contest was won by German immigrant and Census Bureau statistician, Herman Hollerith. Hollerith formed the Punch Card Tabulating Machine Co. in 1896. In 1911 Hollerith’s company merged with Computing Scale Co. f America and International Time Recording Co. to form Computing-Tabulating-Recording Co. The company manufactur ed and sold products ranging from commercial scales and industrial time recorder to meat and cheese slicers, tabulators and punch cards. In the beginning the company operated in New York City only. Within a short period of time, however, it quickly expanded its office and plants to other parts of New York State, Washington, DC, Ohio, Michigan and Toronto, Canada. In 1914 Thomas J. Watson joined the company and became the president of the company within eleven months.Under his leadership the company continued to expand its products and services. At that time the company focused on producing large scales custom built tabulating solutions for businesses. Within ten years Watson had expanded the company’s business operations to Europe, South America, Asia and Australia and in 1924 the company was renamed International Business Machines Corporation (IBM) to reflect the firm’s worldwide expansion IBM refers to the decades between 1939 and 1963 as the ‘Era of Innovation ’. During this period the company’s product line expanded ignificantly. In 1891 IBM introduced personal computers (PCs) for small businesses, schools and homes. For first time, IBM collaborated with Intel and Microsoft to produce personal computers. In 1985 IBM introduced local area networks (LAN), which permitted PC users to exchange information and share printers and files within a building or complex. IBM established a foundation for network computing and numerous applications of PCs. In 1993 Louis V. Gerstner, Jr, a former executive at American Express, Nabisco and McKinsey & Co. joined IBM as CEO. Gerstner emphasized the need to provide integrated solutions for the company’s customers. He also decided to keep company, together instead of splitting it into separate independent companies. Today IBM’s strength lies in its combined expertise in solutions, services, products and technologies. http://historyofbusiness. blogspot. com/2009/04/brief-history-o f-ibm. html How IBM does their Organizational Development IBM has launched one of its companies fixating on business strategies and development.So therefore, they will be one of the good companies that we can optically canvass and study how they remain successful over the years. IBM Global Business Services offers one of the largest strategy & transmute practices in the world, their strategy & transmute practice amalgamates business strategy with technology insight to help organizations develop, align and implement their business vision across four strategic dimensions – business strategy, operating strategy, organization change strategy and technology strategy – to drive innovation and magnification.This is withal one of the reasons why IBM is capable of transmuting quickly and successfully. Instead of going with the latest trends, they mold, develop and lead them. By combining the proven talent with the deep research, scale and scope of IBM, they have built a unique approach to industry solution development. This approach allows them to address the opportunities that matter most and deliver business outcomes with faster time-to-value.The IBM strategy and transformation practice helps expand the horizon possibilities while implementing with rigor. Its three areas of competence are aligned to drive opportunity and execute across the value chain. The insight provided by innovation and growth services allows setting an overall direction for the organization by developing sustainable business, customer and technology strategies. Their capabilities within the operations and finance area help optimize how the organization functions to drive higher performance.And finally, with organization and people expertise, they can develop and lead the talented individuals who create value and competitive advantage. With over 100 years of business and technology experience, IBM has demonstrated its ability to drive performance through continuous transformation of their business model, operations, technology and workforce. Their strategy and transformation practice draws upon these experiences as well as extensive IBM assets and best practices.With consultants in over 170 countries and deep expertise in 17 industries, IBM has proven the effectiveness and value of its approach. IBM thought leadership and research – acknowledged by analysts as among the best in the industry – are based on market-driven intelligence, in-depth interviews, and our own transformation story. IBM has a long track record of success in helping companies chart a course for business transformation.This commences with strategic orchestrating that can envision a broad range of future scenarios. Their consultants fixate on results, through the development of business models and executable strategies that foster innovation, sustainable magnification and profitability. They help companies and organizations build on key strategic drivers such as new product and accommodation offerings, dynamic market opportunities, new channels and greater customer insight to create greater competitiveness.Our team of strategists provides a clear roadmap for differentiation predicated on business model innovation, implemented through efficient processes and operations. Definitely by doing this, they have also implemented these strategies within their organization and have proven to have good results. (ftp://public. dhe. ibm. com/common/ssi/ecm/en/gbb03089usen/GBB03089USEN. PDF) The processes and strategies that they have developed and proved over the years are also the factors why their organization is very stable.According to their website, below are some of the services that they offer and most likely apply within their organization as well. IBM's Organization and Workforce Transformation offering assists clients with two transformational imperatives: firstly, it enables them to transform their workforce into the productive, innovative and high-performan ce force necessary to survive and thrive; secondly it manages the people elements in any transformation being undertaken (process optimization, business model transformation, etc. Our services include: * Learning transformation: Addresses the need to inspire and equip people in business to improve performance, skills and knowledge for the following results: aligning learning initiatives with organizational and business goals, developing learning strategies, and harnessing the power of technology to enhance learning and performance. Talent management: Design strategies and solutions to align talent management with business priorities, covering talent sourcing, performance, succession management and rewards and recognition. This solution includes process design, systems implementation, change management and talent analytics. * Social business: Drive innovation and growth by connecting people to people, people to data and information, and people to personal and institutional knowledge inside an organization and across the larger organizational ecosystem. Workforce analytics and optimization: This offering leverages analytics to design evidence-based strategies and practices for optimizing workforce performance and productivity to develop information strategies, and a workforce measurement framework, which can help identify key metrics and align with employee goals. Organization design: Organization design enables enterprises to align their organization with new or existing business models and strategies to maximize effectiveness by clarifying work responsibilities and redefining jobs and their relationships to one another (structure), governance mechanisms, and other organizational elements to drive new behavior supporting strategic change and business results. * Change management: Change management is a roactive and systematic approach to deal with change from the perspective of an organization, a group, or at the individual level. Change management helps ensure that people impacted by the changes (technology) understand, accept and commit to changes; thereby mitigating risks and achieving long term benefits faster. (http://www-935. ibm. com/services/us/gbs/strategy/talent-and-workforce-management. html) During the course of the changes that took place in their organization, there were challenges encountered.Based on the researches conducted, below are the most significant challenges that took place when implementing their change projects. 1. Changing mindsets and attitudes 2. Corporate culture 3. Complexity is underestimated 4. Shortage of resources 5. Lack of commitment of higher management 6. Lack of change know how 7. Lack of transparency because of missing or 8. wrong information 9. Lack of motivation of involved employees 10. Change of process 11. Change of IT systems 12. Technology barriersAnd based on the challenges mentioned above, they were able to come up with factors that contributed to the successful change. It is normal to ha ve resistance to different types of change especially having a big organization like IBM. Below are some factors that contributed to the effectiveness of the different changes in their organization: 1. Top management sponsorship 2. Employee involvement 3. Honest and timely communication 4. Corporate culture that motivates and promotes change 5. Change agents (pioneers of change) 6. Change supported by culture . Efficient training programs 8. Adjustment of performance measures 9. Efficient organization structure 10. Monetary and non-monetary incentives ftp://public. dhe. ibm. com/common/ssi/ecm/en/gbe03100usen/GBE03100USEN. PDF The most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, put the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails.The purpose of business strategy is to exploit t he capabilities of the company to gain and sustain competitive advantage in accommodating the desiderata of customers in a chosen rialto. An effective business strategy will provide good answers to questions on business scope, customers’ needs, how the enterprise will exploit its advantages, and on how competitive advantage will be achieved. It will withal describe the main actions compulsory to implement the strategy and the reasons why the vicissitudes are compulsory.Summary All in all the reason for IBM Global Business Services’ success is because they have methods and strategies that have been tried and tested over the years that they have been in this industry. Also one of the factors for success is having open minded members of the organization who are always open and welcome to change. Somehow, the company also has its own ways to make the employees and members of the organization understand and help them to adapt through the course of these changes.Resistance t o change is normal but with proper guidance and support from the whole management team, members of the organization will feel at ease and motivated, hence, will embrace the change. Today, businesses must bring more innovative products and accommodations to market, more quickly than ever before. IBM makes utilization of best practices to help companies become more rigorous in their approach to development and lifecycle issues – not only to ameliorate speed and cost, but withal to enable the perpetual amelioration of products

The Character of Hedda Gabler in Ibsens Hedda Gabler Essay

The Character of Hedda Gabler Hedda Gabler is perhaps one of the most interesting characters in Ibsen. She has been the object of psychological analysis since her creation. She is an interesting case indeed, for to explain Hedda one must rely on the hints Ibsen gives us from her past and the lines of dialogue that reveal the type of person she is. The reader never views Hedda directly. We never get a soliloquy in which she bares her heart and motives to the audience. Hedda is as indifferent to our analysis as she is to Tesmans excitement over his slippers when she says I really dont care about it (Ibsen 8). But a good psychologist knows that even this indifference is telling. Underneath the ennui and indifference†¦show more content†¦Hedda is the product of aristocratic birth. She is, as I mentioned earlier, the daughter of General Gabler, whose portrait hangs over this play not unlike the portrait of the absent father in Williams The Glass Menagerie. And in case we have missed the significance of the portrait in the stage directions or have overlooked it as an audience member, Miss Tesman rivets our attention to it and the reality of Heddas aristocratic life: Well, you cants wonder at that--General Gablers daughter! Think of the sort of life she was accustomed to in her fathers time. Dont you remember how we used to see her riding down the road along with the General? In that long black habit--with feathers in her hat? (Ibsen 2). Her aristocratic birth and her past is contrasted by her choice of a husband who has neither noble blood nor bourgeois money. We are told that this motherless child of an aristocratic general often gave in to fits of cruelty as a child: At the finishing school the presence of a girl with a head of abundant, wavy flaxen hair irritated her and provoked her to outbursts of cruelty which had their source in equal measure, perhaps, in envy and in a deep-seated temperamental antipathy; for dearth of abundance, physically and temperamentally, i s a characteristic of Heddas nature (Weigland 246-247).Show MoreRelatedCharacter Analysis of Hedda in Henrik Ibsen’s Hedda Gabler Essay1660 Words   |  7 Pages Henrik Ibsen’s Hedda Gabler introduces its audience to a paradoxical protagonist, Hedda Tesman. Ibsen’s delineation of Hedda presents her as a petty and frivolous woman whose sole motivation is to seek her own amusement with no regard to those around her. 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