Perpetual Motion And Movement Engineering Essay

Perpetual Motion And Movement Engineering Essay The term perpetual motion exactly refers to the movement that goes forever. However the term usually refers to any device that Always produces more energy than it consumes that ultimately results in a net output of energy for indefinite time. The law of conservation of energy states that energy cannot be created or destroyed, according to this law there could not be any such kind of machine in existence. The most commonly contemplated type of perpetual motion machine is a mechanical system which sustains motion indefinitely, regardless of losing energy to  friction  and  air resistance. A second type of impossible perpetual motion machine is one which does not violate conservation of energy, but produces work by spontaneously extracting  heat  from its surroundings, thereby cooling them down, and converting the heat energy into mechanical work. Such machines are prohibited by the  second law of thermodynamics. BASIC PRINCIPLE OF PERPETUAL MOTION MACHINE The perpetual motion machine violates both first law of thermodynamics and second law of thermodynamics. The first law of thermodynamics is essentially a statement of conservation of energy while the second law has so many different kinds of definitions, and can be described in many ways. The most common definition of second law is heat always flows from hot body to colder body. No heat engine can be more efficient than a Carnot heat engine Machines which are claimed not to violate either of the two laws of thermodynamics but rather to generate energy from unconventional sources are sometimes referred to as perpetual motion machines. By way of example, it is possible to design a clock or other low-power machine, such as Coxs timepiece, which runs on the differences in barometric pressure or temperature between night and day. Such a machine has a source of energy, albeit one from which it is impractical to produce power in quantity. CLASSIFICATION OF PERPETUAL MOTION MACHINE PERPETUAL MOTION MACHINE OF FIRST ORDER PERPETUAL MOTION MACHINE OF SECOND ORDER PERPETUAL MOTION MACHINE OF THIRD ORDER PERPETUAL MOTION MACHINE OF SECOND ORDER Impossible machines. Our second kind is of machines that challenge logic; like the drawings of Maurice Escher, where water runs perpetually downhill, but in a closed cycle. In fact, Escher did make one drawing of a waterwheel run perpetually in such a flow (See Figure ). Another impossible machine has weights of magnitude 9 on one side which become of weight 6 on the other when the weights turn upside-down It is a machine which spontaneously converts thermal energy into mechanical work. When the thermal energy is equivalent to the work done, this does not violate the law of conservation of energy. However it does violate the more subtle second law of thermodynamics. This type of machine is different from real heat engines (such as car engines), which always involve a transfer of heat from a hotter reservoir to a colder one, the latter being warmed up in the process. In a perpetual motion machine of the second kind there is only one heat reservoir involved, which is being spontaneously cooled without involving a transfer of heat to a cooler reservoir. This conversion of heat into useful work, without any side effect, is not possible, according to the second law of thermodynamics. In relevance, for example, an automobile engine is not a perpetual motion machine because it works on the basis of the temperature difference between the fuel burning in the cylinder and the cooler environment outside. In order so that it functions, some of the chemical energy released as heat when the fuel burns must not be converted to work, but must be exhausted to the cooler reservoir of the environment by the exhaust gas and the radiator. As explained by statistical mechanics, there are far more states in which heat distribution is close to thermodynamic equilibrium than states in which heat is concentrated in small regions, so temperatures will tend to even out over time, reducing the amount of free energy available for conversion to mechanical energy. Why is Perpetual Motion considered to be Impossible? The idea of perpetual motion sounds so clear-cut. An electric car powered by perpetual motion could recharge its own batteries forever, or a perpetual motion clock could without human intervention rewind itself for years. But there is a reason why perpetual motion machines remain in the area of dream; its the Laws of Thermodynamics. Some inventions may appear to run by perpetual motion, but they usually rely on a hidden source of external energy. Both the First and Second Laws of Thermodynamics keep our perpetual motion car in the garage. According to one portion of the First Law, energy cannot be created or destroyed, only changed to different forms. The batteries which power an electric car only contain a fixed amount of energy. Most of this energy goes into propelling the electric motor, but some is inevitably lost through friction and the recreation of momentum after a stop. Our perpetual motion cars recharger would have to create even more energy in order to keep the batteries at full capacity. No such power generator exists, nor can one be built if the Laws of Thermodynamics are true. The Second Law of Thermodynamics also prevents perpetual motion machines from becoming reality. Part of the Second Law states that heat energy inevitably seeks out cold areas, eventually creating a neutral temperature state called entropy. This means our proposed perpetual motion car will eventually conk out from a lack of usable heat energy. The motor casing gets hot during work, and some of that heat energy would be dissipated into the air, not back into the battery system. Since external factors such as gravity and friction would be constantly pulling on the machine, eventually all of the usable energy would be lost. Perpetual motion machines would only be possible if a substance could be found that generated more energy than it used. Some inventors hoped that radioactive materials would prove to be useful as perpetual motion engines, but their energy is still considered finite. Magnets have also been used to power would-be perpetual motion machines, but their continued operation often requires some external energy source. Gravity is usually considered a force hostile to the cause of perpetual motion, but some inventors use gravity to their advantage when creating theoretical perpetual motion machines. Because scientific laws and theories generally deem perpetual motion impossible, patent offices are extremely reluctant to grant patents for such machines. Proposed perpetual motion machines are the only devices which require a working model at the time of patent application. To date, no inventor has successfully submitted a working model of a true perpetual motion machine MACHINES THAT WORKS ON PERPETUAL MOTION Motionless Electromagnetic Generator, a device that supposedly taps vacuum energy. Perepiteia, a device that claims to utilize back EMF. Stanley Meyers water fuel cell Motionless Electromagnetic Generator An electromagnetic generator without moving parts includes a permanent magnet and a magnetic Core including first and second magnetic paths. A first input coil and a first output coil extend around Portions of the first magnetic path, while a second input coil and a second output coil extend around Portions of the second magnetic path. The input coils are alternatively pulsed to provide induced Current pulses in the output coils. Driving electrical current through each of the input coils reduces a Level of flux from the permanent magnet within the magnet path around which the input coil extends. In an alternative embodiment of an electromagnetic generator, the magnetic core includes annular Spaced-apart plates, with posts and permanent magnets extending in an alternating fashion between the plates. An output coil extends around each of these posts. Input coils extending around portions of the plates are pulsed to cause the induction of current within the output coils. WATER FUEL CELL The water fuel cell is a purported perpetual motion machine invented by American Stanley Allen Meyer (August 24, 1940   March 21, 1998). He claimed that an automobile retrofitted with the device could use water as fuel as a substitute of gasoline. The fuel cell supposedly split water into its component elements, hydrogen and oxygen. The hydrogen was then burned to generate energy, a process that reconstituted the water molecules. According to Meyer, the device required less energy to perform electrolysis than the minimum energy requirement predicted or measured by conventional science. If the device worked as specified, it would violate both the first and second laws of thermodynamics, allowing operation as a perpetual motion machine. Meyers claims about his Water Fuel Cell and the car that it powered were found to be fraudulent by an Ohio court in 1996. Throughout his patents and marketing material, Meyer uses the terms fuel cell or water fuel cell to refer to the portion of his device in which electricity is passed through water to produce hydrogen and oxygen. Meyers use of the term in this sense is different towards its usual meaning in science and engineering, in which such cells are typically called electrolytic cells. Furthermore, the term fuel cell is generally reserved for cells which produce electricity from a chemical redox reaction, whereas Meyers fuel cell consumed electricity, as shown in his patents and in the circuit pictured on the left. Meyer describes in a 1990 patent the use of a water fuel cell assembly' and portrays some images of his fuel cell water capacitor. According to the patent, in this case   the term fuel cell refers to a single unit of the invention comprising a water capacitor cell   that produces the fuel gas in accordance with the method of the invention. REFRENCES US Patent # 6, 362, 718, Motionless Electromagnetic Generator Patrick, et al. (March 26, 2002)

Literature Review †Business Schools Role in Society Essay

Introduction Since 2007, the people of this planet have been living on 150 percent of its natural resource capacity (WWF, 2010). Increase in consumption does not show any signs of slowing down, as a consequence of emerging third world countries. The role that business schools play in this situation and its importance cannot be understated (Financial Times, 2010). In order to save this planet, we need to create a sustainable business environment, where corporations put ethics and social responsibility in front of profits. We need to switch the focus of all businesses from shareholders to stakeholders. Can this actually be taught? Or do governments need to legislate such actions? This topic is especially interesting because of the weight of our future that lies within this. If we do not change the way we teach students about core values of our society, the future of our planet may become very undesirable. These sources were acquired mainly from the EUR sEURch engine, as well as reading several articles from global news agencies in order to grasp a certain overview of this topic. * * * Literature Investigation * Addressing Concerns Raised by Critics of Business Schools by Teaching Multiple Approaches to Management (Dyck, B et al. 2011) 0 This article is a study about two ways of teaching management at classroom level. The article mentions concerns from other researchers about the way management is being taught in today’s universities. The authors argue that today’s students have a materialistic-individualistic point of view during their studies, and that these characteristics are consolidated during their time in the business study. These arguments are supported by an experiment. The authors indicate that there is flaws in the way business schools teach, and therefore actions should be taken. Others reject this and say management is an objective science. * This article might help to understand how business schools can change in order to make students more focused on stakeholders and ethics than shareholder profits. The article was published in a journal called Business and Society Review. It holds many references, where three of them are from Harvard Business Review. It was published 2011, therefore its currency cannot be questioned. Arguments are supported by an experiment. However, only one experiment was conducted which included a relatively small sample. The role of business schools in society (Cornuel, E 2005) The main subject of this article is very closely related to arguments stated in the introduction. It underlines the important role that business schools play to raise awareness of corporate social responsibility. It briefly mentions the need of humbleness in today’s business schools. Published in The Journal of Management Development in 2005, the importance and relevance of this article has become more of a current interest after it was published. Although the arguments are logical, this source does not provide sufficient support for its arguments. However, it does discuss interesting points and views within the subject. The author is Eric Cornuel, an Affiliate Professor at HEC, and Director General & CEO of EFMD. The non-profit turn and its challenges for business schools (Cornuel, E & Kletz, P 2011) Here, the researchers describe the challenges that business schools are facing today. Aiming towards the increase in demand for managers with an education in non-profit organizational management. The increase in large foundations (Bill & Melinda Gates Foundation for example) is supposedly one of these demand shifters. The recent financial crisis is also argued to be one of the reasons for the movement towards education for non-profit and sustainability management at top business schools. There are two different models in how to change the curriculum in order to fill this need. The Double Standard Model, which argues that non-profit organizations should be managed differently than ordinary businesses, while the Business-Driven Model argues the opposite. Same author as in the previous source, Eric Cornuel, together with Pierre Kletz, Mandel Leadership Institution, Jerusalem, Israel. This research paper was published in the Journal of Management Development in 2011. This source gives meaningful insights to how and why business schools should make changes in their curriculum. Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility (Porter, M & Kramer, M R 2006) This article was published in the Harvard Business Review in 2006. It is about how corporations can benefit from corporate social responsibility, instead of seeing it solely as a cost. One of the two authors is Michael Porter of Harvard Business School, one of the world’s most famous economists. This source is highly reliable because of two reasons. 1. Reputation of the author. 2. For the fact that it was published in one of the world’s most prestigious journals. It provides useful information for my future arguments, when it comes down to what business schools and businesses can gain from increasing CSR, and thereby improving global sustainability. Conclusion These articles all have one common argument. Business schools have to change. The disagreements lie in how this change should be executed, and what result that is to be expected from it (Financial Times, 2008). They all agree that business schools have a major impact on society, and therefore a great responsibility. Most researchers focus on how corporations must change, consequently leading to a change in demand for young managers with special skills in that area. Hence provoking the change of the business schools curriculum. This could be seen as delegating the responsibility of change to those corporations. As shown in the recent financial crisis, greed can make top executives act unethically, with no sense of corporate social responsibility. Should corporate social responsibility be legislated in order to achieve global sustainability? What role do business schools play in this? How can business schools act to ensure a positive future for our planet? Bibliography WWF 2010. Human demand outstrips nature’s supply, viewed 14 April 2012, Financial Times, 2010. Schools ignore sustainability revolution, viewed 17 April 2012, Dyck, B et al., 2011, ‘Addressing Concerns Raised by Critics of Business Schools by Teaching Multiple Approaches to Management’, Business and Society Review, Volume 116, Issue 1, pp. 1 – 27, viewed 17 April 2012, retrieved from Wiley Online Library database. Cornuel, E 2005, ‘Role of Business Schools in Society’, The Journal of Management Development, Volume 24, Issue 9, p. 819, viewed at 17 April 2012, retrieved from ABI/INFORM Complete database. Cornuel, E & Kletz, P 2011, ‘The non-profit turn and its challenges for business schools’ Journal of Management Development, Volume 30, Issue 5, pp. 483 – 491, viewed at 17 April 2012, retrieved from ABI/INFORM Complete database. Porter, M & Kramer, M R 2006 ‘Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility’, Harvard business review, Volume 84, Issue 12, p. 78, viewed at 17 April 2012, retrieved from Business Source Premier database. Financial Times, 2008. The importance of sustainability, viewed 16 April 2012, Self Reflection I approached the writing of this essay by and initial review if my previously submitted work, in order to grasp the full context, but also to see where I wanted to go and remind myself of the opinions I had while writing. I mostly free wrote for quite some time, and then later putting it all together with more approvable sentences in an academic sense. My biggest struggle was to get all the sources together to create some sort of an overview of the topic, since many of the articles were devoted to certain specific topics. I (hopefully) overcame this by reading a lot of different sources, and making connections to my own topic. I learned that starting an essay by free writing is the best approach for me personally, although a lot of time has to be dedicated to editing in the end, especially in the sense of making it all stick together as a whole piece. *

Owner-Manager Types Essay

Cranfield School of Management has been studying the behaviour of entrepreneurs and their relationship with key staff in some thousands of growing UK companies. Cranfield study has concluded that it is the entrepreneurs themselves who are the most likely to be the biggest stumbling block to the growth and development of their own company. Cranfield grouped entrepreneurs into four dominant types of relationship with their staff, mainly: Heroes, Artisans, Meddlers and Strategists. Past Cranfield studies shows that most small firms do not think very much about their future strategy. In fact, less than a third of small and medium enterprises across Europe set their objectives in terms of profit and margins. This is somewhat surprising as profit and profitability are the key measures of business success. However, as over two-thirds of owner-managed companies with a turnover of i 10 million do not have a plan at all, it should come as no surprise that few entrepreneurs are strategists. Other research has uncovered the shocking fact that 60 per cent of senior staff in small firms leave within two years of their appointment. Some of these early departures can be put down to poor recruitment. The researchers studied two important elements of this relationship. The first element studied was how much time the owner-manager spent on routine management tasks such as marketing, selling, analysing figures, reviewing budgets or arbitrating between managers. The second one examines what level of business skills has been attained by the key staff. Heroes Probably the Heroes undertake one management function such as sales or production. The Heroes’ time is now spent on managing the business. As the level of business skill throughout their employees is still relatively low, the Heroes will take the lead in starting routine management procedures. They will introduce ideas from the courses they attend to the firm and be the only persons who really understand them. That is the reason why they will be considered as Heroes from the rest of the employees. Unfortunately, this leads to the Heroes taking the Herculean role on their hands. In this case, allocating operations to the employees is relatively simple as the working skills in most businesses are either readily available in the local community or the people can be trained up without too much difficulty. On the other hand, passing out routine management tasks will almost always require that the owner or manager trains up his own management teams. There are few well trained managers available to the small company because of two main reasons. Firstly, the overall pool of such people is small as training in the small business sector until recently has been almost exclusively concentrated on the Entrepreneur. Secondly, well trained managers usually seek jobs in larger firms with more opportunities for advancement and more resources to practice the â€Å"art of management† on. The Heroes have a high capacity for improving the firm performance but still have low growth prospects when compared to their market. They have no time for strategic thinking and no depth of management to handle growth effectively. Artisans In the Cranfield model, the Artisans are characterized by low occupation with routine management tasks. The reason is that most of their time is spent producing a product or delivering a service. The level of business skills in the company is also low as most of the Artisan’s staff is employed helping in â€Å"production† or performing primary duties, such as book-keeping or selling. Artisans can include professional firms, such as architects and surveyors, manufacturers, sub-contractors or small building firms, owners of small retail chains such as chemists, video stores and proprietors of hotels and restaurants. Little time is available either for routine management tasks such as examining performance or reassessing methods. Every hour that can be sold is sold and little time is left over to either improve the quality or profitability of today’s business or to consider strategy for tomorrow. The Artisans have low growth prospects in relation to their market. Their training and development needs are to raise their awareness of the management significance as a business task of equal importance with daily revenue earning. Meddlers The Meddler increases the level of management skills either by training or recruitment but then fails to delegate routine management tasks. At this stage, according to the Cranfield model, the owner-managers probably have no operative responsibilities and have assumed the role of managing directors. Typically, they spend much time anticipating subordinates, introducing more refined, but largely unnecessary management systems. They also go on courses or read books that make them even more well-informed and sometimes better at routine management tasks than their own employees, who anyway are by now doing a perfectly satisfactory job of managing today’s business. They get in early and leave late and practice â€Å"management by walking about†. The Meddlers’ problem is that they cannot delegate routine management tasks because they feel useless. They have been used to a 70-90 hour week with only 10 days holiday each year. Once their management team is in place and trained, they are out of a job. Until they reduce their involvement with routine management tasks, they will limit the growth capacity of this firm for two reasons. Firstly, their management team will not take on more duties if the reward for taking on the last lot of responsibility was being irritated and criticised. Secondly, they are too busy checking on people to develop sound strategies for growth. Strategists The Strategists are the most desirable type of entrepreneurs to develop a growing business. They develop the management skills of their team to the highest appropriate level and in depth. They may introduce a staff duty to help their line managers in such areas as personnel and market research. This will free-up their key managers to think strategically too. They will dedicate roughly a third of their time to management tasks such as monitoring performance, co-ordinating activities, resolving conflict and helping to manage today’s business. A third of their time will be spent motivating, counselling, developing management teams and helping them to manage change. This activity is aimed at improving the existing business. The final third of their time will be devoted on developing strategic thinking to form the shape of the future business. Their training needs will be to continuously update their core leadership and motivation skills and to increase their depth of knowledge on strategic issues, acquisition or divestment activity and financing sources. Relationship between the Owner-Manager and His Key Staff in a Growing Firm The natural path of development for the relationship between the owner-manager and his team is to pass from Artisan to Hero to Meddler and for the lucky few to become Strategists. Why Family Businesses Die The family business is deeply rooted in the sense of pride of the owner like most of other forms. Schein (1998) said that this is reinforced by a desire for autonomy which forms part of the five â€Å"career anchors†. This becomes possible with the combination of vision, energy and dedication. Moorman and Halloran (1993) stated that there are more businesses that fail than they succeed in this competitive market place. Twenty-four from one hundred start-ups fail in the U. S. , within the first two years and more than sixty within the first six years. This happens due to lack of planning and preparation which is the most common reason. The second is the lack of creativity which is important to survive. Some businesses offering the same product may succeed because they are doing something better and more innovative than competition. The â€Å"Copy Cat† approach lacks creative skills to turn its product into a unique selling proposition. This can be harmful for family businesses.

Pharmacology as a Career Essay - 2011 Words

Throughout my years in high school and participating in many hours with a community service program, I have been exposed to many nation and world issues. I have been exposed to the impacts of children’s cancer and the health issues impacting many third-world countries. I have also been introduced to many opportunities that have allowed me to grow as a person and become better aware of the events that are occurring all over the world. After all of my life experiences, I decided on a career that can benefit all communities, whether if they are first-world or third-world countries. My goal is to study in the field of pharmacology and become a pharmacologist. Based on the career I have chosen to pursue, there are several questions I have†¦show more content†¦as possible† (USPharmD.com). Being a researcher in a laboratory isn’t the only option that a pharmacologist has. If I were to pursue this career and obtain a PhD degree, I would be able to teach students at a university and partake in individual research instead of researching for a company. Another question that came to mind was the difference between a pharmacist and a pharmacologist. When I began to think of my career path, I thought there was not much difference. But after doing research, I learned that there is a very large difference between the two. As a pharmacist, they dispense â€Å"prescription medication to patients [and] also provide information about the drugs their doctors have ordered for them. They explain doctors instructions to patients so that these individuals can use these medications safely and effectively† (careerplanning.about.com). They also explain to the patient of any side effects that their medication may have and help pharmacy technicians sort medications. 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