Bending Water with Static Electricity

Bending Water with Static Electricity When two objects are rubbed against each other, some of the electrons from one object jump to the other. The object that gains electrons becomes more negatively charged; the one that loses electrons becomes more positively charged. The opposite charges attract each other in a way that you can actually see. One way to collect charge is to comb your hair with a nylon comb or rub it with a balloon. The comb or balloon will become attracted to your hair, while the strands of your hair (all the same charge) repel each other. The comb or balloon will also attract a stream of water, which carries an electrical charge. Difficulty: EasyTime Required: minutes What You Need Aside from water, all you need for this experiment is dry hair and a comb. The trick is using a comb that picks up charge from your hair. Choose nylon, not wood or metal. If you dont have a comb, a latex balloon works equally well. Water faucetNylon comb or latex balloon Heres How Comb dry hair with a nylon comb or rub it with an inflated latex balloon.Turn on the tap so that a narrow stream of water is flowing (1 to 2 mm across, flowing smoothly).Move the balloon or teeth of the comb close to the water (not in it). As you approach the water, the stream will begin to bend toward your comb.Experiment!Does the amount of bend depend on how close the comb is to the water?If you adjust the flow, does it affect how much the stream bends?Do combs made from other materials work equally well?How does a comb compare with a balloon?Do you get the same effect from everyones hair or does some hair release more charge than others?Can you get your hair close enough to the water to repel it without getting it wet? Tip This activity will work better when the humidity is low. When humidity is high, water vapor catches some of the electrons that would jump between objects. For the same reason, your hair needs to be completely dry when you comb it.

The Five Powers of Buddhism

The Five Powers of Buddhism The spiritual path can seem a frustrating slog much of the time. The Buddha knew this, and he taught that there are five spiritual qualities that, when developed together, become the panca bala in Sanskrit and Pali, five powers that overcome hindrances. The five are faith, effort, mindfulness, concentration, and wisdom. Faith The word faith is a red flag for many of us. The word often is used to mean blind acceptance of doctrines without evidence. And the Buddha clearly taught us to not accept any doctrine or teaching blindly, as found in the Kalama Sutta. But in Buddhism, faith shraddha (Sanskrit) or saddha (Pali) means something closer to trust or confidence. This includes trust and confidence in yourself, knowing that you can overcome obstacles through the power of practice. This trust does not mean accepting Buddhist doctrines as true. Rather, it means that you trust the practice to develop your own insight into what the doctrines teach. In the Saddha Sutta of the Pali Canon, the Buddha compared trust in the dharma to the way birds trust a tree in which they build their nests. Often we experience to practice as a balancing act between faith and bewilderment. This is good; be willing to look deeply at what bewilders you. Looking deeply does not mean concocting an intellectual explanation to cover your ignorance. It means practicing wholeheartedly with your uncertainties and being open to insight when it comes. Energy The Sanskrit word for energy is virya. Virya evolved from an ancient Indo-Iranian word that meant hero, and in the Buddhas day virya had come to refer to the strength of a great warrior to overcome his enemies. This strength can be mental as well as physical. If you are struggling with inertia, torpor, laziness, or whatever you want to call it, how do you develop virya? Id say a first step is to take inventory of your daily life to see whats draining you and address that. It could be a job, a relationship, an unbalanced diet. Please be clear, however, that addressing your energy drains does not necessarily mean walking away from them. The late Robert Aitken Roshi said, The first lesson is that distraction or obstruction are just negative terms for your context. Circumstances are like your arms and legs. They appear in your life to serve your practice. As you become more and more settled in your purpose, your circumstances begin to synchronize with your concerns. Chance words by friends, books, and poems, even the wind in the trees brings precious insight. [From the book, The Practice of Perfection] Read More: Virya Paramita: The Perfection of Energy Mindfulness Mindfulness sati (Pali) or smriti (Sanskrit) is a whole-body-and-mind awareness of the present moment. To be mindful is to be fully present, not lost in daydreams or worry. Why is this important? Mindfulness helps us break the habits of mind that separate us from everything else. Through mindfulness, we stop filtering our experiences through judgments and biases. We learn to see things directly, as they are. Right, Mindfulness is part of the Eightfold Path. Zen teacher Thich Nhat Hanh said, When Right Mindfulness is present, the Four Noble Truths and the other seven elements of the Eightfold Path are also present. (The Heart of the Buddhas Teaching, p. 59) Concentration Concentration in Buddhism means to become so absorbed that all distinctions between self and others are forgotten. The deepest absorption is samadhi, which means to bring together. Samadhi prepares the mind for enlightenment. Samadhi is associated with meditation, and also with the dhyanas, or four stages of absorption. Wisdom In Buddhism, wisdom (Sanskrit prajna; Pali panna) does not exactly fit the dictionary definition. What do we mean by wisdom? The Buddha said, Wisdom penetrates into dharmas as they are in themselves. It disperses the darkness of delusion, which covers up the own-being of dharmas. Dharma, in this case, refers to the truth of what is; the true nature of everything. The Buddha taught that this kind of wisdom comes only from direct, and intimately experienced, insight. It does not come from crafting intellectual explanations. Developing the Powers The Buddha compared these powers to a team of five horses. Mindfulness is the lead horse. After that, faith is paired with wisdom and energy is paired with concentration. Working together, these powers dispel illusion and open doors of insight.

Assesment instrumnt in diversity Essay Example | Topics and Well Written Essays - 500 words

Assesment instrumnt in diversity - Essay Example On the other hand, Pre-employment Assessment gives the company an idea or a glimpse on the nature of the person that they are about to hire. All if not majority of companies are using pre-employment assessment to prevent hiring mistakes and losing their money down the drain. In a survey of recent college graduates, 95% said they would be willing to make a false statement in their rà ©sumà ©s in order to get a job. Forty-one percent admitted they had already done so, according to a report in Nations Business (Profiles International, 2010). Now let us compare and contrast the two forms of assessment. Both gives a glimpse on the personal and professional performance of a certain individual. It shows the individual’s strength and weaknesses. The difference of career exploration assessment from the Pre-employment assessment is the purpose of the assessment. The purpose of the career exploration assessment is to give the individual a glimpse on what kind of career would suit his or her personality and skills. It was taken by the individual himself/herself through self-efficacy – usually for his/her own professional growth and career choice. While the Pre-employment was given by the company to the individual who wants to be a part of that profession. The purpose of this assessment is to let the company have a glimpse whether the individual that they are about to hire has the skills, personality, and attitude needed for the job. Two issues that may be encountered in using a career exploration assessment are: it’s fairness in a multi-cultural setting and it’s validity and reliability. First, is it’s fair when we look in the light of a multi-cultural setting? What is the assurance that the questionairres that is being used gathered the same kind of data no matter what the culture of a certain test taker is? Would the result be true across culture? Secondly, is it’s validity and reliability. There are times when the test

Leading Generation X Essay Example | Topics and Well Written Essays - 750 words

Leading Generation X - Essay Example Transactional leadership does not stimulate extra role behavior, rather it tends to encourage and promote in-role behavior, however with general standards of behavior being eligible for a reward if higher than optimum expected levels. The relationship between a transactional leader and his followers is purely an economic exchange, doing more than what is expected or achieving extraordinary things are not likely to be appreciated (Pillai et al, 1999). Doyle and Smith (no date) in their discussion of classical leadership theories, have also mentioned the views put forward by Bass (1985) on the potential for existing transactional leadership patterns to be transformed, in order to cater to the more sophisticated demands that are made upon leaders today. The transactional approach may be more relevant in serving the self-interest of employees and may thus lend itself well to Generation X-ers. (Doyle and Smith, no date:7) The traits theory that is explicated in most detail in the article by Rodriguez, Green and Ree (2003), essentially centers upon the general traits or qualities all leaders were thought to possess, which differentiated them from their followers. This article also points out the difficulties in application of the Traits theory, since it does not take into account the situation or context within which a leader is required to make decisions. Another drawback with the Traits theory is that the list of qualities enumerated by Gardner (1989) contains a motley mix of traits, such as behavioral traits, skills and abilities, temperament and intellectual abilities. Lastly, the list of traits is closely associated with maleness and the attributes on Gardner’s list are male; as a result females are not viewed as viable leaders (Rosener, 1997). As a result, the traits leadership model may not be appropriate for generation X-ers where there is a large representation of women in

The Wishing Tree Essay Example for Free

The Wishing Tree Essay February 27, 2013 It was the beginning of fall and the wind carried the aroma of fresh fallen leaves. The day was calm; children were playing outside, bikers were riding in the wind and homes were content with fall joy. Things seemed to be going well for everyone, everyone except Samantha Lewinski and her mother. Even the most amazing weather in the world couldn’t stop them from arguing. Samantha was growing into a young woman and she felt she knew everything she needed to know to take care of herself. Samantha had an idea of who she wanted to be and what she wanted to do. Her mother had a different idea. Her mother knew that Samantha was growing into a little woman but she was concerned with Samantha’s safety. These two different perspectives caused a whirlwind of confusion which in result caused many disputes. Samantha and her mother were known for their disruptive arguments throughout the neighborhood and this was the tenth argument this week for them. In their anger they were unaware of the changes to come. Maybe they should have enjoyed the beautiful evening. â€Å"No Sam! That party is going to run until 3:30am and if you don’t want to come home earlier than that, you’re not going at all! Samantha’s mother yelled so loud and hard the veins bulged out of the sides of her face. â€Å"You never let me do anything! Samantha’s heart was beating furiously. She quickly ran out the back door; tears wildly flying out the corners of her eyes. She hated her mother and all she wanted to do was get away. Into the woods she ran. She ran until she could feel her thighs and ankles burning from exhaustion. She sat on the ground, leaning against a large tree breathing violent, harsh breaths. Looking around she realized she had reached a calm, quiet, open spot in the woods. She had never seen this place before. The grass peeking through the fallen leaves was green and soft. The branches from the tree she leaned on reached across a small creek in front of her and the sun glittered off of the water like sprinkles of pixie dust. Samantha sat there in the silence thinking out loud. I’m so sick of my mom, she doesn’t understand me†, Samantha spoke out loud between breaths. Suddenly she heard a voice say, â€Å"I can remove your troubles. Three wishes I’ll provide you with and your problems will drift away. † Samantha, frightened yet curious turned around to see who was speaking to her up in the tree. Only no one was there. Soon she realized it was the tree that was speaking to her but her fear slid away as she pondered on the offer from the tree. Samantha looked at the tree with a sly grin saying, â€Å"I wish I belonged to a different family where the mom will let me do anything I want. The wishing tree shifted its branches and said, â€Å"Your wish has come true. † Samantha smiled with a grin from ear to ear, thanked the tree and immediately ran back home. Minutes later, Samantha arrived home. Bursting through the door with excitement and expectation, she ran into the living room. Samantha was very disappointed. Everyone in her family was the same, nothing had changed. Then she came up with an idea to ask her mother about the party again. This time when she asked, her mother looked at her with blank eyes and simply said, â€Å"Yes, you may. Samantha ran to her room to get dressed, called a ride and was shortly prancing out the front door. The party was a sweet 16 for S amantha’s’ close friend Julie. It was supposed to be pure innocent fun; Samantha had no knowledge of the events to come. Deeper into the party around 1am Samantha’s crush since elementary, Shawn Roberts entered into the party with a large cooler. Eventually it became obvious to Samantha and Julie that the cooler contained alcohol. Everyone drank except Samantha. People began to argue and things got out of control. Consequently, the cops were called by a neighbor and everyone in the party was taken to the police station. Samantha was terrified and wondered if she had made a mistake by asking the wishing tree for a new family. Moments later at the police station everyone was only given a warning and had their parents called. Samantha’s mother pulled in last. She entered the police station with an expression that showed no emotion or anger. Her mother stayed calm throughout the whole drive and even when they arrived home. Samantha kind of wanted to get in trouble for the first time in her life. She realized that her mother was right that day during the argument in the kitchen. If her mother was normal she would have never been in that situation. Now Samantha regretted her wish but she didn’t want to waste a wish to get her real mother back. The next morning Samantha woke up extra early so she could go back to the wishing tree to get her next wish. She ran as fast as she could, the wind blowing through her hair as she dodged twigs and branches. Swiftly, she had once again reached the calm spot in the woods. It seemed even more beautiful than before. It was a little warmer than before and the sun glistened on the water so bright it hurt to look at it. The wind blew roughly, whistling as it passed through the tall strong trees. The wishing tree sat very still in its dramatically stretched pose, looking as though it was trying to touch the water beneath it. Samantha was so excited to get her wish she felt like she was going to burst. As she approached the tree it spoke slowly saying, â€Å"Now child, there is one thing I have forgotten to tell you. Once you have made a wish it can never be taken back†. â€Å"Ok, yea, whatever just hurry before my mom comes looking for me†, said Samantha. Alright, young lady please state your second wish†, said the wishing tree. Samantha looked at the tree with the brightest eyes â€Å"I wish I could be beautiful forever and never grow old†, she told the wishing tree. â€Å"Your wish has come true,† said the tree. Without hesitation Samantha pivoted on her toes and proudly trotted back home. The following day Samantha’s mother left to go shopping. She decided to leave without bothering Samantha because she figured Samantha wouldn’t want to go anyway. Samantha’s mother arrived at the store slowly searching the racks for a new button up for work. She wasn’t having any luck so she looked up and strolled away from the area she was when suddenly she saw the most stunning blouse. It was a deep red button up with ruffles along the center. As she studied the shirt she noticed the face on the mannequin resembled her daughters’, almost exactly. The mannequins close resemblance began to gross her out so she backed away. â€Å"The eyes look so real†, thought Samantha’s mother as she turned around and walked off to find a different shirt. A tear ran out of the mannequins’ eye and down its plastic cheek as it watched the woman walk away.

Emily Dickinson :: essays research papers

The complex fate of human beings in this tragic yet beutiful world and the possible fortunes of the human spirit in a subsequent life is what interests us all in life, and this is the central theme in most of Emily Dickinsons work. In her enticing poetry, Emily establishes a dialectical relationship between reality and imagination, the known and the unknown. By ordering the stages of life to include death and eternity, Dickinson suggests the interconnected and mutually determined nature of the finite and infinite. She aims to elucidate the incomprehensible, life, death, and the stages of existence. The subjects of life and death have been a traditional theme in poetry and they are central to most of Dickinsons poems. Love and ecstacy are also primary in her poems and they are often cconcerned with celestial betrothal. In the poem "Death is a subtle suitor", Dickinson illustrates the love-death symbolism, an explicit rendering of deatyh as the lover who transports her in his carriage to be married in a proxy wedding. Dickinson uses the metaphor of a funeral as the wedding journey to eternity, setting up a system of correspondences between the changes brought about by death ans the changes in role of the unnamed partners in this spiritual love game. 'Death', to be sure, is not the true bridegroom but a surrogare, which accounts for his minor role. He is the envoy taking her on this curously premature wedding journey to the heavenly alter whre she will be mariied to God. When 'Death ' first appears as a suitor she changes from a girl to a blushing virgin. This must be a 'stealthy Wooing,' for though she knows it will result ina glorious new status for her, she is vaguely aware that it will mean a renunciation of all the world she has known. She shows a maidenly resereve by the manner in which she forces to conduct his courtship, by 'palid imnnuendoes' and a 'dim' approach.' But he does win at last and attains his goal, for he is a 'supple Suitor'. The second change comes twith great suddenness for it is the kiss of death, transforming her from virgin to bride, or at least the betrothed. Then 'Death' bears her away 'in triumph,' both from a substitute wedding and towards a final one, to the sound of 'brave Bugles' such as would accounce a royal merriage, or the Day of Doom.

Adoption of HRM Essay

The Strategic Choice model created by Kochan, Katz and Mckersie originated from economics and organisational behaviour is closely associated with human resource management, while the Labour Process approach evolved from Marx’s theoretical works has traits that is closely associated with personnel / industrial relations. From two diverse perspectives, the two models both have indications that they support an adoption for human resource management, provided that personnel / industrial relations is seen as apart of and giving rise to human resource management. Kochan, Katz and McKersie developed their theory of the Strategic Choice model from previous works of Dunlop’s System Theory. The two models had strong emphasis on employment relations being strongly influenced by environmental forces which include: economic forces; technology advancement; political forces; legal and social forces; management’s values, beliefs and philosophies; the outcomes of previous organisational decisions; the distribution of power and structure within the organisation i.e. central or decentralised hierarchy; and the unions’ and government agencies’ values and strategies in creating policies and legislations. Level Employers Unions Governments Long-Term Business Strategies Political Strategies Macroeconomic Strategy and Investment Strategies Representation strategies and social policies Policy Making Organising strategies Collective Personnel policies Collective Bargaining Labour law and Bargaining Negotiation Strategies Strategies administration and Personnel policy Workplace and Worker Participation Contract administration Labour standards Individual/ Job design and Work Worker Participation Worker participation organization Organization Job design and worker Individual rights relationships. participation. (Kochan, Katz and McKersie, 1986, p 17.) The majority of environmental forces influencing employment relations can be explained by three groups: employers, unions and the government which in essence is the three actors from Dunlop’s System Model. In relation to KKM’s Strategic Choice, the three tier model explains why and how the three actors interact and hence explaining the environmental forces. There are three levels of decision making: macro, industrial relations system and the workplace. In the perspective of employers, the top level is where the creation of business strategies and goals for it to be competitive are developed to maximise the value of the organisation. This is usually achieved by satisfying the demands of the environmental forces or eliminating any problems reducing their chances of achieving their goals. The middle level is a representation of the industrial relations where policies and negotiations between all three actors occur. As for the bottom, the policies created in the middle level are implemented upon employees and other parties included in the policies. Thus through this model, it demonstrates that decisions made at the top level will inevitably affect those at the bottom level i.e. policies made at the top level will have some sort of representation in lower level policies. The notion of strategic choice is based on the assumption that the three actors have alternatives and options in the decisions chosen that will inevitably impact on the employment relations and the direction that these will take. Not only does the organisation can make decisions that would affect itself, but also the choices and decisions made on the part of labour, management, and government affect the course and structure of industrial relations systems. Legislations made by the government can restrict or either enhances an organisation’s ability to be competitive, and an example of this is tariffs imposed in countries to protect the internal markets from overseas markets. The Labour Process approach was first theorised by Karl Marx. The theory was not a static, universal theory but a historical theory that was revised in the light of historical change. Such scholars as: Harry Braverman, Stephen Marglin, Stanley Aronowitz, Andre Gorz and Katherine Stone have all created their own theories encompassing Marx’s theory during their times, and hence the many different interpretations of the Labour Process (Gartman 1978, p. 1). In general the core notion of Labour Process is concerned in converting potential into actual labour. An example of this is how to organise and structure employees such that the organisation can make full use of their skills. Though this sounds simple in theory, there is an organisational dilemma in how to reconcile the potential inconsistency between individual needs and interests of different organisational stakeholders on the one hand, and the collective purpose of the organisation on the other. Increase control by the employer over the employees seems to be one solution to the inconsistency of interests and needs. The workplace thus becomes a competition between employees individually and collectively seeking to protect and expand their own interests and needs, but also at the same time trying to resist management’s attempts to control. These activities are closely aligned with actions of industrial relations: conflict of interests that would result in tension and conflict between parties. This approach of increase control was supported by Taylorist approach. Braverman added his thoughts that another form of reconciling the differences was to: de-skill the employees to minimise time lost on context switching; simplify the structure of labour divisions; lower labour cost since the occupation becomes less sophisticated hence maximising output. (Gartman 1978, p. 5) In essence the labour process sees conflict as a fundamental and central dynamic in organisational life that can be used to explain the actual i.e. observed instances of workplace conflict, control, and profit distribution. This can be seen by large organisations performing â€Å"restructuring† of itself in terms of labour management to reduce cost of production (banking sector and motoring industry). Prevention of conflict is not considered in a labour process approach, hence ruling out the requirement of employers to nurture the moral and ethics of employees. Guidelines and procedures are strictly followed, which these features are clear characteristics of industrial relations approach. â€Å"In recent years the distinctions between industrial relations and human resource management have blurred, as the resolution of industrial conflicts has been decentralised and as national policy increased its interests in issues like training and labour productivity, once left to workplace management.† (Gardner & Palmer 1997, p. 7) Human resource management is a managerial perspective, with an aim to establish an integrated series of personnel policies consistent with organisation strategy, thus ensuring the quality of working life, high commitment and performance from employees, and organisational effectiveness and competitive advantage: the management of organisational goals and labour. Thus meaning that industrial relations is another component of human resource management, which allows the comparison and contrasting of Kochan, Katz and McKersie’s Strategic Choice approach, Marxist Labour Process approach to be made possible. One major common approach that there is between the two models is that there is some form of upward movement in opinions and interests by the employees. In the case of strategic choice approach collective bargaining is utilised whereas unions is made use of for the labour process approach to express employees’ interests and needs. As for industrial relations, negotiation is its prized management skill between employer and employee. Both human resource management and the strategic choice approach create their policies based on the interests of the organisation and employees with a slightly more emphasis upon the organisation goals. From the three tier model, policies are made at the top level in the interests of the organisation just as human resource management places the organisation’s ‘customer’ first (Fells 1989, p. 486). Labour process approach is primarily focused upon conflicts and has a less of an emphasis upon organisational strategies. As previously stated the labour process is closely associated with industrial relations, which can also be seen in the middle level in the three tier model in terms of strategic choice approach. For human resource management, industrial relations is melded into its strategies in the form of pre-emptive actions upon conflicts i.e. the managerial task is seen as a nurturing employees’ moral and ethics. Labour process approach can also be viewed as hard human resource management as the employees are seen as any other resources of production by controlling and managing them, while cultivation of employees’ moral and needs is neglected. Soft human resource management is represented by the strategic choice approach as employees are seen as ‘human’ resources that are valuable to the organisation to make full use of. Policies made in the middle level of the three tier model are in consideration of both in the best interests of employees and the organisation itself. Human resource management in recent times has become more strategic; it increasingly scraps developmental aspects and places more focus upon financial aspects. De-skilling of employees has been more emphasised upon more than the structure and organisation of labour, which is quite on the contrary upon the goals of labour process approach where de-skilling of an occupational positions. De-skilling has the effect of either removing or lowering the skill level required from those performing the job and in some cases it will also reduce the price of labour. In conclusion, Kochan, Katz and McKersie’s Strategic Choice approach and the Labour Process approach provide explanations for the adoption of Human Resource Management, since it is more contingent management strategy than Personnel / Industrial relations. Evidence of this is clearly seen in today’s evolving workplace where large organisations include human resource management in its decision making and is no longer neglected as a lower priority department. In addition, both models: strategic choice approach and labour process, have had many radical perspectives added to the theory in the past until recently very little change has been made meaning the end to the two models and the rise of human resource management. As human resource develops, initiatives come and go whereas the focus of financial mechanisms increase and become more sophisticated. References: Bratton J. and Gould J. 1988, Human Resource Management – Theory and Practice Braverman, H. 1974, Labor and monopoly capital: the degradation of work in the twentieth century Clark, I ‘The Budgetary and Financial Basis of HRM in the Large Corporation’, Internet Source: http://panoptic.csustan.edu/cpa99/html/clark.html Fells, R. 1989, The employment relationship, control and strategic choice in the study of industrial relations Gardner, M. & Palmer, G. 1997, Employment Relations: Industrial Relations and Human Resource Management in Australia Gartman. D. 1978, Marx and the Labour Process: An Interpretation Huczynski, A. & Buchanan, D. Organizational Behaviour: An Introductory Text Kitay, J. 1997 The Labour Process: Still Stuck? Still a Perspective? Still Useful? Kochan, T., Katz H. & McKersie J. 1986, The Transformation of American Industrial Relations