Friday, January 31, 2020
Quantum Oscillator Problem Assignment Example | Topics and Well Written Essays - 250 words
Quantum Oscillator Problem - Assignment Example Figure 6.11 shows a plot of the 10th excited state probability density, |È10|2. Mathematica has the Hermite polynomials built-in. The quantum oscillator wave functions are given in equation 6.57; these wave functions are not normalized. The ÃŽ ± in these equations is ð ‘š ð Å"â€Ã¢â€ž (HW Problem 6.36 and in-class work). The argument of the Hermite polynomials in equation 6.57 is listed as â€Å"x†but you will want to use ð ‘ ¢ = √ð › ¼Ã° ‘ ¥ as the argument when you are actually write down or program the Hermite polynomials. (a) Write down the (un-normalized) wave function for the 10th excited state; you can write it in terms of ÃŽ ±. Also write down the energy for this state (write this energy in terms â„ and É)? This type of which energy act on the energy eigenstates of the harmonic oscillator potential producing a un-normalized state of higher or lower energy. a ± =1/√2m(~/i∂/∂x  ± imÉx) A=- â„ ^2 d^2/ 2mr^2d (b) Plot È10 and |È10|2(use u rather than x for your independent variable); your |È10|2 plot should look like Figure 6.11. (c) Normalize È10 (use u); Normalization the stationary wave functions are r a 1 2 2 Èn (x) = 2n√À n! Hn (ax) e− a x 2 .The diodes are available in the normalized E24  ±1 % (BZX84-A),  ±2 % (BZX84-B) and approximately  ±5 % (BZX84-C) tolerance range. The series includes 37 breakdown voltages with nominal working voltages from 2.4Vto75 V. (d) Find the probability that the electron is in the region −0.5 ≠¤ √ð › ¼Ã° ‘ ¥ ≠¤ 0.5. Use 3 significant figures for these numerical answers. (e) What is âÅ' ©Ã° › ¼Ã° ‘ ¥2âÅ' ª for this excited state?
Thursday, January 23, 2020
Phonology And The Dutch Stress :: essays research papers
The Dutch stress sytem Dutch is described as being a quantity-sensitive trochaic system, operating from left to right with extrametricality. In the following essay I will gice the arguments and data that point towards this system. I will also analyse in which way exceptions are being taken care of within this system. The metrical analysis will be based on work by Trommelen & Zonneveld. These authors adopt an onset-rhyme organisation of syllable structure. We can make three major generalisations about stress when analysing Dutch: Firstly, main stress always falls within a three-syllable-window at the right word edge: this indicates that the main stress always falls on one of the last three syllables. This can also be called the three-syllable restriction. This produces three different stress patterns: final, penultimate and antepenultimate. Primary stress is prohibited further to the left. The three-syllable-window restriction: …()# Data:          ANT          PEN          FIN VV#     Amà ©rika          macarà ³ni     individà º VC#     Jerà ºzalem     catamà ¡ran     kameleà ³n Furthermore, stress is restricted to a two-syllable windowin words containing a prefinal (or diphtongal) syllable. This means that antepenultimate stress (third syllable from right side of the word) only occurs in words with an open syllable next to it (an open penultimate syllable). Therefore, the Dutch stress system depends on the character of the second to last (penultimate) syllable. Data:               ANT          PEN          FIN -VV-VV          Pà ¡nama          pyjà ¡ma          chocolà ¡Ã‚                    -VV-VC          bà ¡riton          cà ©lebes          pelotà ³n          -VC-VV                    agà ©nda          frikandà ©au -VC-VC                    Gibrà ¡ltar     bombardà ³n -ViVj-VV               andà jvie                         Thirdly, schwa syllables ae never stressed: Data:          a) –CVX-C@(C)               b) -CVV-@(C ) mà ³de, salà ¡de, mir     à ¡kel,           Azià «, Bà ©lgià «, tà ©rrià «r, là ©nte, septà ©mber               à ndià «           This is called the schwa-syllable restriction. Primary stress falls directly for a schwa syllable if schwa is immediately preceded by a consonant. We can, however also make minor generalisations within the bounds of major generalisations. These minor generalisations reflect the predominant stress patterns, and allow for exceptions. These exceptions stand for the recessive stress patterns within the system. The position of main stress is conditioned both by the length of the word and by the internal structure of the syllables involved. The dominant patterns in Dutch are the following: In disyllabic words ending in open (VV) and closed (VC) syllables, penultimate stress is dominant In trisyllabics, the dominant patterns are penultimate stress in VV-final words and antepenultimate stress in VC-final words (if the penultimate syllable is open) In VXC-final words, final stress is the dominant pattern. Now that we know about these generalisations we can provide arguments and data which point towards the system of Dutch stress. Extrametricality: Extrametricality in the Dutch language is normally operating on words having a final –VX syllable (which is heavy). However, it does not work on final ‘open’ VV-syllables (which are light). The following examples prove this:
Wednesday, January 15, 2020
Classical and Human Relations Theories Essay
Critically evaluate the classical and human relations approaches of management theory. Your essay must clearly define the term ’’ management theory’’ and include industry examples to illustrate your answers. The purpose of this essay is to provide a critical assessment of the strengths and weaknesses of the classical and human relations theories of management giving some industry examples which supports their applicability and importance or otherwise. â€Å"‘Critical evaluation is the skill of assessing the strengths and weaknesses of a piece of work, and of understanding the importance of its contribution to the subject’. Hulme, J.A. (2004). For the benefits of in-depth analysis we will look at the classical scientific of F. W. Taylor (and not the classical administrative approach of say Weber), identifying expert supported strengths and weaknesses of his approach. Equally, we will look at Herzberg’s human relations theory of motivation. Classical management was rooted on the belief that employees have only economical and physical needs, and that social needs and need for job-satisfaction either don’t exist or are unimportant. Accordingly, this school advocates high specialization of labor, centralized decision making, and profit maximization. The humanistic (or human relations) school recognized people as a special sort of resource. They not only work for the organization – they are the organization. Mary Parker Follett succinctly defined management as ‘†¦the art of getting things done through people.’ Management theory can be defined as a body of general principles on how best to manage a business or organization to achieve its goals and how to motivate employees to achieve highest possible performance. F. W. Taylor (the father of scientific management) was the intellectual leader of the efficiency or classical movement. According to him the main object of management ‘should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity of each employee’. For employers ‘maximum prosperity’ not only means large profits but overall development in the enterprise to a state of permanent prosperity. Taylor was, therefore, driven to ask why is there so much antagonism and inefficiency? He suggested three causes: (1) the fallacious belief by workers that massive increase in output will ultimately lead to their unemployment; (2) the defective systems of management which make it possible for workers to restrict output so as to protect their interests; (3) effort- wasting methods of work. The aim of scientific management to him was to overcome these obstacles by a systematic study of work to discover the most efficient methods of performing the job, and then a systematic study of management leading to the most efficient methods of controlling the workers. As Taylor puts it: ‘What the workmen want from their employers beyond anything else is high wages and what employers want from their workmen most of all is low labour cost of manufacture†¦.the existence or absence of these two elements forms the best index to either good or bad management.’ (Pugh & Hickson, 1996) Taylor, therefore, propounded four principles of management: Development of a true science of work to replace the old rule-of thumb; those fulfilling optimum goals would earn higher wages; failure would result in loss of earnings. The Scientific selection and progressive development of the worker: Every worker can be trained to be ‘first- class’ at some task. The mental revolution in management: He argued that the major resistance to scientific management came from management as workers are all too keen to learn to do a good job for a high rate of pay. The constant and close cooperation of management and workers: Every job is divided into various tasks each of which is done by a specialist- this system he calls ‘functional management’. He also formulates the ‘exception principle’ where management reports only details deviation from the expected norm. In support of his approach, it has been argued that Taylor laid the foundation for the development of other management systems for decades to come. His thinking has been developed into what is now called Work Study or Industrial Engineering. Taylor’s focus is understandably narrow as he was writing from scratch. Few managements have been willing to put into practice one of his basic tenets that there should be no limit to earnings or bonus- most incentive schemes are restricted. This may inhibit the ‘mental revolution’ Taylor sought. The focus on division of labour leads to increased efficiency and productivity. This can be seen in many operations ranging from fast food to large industrial facilities e.g. MacDonald’s or the car industry. Ford is said to have adopted his approach in 1913. Taiichi Ono of Toyota, father of JIT acknowledges his debt to scientific management. The autocratic style of leadership also ensures a unity of command, clear lines of direction and control for a better focus on the job at hand. During his time, the work force was not highly educated or trained. For many, the opportunity to obtain a secure job and a level of wages to provide for their families was all they expected. Taylor, like the other classicists, have been criticised in that he heavily relied on experiences with large manufacturing companies enjoying stable environments. It may be unwise to generalize from those situations to others’ especially to young, high-technology firms of today that are confronted daily with changes in their competitors’ products. Taylor assumed that workers are only motivated by money and that productivity is the best measure of how well a firm is performing. These assumptions fail to recognize that employees may have needs unrelated to the workplace or may view their jobs only as a necessary evil. His approach tends to ignore informal relations as characterized by social interchange among workers, the emergence of group leaders apart from those specified by the formal organization, and so forth. When such things are not considered, it is likely that many important factors affecting satisfaction and performance, such as letting employees participate in decision making and task planning, will never be explored or tried. Taylor’s approach aim at achieving high productivity, at making behaviors predictable, and at achieving fairness among workers and between managers and workers; fails to recognize that several unintended consequences can occur in practice. A heavy emphasis on rules and regulations may cause people to obey rules blindly without remembering their original intent, defeating their objectives. The theory was dehumanising work processes – stripped jobs of skill and judgement, treating workers as machine parts. Organizations are influenced by external conditions that often fluctuate over time, yet his approach presents an image of an organization that is not affected by external influences. The Human Relations theories of Management The primary functions of any organization, whether religious, political or industrial, should be to implement the needs of man to enjoy a meaningful existence. Frederick Herzberg (Pugh & Hickson, 1996) Frederick Herzberg (1923-2000), an American psychologist, conducted research on 200 engineers and accountants that led him to develop the two-factor theory of job satisfaction and dissatisfaction. Herzberg’s two-factor theory separated the elements of a job into those serving economic needs (‘hygiene’ and maintenance factors/Adam) and those meeting deeper aspirations (motivational factors/Abraham). He also relates job satisfaction and dissatisfaction to mental health. The motivators include responsibility, a sense of achievement, recognition, promotion and job attraction. These things are likely to motivate workers and are related directly to the job. The ‘hygiene’ factors include company policy and procedures, supervision, pay, work relationships and working conditions. These factors can only reduce job dissatisfaction and they are not directly linked to the job. Making sure these factors are acceptable to the labour force prevents dissatisfaction ra ther than causing positive motivation. The ‘Adam’ factor seeks the avoidance of dissatisfaction and the ‘Abraham’ factor is linked to job satisfaction. Their absence will not cause dissatisfaction but will reduce job satisfaction. Man has the above two sets of needs explained Herzberg in a later book (work and the nature of man); his needs as an animal to avoid pain and his needs as a human to grow psychologically. A lack in one cannot be compensated by fulfillment in the other. Herzberg therefore advocates for an industrial engineering approach which would design the ‘Abraham’ factor into jobs. This he called job enrichment to produce an effective utilization of people and to increase job satisfaction. When a worker does more hours at work to save money for a holiday it is a movement, not motivation. From this, Herzberg suggested that reward based systems including bonuses, could only provide movement rather than long term motivation. The main criticism of Herzberg’s research was the fact that the sample he used consisted of only two hundred accountants and engineers. It was also overly simplistic and blurs the distinction between satisfaction and motivation. Being pleased with doing a more challenging set of tasks does not necessarily mean it will increase motivation. It was also suggested that his research understated the role of groups and teams within the workplace. This is because groups and teams can generate a great deal of motivational influence. Even though Herzberg’s work has its criticisms, his ideas have been shown to be valid in practice. This is evident in businesses because a pay rise or change in working conditions is rarely enough to produce a labour force that is highly motivated. It has also been shown that if workers perceive a wage increase to be inadequate or working conditions are less than ideal it can have major consequences on the business and its operations. (The annual series of strikes by LU workers springs to mind). Conclusion As Oliver Wendel Holmes quoted, â€Å"When we want to know what is going on today or want to make sure what will happen tomorrow, I will look back at the past.†One theory will not fit all businesses at all times, naturally. But management theories are useful in that they formulate principles of best practise. Their relevance will depend on the socio-economic, cultural and political environments in which they are applied. ‘The gurus have all the answers, but all the answers are different. No one knows the problem’ . (Owen, Jo, Management stripped bare, 2012, 3rd ed.) References Hulme, J.A. (2004). Critical Evaluation: A Student Guide. Psychology Review, 10, 6-8. Pugh & Hickson, (1996) Writers on Organizations, (5thed) George, Claude S.1968. The History of management thought (1sted). Englewood Cliffs: N.J. Prentice-hall Herzberg, F. (1959) Mausner, B; Snyderman, B. the motivation to work, NY Herzberg, F. (1966) Work and the nature of man, world publ. Herzberg, F. (1976) Managerial choice: To be efficient and to be human, Dow Jones, Irwin Owen, Jo, (2012) Management stripped bare, 3rd ed.
Tuesday, January 7, 2020
How Does the Value of the U.S. Dollar Impact Canada
The value of the U.S. dollar impacts the economy of Canada through a number of means, including its imports, exports, and local and foreign businesses, which in turn affects average Canadian citizens and their spending habits. Generally speaking, a rise in the value of one currency hurts exporters as it raises the costs of their goods in foreign countries, but it also provides added benefit to importers as the cost of foreign goods declines. Therefore, all else being equal, a rise in the value of a currency will cause imports to rise and exports to fall. Imagine the world where the Canadian Dollar is worth 50 cents American, then one day theres a flurry of trading on Foreign Exchange (Forex) markets, and when the market stabilizes, a Canadian Dollar is selling at par with a U.S. Dollar. First, consider what happens to Canadian companies exporting to the United States. Exports Fall When Currency Exchange Rates Increase Suppose a Canadian manufacturer sells hockey sticks to retailers for the price of $10 Canadian each. Before the currency change, it would cost American retailers $5 each per stick, since one American dollar is worth two American ones, but after the American dollar falls in value, American companies have to pay $10 U.S. dollars to purchase a stick, doubling the price for those companies. When the price of any good goes up, we should expect the quantity demanded to fall, thus the Canadian manufacturer will likely not make as many sales; however, note that Canadian companies are still receiving the $10 Canadian per sale that they did before, but theyre now making fewer sales, which means their profits are probably only marginally impacted. What if, however, the Canadian manufacturer originally priced his sticks at $5 American? It is pretty common for Canadian companies to price their goods in U.S. Dollars if they export many goods to the United States. In that case, before the currency change the Canadian company was getting $5 U.S. from the American company, taking it to the bank, and getting $10 Canadian in return, meaning they would only be receiving half as much income as they had before. In either of these scenarios, we see that  all else being equal  a rise in the value of the Canadian Dollar (or alternative a fall in the value of the U.S. Dollar), causes reduced sales for the Canadian manufacturer (bad), or reduced revenue per sale (also bad). Imports Rise When Currency Exchange Rates Increase The story is quite the opposite for Canadians who import goods from the United States. In this scenario, a Canadian retailer who is importing baseball bats from a U.S. company before the increased exchange rate for $20 American Dollars is spending $40 Canadian to purchase these bats. However, when the exchange rate goes to par, $20 American is the same as $20 Canadian. Now Canadian retailers can purchase U.S. goods for half the price they were previously.​ The exchange rate goes to par, $20 American is the same as $20 Canadian. Now Canadian retailers can purchase U.S. goods for half the price they were previously. This is great news for Canadian retailers, as well as Canadian consumers, as some of the savings are likely to be passed onto the consumer. Its also good news for American manufacturers, as now Canadian retailers are likely to buy more of their goods, so they will make more sales, while still getting the same $20 American per sale as they were receiving before.
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