Indicactor Lab: What is in each Test Tube? :: essays research papers

What is in each test-tube? What proof do I have of this? Test-tube A: Test-tube A had water in it. I can base this on the fact that it was a neutral, reacting neither to red or blue litmus paper. Phenolphthalein also did not react to this substance. The pH value was 7, neutral, also adding to the proof that this substance was water, because water is neutral. The substance was clear and odorless, and all of these reactions combined led me to my conclusion of substance A being water. Test-tube B: Test-tube B had spoiled milk in it. The substance reacted to blue litmus paper, and red litmus paper underwent no change. Phenolphthalein did not change, and the pH value was 6, a weak acid. The appearance of this substance was a thick, white liquid that had a horrible odor. These observations led me to my conclusion that substance B is spoiled milk. Test-tube C: Test-tube C had ammonia in it. The substance reacted to red litmus paper, and it had no effect on blue litmus paper. Phenolphthalein turned a hot pink color very quickly, and the pH value was about 11.5. The substance was clear and had a strong odor to it. These results led me to my conclusion that substance C is ammonia. Test-tube D: Test-tube D contained lemonade. The substance reacted to blue litmus paper, and red litmus underwent no changes. It had no effect on Phenolphthalein, and its pH value was 3, a strong acid. Knowing that lemons are very acidic, and that the substance was yellow and sweet smelling, I concluded that substance D was lemonade. Test-tube E: I could not come to a conclusion on what substance E was. It reacted weakly to blue litmus paper, and it did not change red litmus. It had no effect on Phenolphthalein, but its pH value tested as 7. This cannot be correct however, because all acids have a pH value less than 7. The appearance and smell were not of any help, because it was a clear substance with a slight odor I couldn’t key in on.

Organizational Behavior: An Analysis of Helm Fire and Rescue Company Essay

Introduction Organizational Behavior is referred to as the study of individuals and their relative behavior subject to the existing organizational environment. The concept applies in a diverse workplace setting in different ways and had diverse impacts to the organization. Organizational behavior field includes communication, sociology, psychology, and management. The concept is subject to both internal and external factors affecting the organization. The formula for success in business as noted by Millstein et al. (1998, p.7) requires two elements including the external environment and the individual. Major scholars have also noted that removing one of these values is impossible within the organization setting. This paper uses report that analyses organizational behavior issues in the context of fire and rescue services. It applies learned theory in the analysis for a compressive understanding of the issues underlying organizational behavior. Definitions †¢Organizational Behavior – It is the study of individuals and their relative behavior subject to the existing organizational environment (Gary 1995, p.128-129). †¢Organizational Development – it is a planned, organization-wide effort to increase an organization’s effectiveness and viability. It is also referred to as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of the organization so that they can better adapt to new technologies, marketing and challenges, and the dizzying rate of change itself (Robert 2009, p.297–299). †¢Corporate Planning – From a company’s perspective, corporate planning involves formulating long term business goals so that the strategic planning of an enterprise may be developed and acted upon (Millstein et al 1998, p.7) †¢External Environment – They are the conditions, entities, events, and factors surrounding an organization which influence its activities and choices, and determine its opportunities and risks (Francis & Fred 2009, p.69-76). †¢Stakeholders – These are persons or groups that an organization perceives itself to hold accountability to (Robert 2009, p.297–299). Helm fire and rescue company, provides fire and rescue services in Virginia state. The company has been in the market for  over four years since its start. Over the years, the company has grown and has expanded its services to other states including California and Las Vegas. Over the years, the company has survived the highly competitive market, which have been established across the respective states offering fire and rescue services. The company has employed at least 25 employees in every station across the states holding diverse responsibilities and assigned roles. Its competitive nature and su ccess has been attributed to appropriate handling of organizational Behavior aspects and the strong capacity of streamlining both internal and external elements (Gary 1995, p.128-129). Helm fire and rescue service is organized principally into the two key functions including service delivery and service support both managed by selected managers by the board of directors. The functions are supported by the corporate planning and finance department and the people and Organizational Development department also managed by respective individuals. All the teams operating within the company including the respective departments and fire stations are within the identified areas. The entire team is led by the chief executive officer and his assistant with other departmental heads following the hierarchy including head of communications, head of community fire protection, head of community safety, and the head of unitary performance. The case analysis revealed four principal components as critical to a successful effective organization. The case identified these components as the way in which governance of an organization is facilitated, how it attains and establishes its obj ectives and goals, if it promotes ethics, and if the company maintains healthy organizational aspects. The findings provided from the analysis indicated that a Helm fire and rescue service was an effective organization though in some of the departments, it required improvements. Francis and Fred (2009, p.69-76) was of the view that management must continuously be the main element palpating the pulse of the specific organization and at all times know their opportunities, threats, strengths, and weaknesses. They noted that four cardinal contributors to a success within an organization are the way in which that particular organization is governed, the way it attains and establishes its goals and objectives, its strategies to promote ethics, and if the strategic maintenance of aspects that reflect a healthy organization. To effect change and allow for full operations to take place  at Helm fire and rescue services management has been the key element of consideration. Helm fire and Rescue Company has its mission as being effectively saving property, lives and the environment. The strateg ies implemented to accomplish this mission, and the identified values are subject to management (Millstein et al 1998, p.7). These aspects drive the organization, and management is facing a herculean challenge (Robert 2009, p.297–299). However, the company has thrived in operation with the management facilitating periodic evaluation of diverse components of the organization including success and failure in the year’s operations, communication between departments and environmental conservation. Due to external forces of globalization Kimberly (2009, p.87–110) noted that, in today’s changing environment, it is critical that an organization conducts diagnosis, assessment, audit or evaluation of its operations to analyze whether it is on the right step of success. Helm Service Company has valued this aspect, and it is working hard to oversee that its operations conform to international standards. These external factors have called for the organization to restructure itself and conform to the rapidly changing market. Kimberly (2009, p.87–110) also noted that the main external factors affecting firms in the modern day include competition, changing customer expectations and globalization. In this context, helm rescue services also have faced such factors in its external environment. Technological improvements have been on the frontline of the company’s management, which has been adopted within its services (Gary 1995, p.128-129). These improvements have been targeting rescue service processes geared towards meeting its goals and objectives. The company has also changed its structures to fit efficient rescue services that will also provide safety to for its employees. The structures have been laid including diverse administrative and legislative arrangements (Robert 2009, p.297–299). The fire service company has undergone changes since the beginning of this year with significant indications, a process that has been exacerbated by devolution of the state’s central government powers and the introduction of new legislation policies guiding companies in this line of operation. Other leading external factors that have contributed to change being effecte d in the organization include changes to operational procedures particularly in the modern era of terrorism attacks and threats across the country. Strategic organizational assessment Francis and Fred (2009, p.69-76) has involved the respective teams within Helm fire Service Company assisting in identifying and finding the real organizational problems. The teams have cooperated to express concisely the way forward for the organization in its expansion of services (Silverthorne 2004, p.592–599) to other states. The strategies adopted in organizational development include an introduction of free services that are categorized under exceptional services that are charged for by other service providers. The company has also established additional services free to the end user especially to be used in the case of an emergency. With such strategies the company handles the competitive market appropriately and it has been thriving well across states with its operations. Robert (2009, p.297–299) noted that organizational assessment is a excellent facilitator of organizational change and what is acceptable in enabling organiza tions to continually improve and develop their performance capabilities. In its structural reforms, Helm Service Company has also looked into governance issues. Governance is a broad concept used in the organization to define an organization’s exercise of control or authority and the management system (Gary 1995, p.128-129). In general, governance is the internal means through which a firm establishes policies which are ideal in determining control mechanisms, establishing decision-making processes, allocating power, and setting up procedures that help to perform specific tasks (Francis & Fred 2009, p.69-76). At Helm fire and rescue service, governance has been transformed to comprise of the internal relationships with a strong consideration of its stakeholders, managers and boards of directors. Organizational governance is what Helm has embarked on indulging a process that involves consultation by administrators as well as other governing boards in all decision making to ascertain that decisions made are appropriate for the company’s growth and development of a competitive edge. Conclusion The concept of organizational behavior applies in a diverse workplace setting in different ways and had diverse impacts to the organization. Organizational behavior field includes communication, sociology, psychology, and management. The concept is subject to both internal and external factors affecting the organization. At Helm fire and rescue services, this concept  has been applied diversely and it has worked for the company in improving its performance and sustaining growth within the market. Proper application of the concept has also worked well for the company in sustaining its competitive advantage across the market, which is ideal for its long-term survival. References Francis, J. & Fred, D 2009, A newer organizational behavior, in Francis, Y. and Fred, D. (ed.) Multi-Level Issues in Organizational Behavior and Leadership (Research in Multi Level Issues, Volume 8), Emerald Group Publishing Limited, pp.69-76. Gary, D 1995, Managing Organizations in an Era of Change, Florida: Dryden Press, pp. 128-129 Kimberly, E 2009, the effects of social comparisons on managerial career satisfaction and turnover intentions, Career Development International, 14(1), pp. 87 – 110 Millstein, Ira, et al 1998, Corporate Governance: Improving Competitiveness and Access to Capital in Global Markets, London: OECD. p. 7 Robert, L 2009, Positive Organizational Behavior, Leadership & Organization Development Journal, 30(3), pp. 297 – 299 Silverthorne, C 2004, the impact of organizational culture and person-organization fit on organizational commitment and job satisfaction in Taiwan, Leadership & Organization Development Journal, 25(7), pp. 592 – 599

Value Chain Competitive Advantage - 1444 Words

Value Chain as Competitive Advantage If a firm sustain profits that exceed the industry average, said firm is said to have a competitive advantage. The goal of any given business strategy is to achieve a competitive advantage. Moreover, the goal of a successful business strategy is a sustainable competitive advantage. The question is how does a firm create that competitive advantage? According to Michael Porter, to achieve a competitive advantage, a firm must perform one or more value creating activities in a way that creates more overall value than competitors (1985). The purpose of this paper is to examine how the value chain creates competitive advantages. It will review the concepts of the value chain, the inter-relationship of these†¦show more content†¦Value Chain First suggested by Michael Porter, the value chain is defined as internal processes or activities a firm performs â€Å"to design, produce, market, deliver and support its product† (IMA, 1996, p.1). How the firm’s value chain performs its activities is a reflection of â€Å"its history, its strategy, its approach to implementing its strategy, and the underlying economies of the activities themselves† (p.1). Achieving a competitive advantage starts with a clear view of the current performance of the value chain. Porter’s value chain approach aid firms in identifying the areas in which they can derive the most benefit from analytics and operations research. By dividing the firm’s activities into two main categories (primary and support activities), a firm can analyze the interdependent activities as well as the linkages that connect these activities. According to Porter, â€Å"careful management of linkages is often a powerful source of competitive a dvantage because of the difficulty rivals have in perceiving them†¦Ã¢â‚¬  (Poppelaars, 2013). The net result of the value chain is the creation of margin potential which translates into a competitive advantage. Competitive Advantage Competitive advantages are created in several forms; differentiation, low costs or both. Differentiation refers to products or services with a perceived higher quality, fewer risks and outperforms competitor products. Differentiation strategies include cost leadership, customer experience,