Supply chain management Essay Example | Topics and Well Written Essays - 1500 words - 2

Supply chain management - Essay Example Organisations now aim for customer loyalty while keeping cost of production low. This is shooting two birds in one shot but difficult to achieve; difficult because meeting the customer’s needs and wants at the same time minimising cost of production do not ensure quality product or service. Authors argue that customer satisfaction must be an important strategic part of marketing. Products and services must be geared towards customer focus, and customer satisfaction is a goal in a value added supply chain. Firms realise that supply chain management (SCM) can do wonders for the company and for the customer. SCM enables the company to cut costs and look for ways to satisfy customers. Supply chain management excellence is crucial to customer satisfaction; consequently, customer satisfaction is critical to customer loyalty, and loyalty critical to profitability (Reichheld 1996 cited in Flint et al., 2008, p. 258). In order to address the problem of customer loyalty, firms apply pro duct and service innovations. Supply chain learning should be a part of the firms’ strategies to address customer satisfaction and loyalty. This is also the main objective of market orientation – customer satisfaction through superior performance of products and services (Singh, 2004, p. 3). ... 258). Organisations keep constant contact with customers, looking for ways to satisfy their needs and wants. Good customer relation is an important aspect of business (McColl-Kennedy & Schneider, 2000, p. S884). To get closer to the customers, businesses have to work as cohesive organisations, using tools and technology (Gulati and Oldroyd, 2005, p. 92), and focus on knowledge-based economy, slowly moving away from the industrial economy. Identifying and working out to strengthen customer satisfaction, supply chains can help in having good relationship with customers, but supply chains have two attributes which are cost and service. Service is itself responsiveness to the customer’s demand, but demand can also increase cost. Putting on a lot of innovations on the product/s means adding cost on production. â€Å"Supply chain efficiency is measured as a cost of producing and delivering goods and service to the customer.† (Hines, 2004, p. 61) This means that if we increase responsiveness to supply chain, we add cost to the delivery of service. Businesses also have to care for their employees who are considered the most valuable asset of an organisation (Storey, 2007, p. 60). According to JoAnna Brandi (cited in Fisher, 2004), a consultant based in Boca Raton, Florida, employee happiness is somehow related to customer happiness. Customer relationship marketing (CRM) creates value for the customer (Chan, 2005, p. 32). Kotler et al. (cited in Blythe, 2006, p. 5) includes the idea of value in the definition of marketing, which is â€Å"the relationship between what is paid and what is received, and can be increased or reduced by marketing activities†

A Major Application Area Of Thermodynamics Engineering Essay

A Major Application Area Of Thermodynamics Engineering Essay A major application area of thermodynamics is refrigeration, which is the transfer of heat from lower temperature region to a higher temperature one. The devices that produce refrigeration are called refrigerators, and the cycles on which they operate are called refrigeration cycles. The most frequently used refrigeration cycle is a vapour-compression refrigeration cycle in which the refrigerant is vaporized and compressed alternatively and is compressed in the vapour phase. There are number of refrigerants which can be used in here, but the most commonly used on a commercial scale is a R12 (used in this experiment as well). The thermodynamics of ideal vapour compression cycle can be analyzed on a temperature versus entropy diagram as depicted in Figure 1. At point 1 in the diagram, the circulating refrigerant en- ters the compressor as a saturated vapour. From point 1 to point 2, the vapour is isentropically compressed (i.e., compressed at constant entropy) and exits the compressor as a superheated va- pour. From point 2 to point 3, the superheated vapour travels through part of the condenser which removes the superheat by cooling the vapour. Between point 3 and point 4, the vapour travels through the remainder of the condenser and is condensed into a saturated liquid. The condensation process occurs at essentially constant pressure. Between points 4 and 5, the saturated liquid refrigerant passes through the expansion valve (throttling device) and undergoes an abrupt decrease of pressure. This process results in the adia- batic flash evaporation and auto-refrigeration of a portion of the liquid (typically, less than half of the liquid flashes). The adiabatic flash evaporation process is isenthalpic (i.e., occurs at con- stant enthalpy). Figure 12 Temperature Entropy diagram 1 www. wikipedia.org/wiki/Refrigeration 2 http://upload.wikimedia.org/wikipedia/commons/f/f7/RefrigerationTS.png UMAR DARAZ Page 3 of 22 Thermodynamics Lab 2 Between points 5 and 1, the cold and partially vaporized refrigerant travels through the coil or tubes in the evaporator where it is totally vaporized by the warm air (from the space being refrigerated) that a fan circulates across the coil or tubes in the evaporator. The evaporator operates at essentially constant pressure. The resulting saturated refrigerant vapour returns to the compressor inlet at point 1 to complete the thermodynamic cycle. The area under the process curve on T-s diagram represents the heat transfer for internally reversible processes. The area under the process curve 5-1 represents the heat absorption in the evaporator, the area under the process 2- 4 represents the heat rejection in the condenser. In the ideal vapour compression refrigeration cycle all the heat losses and disruptions are being ignored, but in actual refrigeration cycle, we need to take these losses into consideration as they have been mentioned in this report later. The Hilton refrigeration laboratory unit R714 is capable of following entities;  · Investigation of the variation in refrigerator duty or cooling ability for various condens- ing temperature and the heat delivered to the cooling water with variation in condensing temperature. We can also investigate the variation in refrigeration coefficient of per- formance for the various condensing temperature.  · Investigation of the variation in coefficient of performance based on electrical, shaft and indicated power, determination of the overall heat transfer coefficient for the condenser cooling coil and performance of the thermostatic expansion valve.  · Investigation of the heat delivered to the cooling water with variation in condensing tem- perature, coefficient of performance as a heat pump for various condensing temperature, as well as power input based on electrical, shaft and indicated power. The important aspect of this report is to demonstrate the two laws of thermodynamics i.e. first and second law of thermodynamics. The first law is simply an expression of the conservation of energy principle, and it asserts that energy is thermodynamic property. Qout = Wnet + Qin Equation (1) In this experiment the Qin is provided by input voltage, this input is used to do the net work done on the refrigerant by compressor and motor, and the result of this produces the heat which is being removed by the condenser i.e. Qout. The second law of thermodynamics asserts that energy has quality and quantity, and actual processes occur in the direction of decreasing quality of energy. UMAR DARAZ Page 4 of 22 Thermodynamics Lab 2 Aims and objectives: The Hilton refrigeration laboratory unit R712 has been designed to allow students to fully investigate the performance of a vapour compression cycle under various conditions of evaporator load and condenser pressure. The main objectives of this laboratory are listed below;  · The demonstration of application of the First and second law of thermodynamics.  · The introduction of to refrigeration plant and calculate the various coefficient of perform- ance.  · Investigation of system losses, this includes motor, compressor, evaporator and con- denser losses. These losses (friction, heat losses) occur only in practical/commercial refrigerator, there are no losses in ideal vapour compressor refrigerator. UMAR DARAZ Page 5 of 22 Thermodynamics Lab 2 Apparatus The figure shown below looks like a refrigeration laboratory unit R712 (not exactly it) and it consists of the following components; Figure 23 Refrigeration laboratory unit Panel: High quality glass reinforced plastic on which the following components are mounted. Refrigerant: R12 Digital Thermometer: A device that measures temperature. Wattmeter: Allows measurement of the power input to either evaporator or motor. Voltage Controller: To vary evaporator load. Variable Area Flow meters: Variable area types to indicator R12 and H2O flow rates. Pressure Gauges: To indicate R12 pressure in evaporator and condenser. Spring Balance and Tachometer: These two together allow measurement of power required to drive the compressor. Expansion Valve: Thermostatically controlled type i.e. throttling device. Evaporator: Electrically heated device i.e. heat exchanger Compressor: (Internally mounted) Twin cylinder belt driven unit, along with spring balance force system. Condenser: A device or unit used to condense vapor into liquid. It is also called heat exchanger. Motor: A machine that converts electricity into a mechanical motion. 3 www.p-a-hilton.co.uk/English/Products/ Refrigeration__2_/refrigeration__2_.html UMAR DARAZ Page 6 of 22 Thermodynamics Lab 2 Procedure4 In prior performing an experiment the most important things to do are, to measure the atmos- pheric pressure, which would be added to the gauge pressure to get an absolute pressure for both condenser and evaporator, and to balance the two tips of the spring balance force, being applied on the compressor. In failure to do these things would cause a sufficient amount of error in the final results. In this experiment the condenser pressure is being kept constant i.e. 900KPa. Step-1 Turn on the refrigeration plant using one of the control breakers, and setting the evaporator voltage i.e. 40 100 volts, at the same time balancing the two tips of compressor load and set the condenser pressure to 900KPa, using rota-meter. Step-2 Record the following values; Evaporator Amps (1-2.42A), from wattmeter, compressor speed using tachometer, water and refrigerant flow rate using flow meter. Step-3 Record the spring balance force, reading directly from the scale. The hot water is in the tubes is indicated by red and cold water is indicated by blue sign in the refrigeration plant. Step-4 The flow rate is controlled by a throttling device (valve), the small changes in opening and closing the valve, effect the condenser pressure. Step-5 The temperature values of the refrigerant at different stages in the whole cycle at constant pressure is given by temperature dialler. Now we had all the values we needed, now we changed evaporator Amps value, recorded rest of the values as mentioned earlier and repeated the whole experiment for three to four times. The Refrigeration Laboratory Unit has three controls. Firstly a combined miniature circuit breaker and switch turns on both the compressor motor and the supply to the electrically heated evaporator. A combined variable area water flow meter and valve allow control of the condenser pressure and a panel mounted voltage controller allows control of the evaporator load from zero to full power. Refrigerant R12 vapour is drawn into the compressor from the evaporator mounted on the front of the panel. Work is done on the gas in the compressor and its pressure and temperature are raised. This hot, high pressure gas discharges from the compressor and flows into the panel mounted water cooled condenser, where heat is removed from it. This liquid then flows through a thermostatic expansion valve. Here it passes through a controlled orifice, which allows its pressure to fall from that of the condenser to that of the evaporator. The refrigerant has a satu- rated vapour phase at this point. The voltage across the heater elements may be varied from zero to that of the mains supply voltage by adjustment of a voltage controller situated on the front panel. Measurement of the power is carried out by a panel mounted digital wattmeter. 4 http://www.p-a-hilton.co.uk/R714-Edition-2-GREY.pdf UMAR DARAZ Page 7 of 22 Thermodynamics Lab 2 Results The observation table below shows all the values of different components in the refrigeration plant along with input indices and output indices, enthalpy of the cycle and losses in the system. The calculations required to get those results (to complete the table) are also listed after this table below. 1 Condenser pressure (gauge) Pc KNm-2 900 900 900 2 Evaporator pressure (gauge) Pe KNm-2 -20 20 40 3 Condenser pressure (Abs) Pc KNm-2 1001.663 1001.663 1001.663 4 Evaporator pressure (Abs) Pe KNm-2 81.663 121.663 141.663 5 Compressor suction t1 0 C -23.5 -22.6 -5.2 6 Compressor delivery t2 0 C 59.9 68.5 69.4 7 Liquid leaving condenser t3 0 C 31.6 34.8 33.8 8 Evaporator inlet t4 0 C -32 -23.6 -19.1 9 Water inlet t5 0 C 23.8 21.6 21.4 10 Water outlet t6 0 C 41.2 38.6 39.5 11 Water flow rate Mw g s-1 1.5 5.0 6.0 12 R 12 Flow rate Mr g s-1 0.7 1.5 1.9 13 Evaporator Volts Ve V 40 70 100 14 Evaporator Amps Ie I 1 A 1.70 A 2.42 A 15 Motor Volts Vm V 235 232 232 16 Motor Amps Im A 3.6 3.6 3.6 17 Spring balance Force F N 5.5 7.5 8.2 18 Compressor speed nc rpm 477 474 473 UMAR DARAZ Page 8 of 22 Thermodynamics Lab 2 19 Motor Speed = 3.17 ÃÆ'- nc Nm rpm 1512.09 1502.58 1449.71 20 h1 KJ/Kg 340 345 360 21 h2 KJ/Kg 385 400 420 22 h3 KJ/Kg 225 240 250 23 h4 KJ/Kg 160 170 180 24 Qe,Elec = Ve ÃÆ'- Ie W 40 119 242 25 Qe, R 12 = Mr(h1 h4) W 126 262.50 342 26 Wc = 0.0172ÃÆ'-FÃÆ'-Nm W 143.043 193.832 204.467 27 Power factor at shaft (power Wc) pf 0.43 0.48 0.52 28 Wm = Vm. Im. pf W 363.78 400.89 434.31 29 Wc = Mr (h2 h1) W 31.5 82.50 114.0 30 Q cond = Mr (h2 h3) W 112 240 323 31 Qw = Mw ÃÆ'- 4.18 (t6 t5) W 109.09 376.20 428.87 32 CoPnet = Qe, Elec / Wm 0.109 0.296 0.557 33 CoP R12 = (h1 h4)/(h2 h1) 4.0 3.1818 3.00 34 t41 can be found by (t1 t4) 0 C 8.5 1.00 13.9 35 CoP (te-t2) = t41 / (t2-t41) 0.165 0.015 0.250 36 Motor loss = Wc Wm W -220.73 -207.06 -229.84 37 Compressor loss = Wc-Wc W -111.54 -110.33 -90.47 38 System loss = Qcond Qw W 2.91 -136.20 -105.87 39 System loss = Qe, R12 Qe,Elec W 86 143.50 100.0 UMAR DARAZ Page 9 of 22 Thermodynamics Lab 2 Figure 3 A graph represents the relationship between net CoP and evaporator temperature Figure 4 A comparison of different losses of the system in one graph against Evaporator temperature The fluctuation and randomness in the graphs is because of the poor calibration and less number of repeated results (less tests provide less information), and most of the recorded results are based on guessed values. Calculations To find absolute pressure, we need an atmospheric and gauge pressure of the component. Now for two individual components,  · Condenser As we know Patm = à Ã‚ gh = 13600 kg/m3 ÃÆ'- 9.81 m/s2 ÃÆ'- 762 ÃÆ'-10-3m = 101.663ÃÆ'-103 Kg / ms2 = 101.663 KN/m2 Hence Pgauge,cond = 900 KN/m2 Pabs,cond = Patm + Pgauge,cond = 101.663 + 900 = 1001.663 KN/m2  · Evaporator As Patm = à Ã‚ gh = 13600 kg/m3 ÃÆ'- 9.81 m/s2 ÃÆ'- 762 ÃÆ'-10-3m = 101.663ÃÆ'-103 Kg / ms2 = 101.663 KN/m2 i. Pgauge,Evap = -20 KN/m2 Pabs,Evap = Patm + Pgauge,Evap Therefore = 101.663 + (-20)= 81.663 KN/m2 ii. Pgauge,Evap = 20 KN/m2 Pabs,Evap = Patm + Pgauge,Evap = 101.663 + (20)= 121.663 KN/m2 iii. Pgauge,Evap = 40 KN/m2 Pabs,Evap = Patm + Pgauge,Evap Therefore = 101.663 + 40 = 141.663 KN/m2 To find Qw (Heat removal from condenser) As we repeated the experiment three times, so water flow rate have three different values, hence we need to find Qw at three points, Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 1.5 gs-1, t6 = 41.2 0C, t5 = 23.8 0C Qw = 1.5 ÃÆ'-4.18 (41.2 23.8) = 109.098 W UMAR DARAZ Page 11 of 22 Thermodynamics Lab 2 As Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 5.0 gs-1, t6 = 39.6 0C, t5 = 21.6 0C So Qw = 5.0 ÃÆ'-4.18 (39.6 21.6) = 376.2 W Qw = Mw ÃÆ'- 4.18 (t6 t5) When Mw = 6.0 gs-1, t6 = 38.5 0C, t5 = 21.4 0C Qw = 6.0 ÃÆ'-4.18 (38.5 21.4) = 428.87 W To find Wc (work done by the compressor or a shaft loss) The work done by the compressor depends on spring balance force and motor speed, hence to get more work done out of the compressor we need to increase any of the above mentioned parameters. Therefore Wc = 0.0172ÃÆ'-FÃÆ'-Nm i. Wc = 0.0172ÃÆ'-5.5ÃÆ'-1512.09 = 143.043 W ii. Wc = 0.0172ÃÆ'-7.5ÃÆ'-1502.58 = 193.832 W iii. Wc = 0.0172ÃÆ'-8.2ÃÆ'-1449.71 = 204.467 W To find Wm (work done by the motor on a shaft to rotate) The work done by the motor is a product of voltage provided, amount of current flowing the motor and power factor of the shaft, which gives us the following values; Wm = Vm ÃÆ'- Im ÃÆ'- pf i. Wm = 235 ÃÆ'- 3.6 ÃÆ'- 0.43 = 363.78 ii. Wm = 232 ÃÆ'- 3.6 ÃÆ'- 0.48 = 400.89 iii. Wm = 232 ÃÆ'- 3.6 ÃÆ'- 0.52 = 434.31 UMAR DARAZ Page 12 of 22 Thermodynamics Lab 2 To find CoPnet (Total coefficient of performance of refrigerant) CoPnet = Qe, Elec / Wm By substituting different values of electric input heat energy (artificial input energy) and the work done by the motor, we get net coefficient of performance of the cycle, i. CoPnet = 40 / 363.78 = 0.109 = 11% ii. CoPnet = 119 / 400.89 = 0.296 = 30% iii. CoPnet = 242 / 434.31 = 0.557 = 56% To find CoP (te-t2) This is the coefficient of performance of ratio of temperature values at point 1-4 and difference of it, to the temperature of the refrigerant after compression, so we get following CoP (te-t2) = t41 / (t2-t41) i. CoP (te-t2) = 13.9 / (69.4 13.9) = 0.250 = 25% ii. CoP (te-t2) = 8.5 / (59.9 8.5) = 0.165 = 16% iii. CoP (te-t2) = 1.0 / (68.5 1.0) = 0.015 = 1.5% To find Qe, R 12(Heat removal from Evaporator) The given equation is à ¢Ã¢â€š ¬Ã‚ ¦ Qe, R 12 = Mr (h1 h4) By substituting different values of enthalpy, which we recorded from a pressure enthalpy diagram, so we get i. Qe, R 12 = 0.7 (340 160) = 126.0 ii. Qe, R 12 = 1.5 (345 170) = 262.5 iii. Qe, R 12 = 1.9 (360 180) = 342.0 UMAR DARAZ Page 13 of 22 Thermodynamics Lab 2 To find Wc (Input work done or compressor work loss) The input work done by the compressor can be calculated by finding flow rate of the refrigerant R12 and the difference of enthalpy of refrigerant before and after the compression. Wc = Mr (h2 h1) Substituting all three values of the above parameters (variables), we get i. Wc = 0.7 (385 340) = 31.5 ii. Wc = 1.5 (400 345) = 82.5 iii. Wc = 1.9 (420 360) = 114 To find Q cond (Heat loss by the condenser) Similarly heat loss by the condenser is a product of refrigerant flow rate to the difference of enthalpy values of it, before entering and leaving the condenser, we get Q cond = Mr (h2 h3) Now, using above stated equationà ¢Ã¢â€š ¬Ã‚ ¦ i. Q cond = 0.7 (385 225) = 112 ii. Q cond = 1.5 (400 240) = 240 iii. Q cond = 1.9 (420 250) = 323 To find CoPR12 (Coefficient of performance of refrigerant) CoP R12 = (h1 h4)/(h2 h1) Coefficient of performance of refrigerant is a ratio of all the enthalpy values in the cycle, here note that for ideal vapour compression refrigeration cycle h3 = h4 Hence we get i. CoP R12 = (340 160) / (385 340) = 4.00 ii. CoP R12 = (345 170) / (400 345) = 3.1818 iii. CoP R12 = (360 180) / (420 360) = 3.00 UMAR DARAZ Page 14 of 22 Thermodynamics Lab 2 Systems losses Motor loss = Wc Wm = 143.043 363.78 = -220.75 = 193.832 400.89 = -207.06 = 204.467 434.31 = -229.84 Compressor loss = Wc-Wc = 31.5 143.043 = -111.54 = 82.5 -193.832 = -110.33 = 114 204.467 = -90.47 System loss = Qcond Qw = 112 109.09 = 2.91 = 240 376.20 = -136.20 = 323 428.87 = -105.87 System loss = Qe, R12 Qe,Elec = 126 40 = 86.00 = 262.5 119 = 143.50 = 342 242 = 100.00 UMAR DARAZ Page 15 of 22 Thermodynamics Lab 2 Discussion of Results The observation table of results has been listed on page 8 9, and it is followed by all the calculations required to complete the table or to get the results. The experiment has been repeated three times, so all the results (values have been listed three times. In the calculation section the system losses and heat energy are shown as negative val- ues, its because the work is done on the system and heat is being removed from that particu- lar system, in this case its condenser. The positive values of system loss and heat energy shows that heat is being add in the system and work is done by the system, and in this case its evaporator. The condenser pressure i.e.900 KPa, was not exactly 900 KPa. As we were set- ting the pressure manually, so in the whole experiment the pressure was 900 KPa  ± 10%, it was because of the fluctuation in the gauge needle, so we assumed the considered pressure. The compressor pressure applied by spring balance force, affected the work done of the com- pressor on the refrigerant R12, because to get an accurate compressor work done, the two tips of the spring balance should be in balance (level), but during an experiment we were getting random values (results), so then I realised that something is wrong, so I looked at all the components of the refrigeration plant, and I found that the two tips of the spring were not bal- ance. Hence to get right results we had to redo the experiment. The throttling device or valve has a huge impact on condenser pressure, because by opening or closing i.e. changing a flow rate make a considerable amount of difference on condenser pressure and evaporator tem- perature. Motor loss refers to the consumption of electrical energy not converted to useful mechanical energy output, but in this case energy loss means less input energy to the compressor, which means a refrigerant would be less compressed by a compressor, so less heat would be re- moved by the condenser, and even after passing through the valve the refrigerant would still have a high temperature and pressure, hence less refrigeration would occur in a vapour com- pression cycle. Therefore we need to take into account power losses in the electric motor. In order to study this process more closely, refrigeration engineers use this pressure en- thalpy diagram shown in Figure 5. This diagram is a way of describing the liquid and gas phase of a substance. Enthalpy can be thought of as the quantity of heat in a given quantity, or mass of substance. The curved line is called the saturation curve and it defines the boundary of pure liquid and pure gas, or vapour. In the region marked vapour, its pure va- pour. In the region its marked liquid, it is a pure liquid. If the pressure rises so that we are considering a region above the top of the curve, there is no distinction between liquid and va- pour. Above this pressure the gas cannot be liquefied. This is called the Critical Pressure. In the region underneath the curve, there is a mixture of liquid and vapour. UMAR DARAZ Page 16 of 22 Thermodynamics Lab 2 3 2 4 1 Figure 65 Pressure Enthalpy diagram Evaporator Pressure line Condenser pressure line stage (Not a straight line) Isobar Condensation stage sion valve R12 Evaporation process 5 http://www.mvsengineering.com/chapter18.pdf UMAR DARAZ Page 17 of 22 Isentropic Compression R12 passing through Expan- Thermodynamics Lab 2 At the inlet of the compressor the temperature (t1) is the same as temperature of refrigerant R12 at the outlet of the evaporator. So we go straight from that temperature of left side of the doom (saturated liquid) to the right side of the doom (saturated vapour line), and then following the temperature gradient line, we go down and record the enthalpy value at that temperature and pressure. Similarly for the stage 2, we find h2 on x-axis. When the refrigerant leaves the condenser, it obtains a saturated liquid phase (left side of the doom), so taking the reference of condenser pressure line (red line), we take a straight line parallel to the y-axis, and wherever it meets the x-axis gives a value of enthalpy (h3) at stage three. In actual refrigerant plant, enthalpy at stage 3 and stage 4 is not same, but for the sake of calculation we assume that its an ideal condition and enthalpy at these two points is same. Test 1 As Compressor suction = t1 = -23.5 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 340 KJ/Kg Compressor delivery = t2 = 59.9 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h2 = 385 KJ/Kg Here Liquid leaving condenser = t3 = 31.6 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h3 = 225 KJ/Kg As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 225 KJ/Kg But using temperature at evaporator inlet, t4 = -32 0C, we get Actual enthalpy value, h4 = 160 KJ/Kg Test 2 As Compressor suction = t1 = -22.6 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 345 KJ/Kg (from above p-h diagram) Compressor delivery = t2 = 68.5 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence using Figure 4, we get enthalpy h2 = 400 KJ/Kg Here Liquid leaving condenser = t3 = 34.8 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h3 = 240 KJ/Kg UMAR DARAZ Page 18 of 22 Thermodynamics Lab 2 As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 240 KJ/Kg But using temperature at evaporator inlet, t4 = -23.6 0C, we get Actual enthalpy value using figure 4, h4 = 170 KJ/Kg Test 3 As Compressor suction = t1 = -5.2 0C and condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h1 = 360 KJ/Kg Compressor delivery = t2 = 69.4 0C and Condenser Pressure (Abs) = Pc = 1001.663 KNm-2 Hence the enthalpy h2 = 420 KJ/Kg Here Liquid leaving condenser = t3 = 33.8 0C And Condenser Pressure (Abs) = Pc = 1001.663 KNm-2, Evaporator Pressure = 40 KPa Hence the enthalpy h3 = 250 KJ/Kg As mentioned earlier that h3 = h4 (Ideal condition) Hence the enthalpy h4 = 250 KJ/Kg But using temperature at evaporator inlet, t4 = -19.1 0C, we get Actual enthalpy value at this stage, h4 = 180 KJ/Kg 6However the expansion of the high pressure liquid, process 5 1 above is non reversible. Notice that Expansion is a constant enthalpy process. It is drawn as a vertical line on the P-h diagram. No heat is absorbed or rejected during this expansion, the liquid just passes through a valve, like water coming out of a tap. The difference is that because the liquid is saturated at the start of expansion by the end of the process it is partly vapour. Point 1 is inside the curve and not on the curve as described in the Evaporation process. At point 4 it starts to condense and this continues until point 5 when all the vapour has turned into liquid. Point 5 is saturated liquid. If more heat is removed, the liquid cools. It is then called sub-cooled liquid. Hence h4 is on a saturated liquid line (left side of the doom), and does not appear in a vapour compression cycle, and this is the case in all three tests. 6 http://www.alephzero.co.uk/ref/vapcom.htm#ph UMAR DARAZ Page 19 of 22 Thermodynamics Lab 2 As there is no moving part in the whole refrigeration plant apart from motor shaft of a compressor, so work done by them is zero, i.e. w = 0 So using steady state energy equation, we get W Q = h2 h1 Equation (2) As W =0, so equation (1) becomes Q = h2 h1 Or Q = h1 h2 Equation (3) The coefficient of performance or COP (sometimes CP), of a heat pump (i.e. refrigerator) is the ratio of the change in heat at the output (the heat reservoir of interest) to the supplied work.To find Cop value of refrigeration plant as well as for the refrigerant is a good practice, because this will illustrate that how much efficient of these two are. 7It takes a lot of heat to evaporate liquid. In other words a small amount of liquid circulating in a refrigerator can perform a large amount of cooling. This is one reason why the vapour compression cycle is widely used. The refrigeration system can be small and compact. Also from a practical point of view heat exchange is much better when using change of state evaporation and condensation. However the expansion of the high pressure liquid, process 5 1 above is non reversible. And so the efficiency of this cycle can never even approach Carnot efficiency. 7 http://www.alephzero.co.uk/ref/practcop.htm UMAR DARAZ Page 20 of 22 Thermodynamics Lab 2 Conclusion 8The vapour-compression cycle is used in most household refrigerators as well as in many large commercial and industrial refrigeration systems but the efficiency of this cycle can never even approach Carnot efficiency, because of its low coefficient of performance. In the refrigeration plant the operating parameters can be varied by adjustment of condenser cooling water flow and electrically heated evaporator supply voltage. Components have a low thermal mass resulting in immediate response to control variations and rapid stabilisation. Instrumentation includes all relevant temperatures, condenser pressure, evaporator pressure, refrigerant and cooling water flow rates, evaporator and motor power, motor torque and com- pressor speed. The most of components of refrigeration plant used in this experiment (R712) are manually calibrated scales (not digital), and based on this poor calibration all the recorded results are being guessed on the base of individual judgment, which is wrong most of the time. Anyway a small amount of liquid circulating in a refrigerator can perform a large amount of cooling. This is one reason why the vapour compression cycle is widely used. The enthalpy values which are being recorded directly from enthalpy pressure diagram (Figure 4), and based on how unclear that diagram is, I would say it is not a great source of information, but still we use this to find enthalpy. The system (refrigeration plant) has some losses, which have described earlier in this report, this includes motor loss, condenser and evaporator loss. In conclusion, I would like to say that by doing this experiment I learnt a great amount of knowledge, about refrigeration plant, and how it works, what kind of cycle more often use for this, how much efficient is this and how to calculate the different losses in this system. I would say by understanding the operation of this small scale refrigeration plant, I think I would be able to operate on an industrial scale refrigeration plant, because the basic principle is same. 8 http://www.alephzero.co.uk/ref/vapcomcyc.htm UMAR DARAZ Page 21 of 22 Thermodynamics Lab 2

Lincoln Assassination :: essays research papers

he Lincoln Assassination On April, 14 1865 President Abraham Lincoln was shot while watching a performance of An American Cousin at Ford’s Theater. President Lincoln died the next morning. The person who had killed Lincoln was John Wilkes Booth. A few days before he was killed, Lincoln had told his spouse about a dream he had, he saw a president shrouded on a catafalque in the east room of the White House. Even after this dream he attended An American Cousin at Ford’s Theater. John Wilkes Booth thought the president was determined to destroy the constitution, set aside the rights reserved to the states, crush civil liberties, and restore monarchy. He saw the confederacy was the only means to of upholding the values of the founding fathers. He devoted much of late 1864 and early 1865 to a series of plots to abduct Lincoln and use his capture to nullify the Union’s war aims. Every scheme ending in frustration. After Lee had surrendered to the Army of the Potomac, in the second week of April, he saw that only the most desperate measures offered any hope of salvaging the Southern Cause. Shortly before he went into the theater, he stopped at tavern for a drink. While in the bar an acquaintance jokingly remarked that "he would never be as great as his father," Booth replied by saying "When I leave the stage, I will be the most talked about man in America." The Atlanta Campaign of 1864 In the spring of 1864, Gen. W. T. Sherman concentrated the Union armies of G. H. Thomas, J. B. McPherson, and J. M. Schofield around Chattanooga. On May 6 he began to move along the railroad from Chattanooga to Atlanta. Sherman had two objectives, one was to destroy the army of General J. E. Johnston and the other was to capture Atlanta. Johnston realizing that he was outnumbered started to retreat south. Sherman tried a direct assault on Johnston’s forces and was repulsed. Johnston had retreated back to the south bank of the Chattahoochee river. On July 17, John Bell Hood replaced Johnston as General. He tried to continue with Johnston’s plan, but failed to stop the advance of Union troops. He retired to Atlanta, which Sherman soon had under bombardment. On September 1 Hood abandoned Atlanta, the next day Sherman moved in and burned it. The Maryland Invasion A year after the confederate defeat at Gettysburg.

Employment Law

Introduction This report will outline key arguments surrounding contemporary debates on UK employment law, which will provide a critical analysis from those that argue there is too much legislation and those that suggest there is not enough. It is beyond the scope of this report to generalise on employment law as a whole; it will therefore focus on the right to request flexible working, such as under the Employment Act 2002 and The Work and Families Act 2006 that has been subject to various reforms, amendments and regulations. This legislation has formed a significant debate as to whether such interventions ensure that individuals achieve a work-life balance, promote efficient working practice or create an unnecessary burden on UK businesses (Chartered Institute of Personal Development (CIPD), 2005, British Chambers of Commerce (BCC), 2010). This analysis will also look at the introduction of new employment legislation for flexible working, and discuss the impact on working practices today, with a glance toward the shape of new legislation in the future (Chartered Management Institute (CMI),2008). FindingsBackground and ContextThe last three decades have seen a trend toward increasing employment legislation. At the same time the United Kingdom (UK) still has lower levels of employment protection and more labour market flexibility than other European states (Keter, 2010). The flexible market in the UK was inherited through the general laissez-faire attitude, where industrial labour and relation laws have been less state regulated than other European countries (Biagi, 2000). Keter (2010) suggests that today’s flexible market is also the result of more recent trends, which from 1979 saw the introduction of more labour regulations in terms of statutes enacted, but with the aim of setting labour free of interference from state control and what was seen as unnecessary social partners, such as trade unions (ibid). The introduction of a New Labour administration however saw a shift toward more family friendly employment legislation. A European directive from 1997 (European Coun cil Directives 97/81/EC and 98/81/EC) provided that part-time workers be entitled to the same rights as comparable to full-time employees. The directives required European member states to implement laws, regulations and provisions to eliminate discrimination against part-time workers. The aim was to facilitate the development of part-time and other working time arrangements, that were flexible and met the needs of both employers and employees (Danzinger & Waters Boots, 2008). In order to promote citizens full participation in the labour market, the enactment of The Employment Relations Act 1999, while continuing to ensure that labour relations were free of state control, provided a floor of rights, such as increased rights for fixed and part time workers, (Biagi, 2000). Along this trajectory, the Employment Act 2002 introduced legislation providing employees with young or disabled children the right to request flexible working arrangements by their employers, that was subsequently extended in The Work and Families Act 2006 to allow the same rights for carers of adults (Davies, 2011). Lewis and Campbell (2007) suggest that New Labour’s concern with promoting a ‘work-life’ balance underpinned it’s ideological approach to welfare, that saw active citizenship for all achieved principally through labour market participation (Levitas,2005). For all to participate, legislation has provided for the extension of childcare services and ma ternity leave and the introduction of parental and paternity leave. Further, rather than reducing working hours, the Labour government promoted the right to request flexible working hours as a way for families to manage their working patterns with their caring responsibility timetables (Busby and James, 2011). Hill et al (2001) describe flexible working to include activities such as; part-time, job sharing and homeworking or any variation outside of working the traditional nine until five working day. For example, working from home, where such practices are facilitated due to advances in mobile technologies (Civicus, 2008). Lewis & Cooper (2005) argue that although in principle flexible working can take many forms, in reality, the main flexibility that UK employers offer is a reduction of working hours. From an employer’s perspective, employment legislation can also be seen as promoting the creation of work patterns and arrangements in order to maximise employment productivity, customer satisfaction and staff efficiency (Pettinger, 1998). This demand, Pettinger suggests, has come about as a result of the expansion of global markets, competition and choice, pressures on resources and increasing customer demands, together with changing patterns of consumption (ibid). Therefore, Pettinger (1998) suggests that against this backdrop, flexibility can be seen as a corporate attitude, whereby a fully flexible labour market is seen as generating a more effective workforce. Faulkener (2001) argues that while it is recognised that it is the above drivers that have influenced the development of flexible working practices, there is also another important agenda. Here, Jones and Jones (2011) identify that family friendly legislation is more representative of the ‘business case’ for flexible working legislation, which revolves around the identification of recruitment pools, particularly women, and the older population, who have yet to be fully exploited (Faulkener, 2001, Jones & Jones,2011). Arguments Against more Employment Legislation According to a British Chambers of Commerce (BCC) (2010) report on employment regulation, a survey of British businesses see an emerging consensus that the proliferation of legislation providing flexible working conditions has become increasingly problematic. The report argues that the shift from the regulation of collective bargaining to individual employment contracts, later evolving into the volume and complexity of statutory legislation today, has led to difficulties with understanding and compliance (ibid). The report specifically attacks the piecemeal legislative approach to flexible working shown by the latest introduction of laws and regulations (see Appendix 1) According to the BCC (2010), such an approach has been criticised by businesses. The problem for companies is that constant changes in the law mean that employers must incur the cost of familiarising themselves as each new law is enacted, where there is a greater risk of mistakes. As a result, businesses need to bring their knowledge up to date since the previous change in the law, such as through employment law books and guides or paying for legal advice. Consequently, the report argues, employment legislation can act like a tax, by raising costs (ibid). The Department of Trade and Industry (DTI) (2006) argue further that even if there is a belief that the increase of employment law can improve the flexibility of the labour market, there are still questions as to whether such legislation is fit for purpose. Against a backdrop of increasing employment legislation, a National Audit Office (2009) research paper also casts doubt over whether governments are able to understand business enough to design effective legislation. The BCC (2010), representing one hundred thousand businesses, suggest that due to the volume and complexity of employment legislation, in particular small and medium-sized enterprises (SMEs), now need professional legal advice to settle disputes. In reality, the BCC argue, it is less expensive to settle disputes with the employee and prevent reputational damage than it is to defend a claim. The BCC therefore recommends streamlining and reducing the amount of legislation, for example, in a similar way that the anti-discrimination laws became consolidated by the Equality Act 2010 (ibid, 2010). Despite such criticisms, not all the findings in the business sector are negative. According to a Chartered Institute of Personal Development (CIPD) Survey Report (2005), who surveyed Human Resources professionals from over six hundred companies, the majority saw employment law as making a positive contribution to their businesses. This research suggested that the main barrier to effective implementation of employment law is the perception that there is too much employment legislation (ibid). In response, the Annual Employment Law Review by the Department for Business Innovation and Skills (BIS) (2012) aims to tackle perceptions that there are ‘too many’ e mployment laws, through lobbying for reform, while ensuring that reforms are not at the expense of compromising fairness for individuals. The report argues that although businesses complain about the amount of employment legislation, in reality the UK has one of the most lightly-regulated labour markets among developed countries. Only the United States and Canada have lighter overall employment regulation (OECD Indicators of Employment Protection, 2008: cit in: BIS, 2012). Arguments in favour of more Employment Legislation The UK’s ‘light touch’ employment regulations may be reflected in their flexible working legislation. The right to request flexible working does not enforce employers to comply with individual requests, only to offer the procedures for them to do so. It is therefore argued that it is individuals (particularly with dependents) and the social organisations who support them, who favour increasing employment legislation, in order to provide fairness at work that ensures a work life balance (Burnett et al, 2012). In a 2012 report by Working Families and One Plus One, Happy Homes and Productive Workplaces, from a sample of over two thousand respondents, nearly eighty percent of respondents felt that flexible working was the most beneficial working arrangement (Burnett et al, 2012). However, the report argued that in order to support flexible working, further legislation was needed in order to promote arrangements that are mutually beneficial and embedded as a culture of flexibility, rather than an approach that manages requests as an exception to the norm (ibid). Along with relationship and family support organisations, a growing number of business and HR associations support further employment legislation and reform to push forward the benefits of flexible working (CIPD, 2013). Drawing on the findings of the 2011 Workplace Employment Relations Study (WERS) the CIPD suggest that employment legislation needs to increase, due in part to a lack of effective mechanisms to tackle labour relations. The report points to recent socio-economic and political changes in the UK where an increase in employment law is becoming ever more essential. For example, the facilitation of employment legislation during the 1980’s and 1990’s discouraged union membership and reduced collective bargaining powers. This is reflected in the WERS study, in 2012, which shows very low levels of employee engagement in collective bargaining, only six percent in privat e businesses, with fourteen percent of employee trade union membership in the same sector (Wanrooy et al, 2011). The near absence of collective bargaining, although removing employer constraints on freedom of action, raises concerns over employee voice, where employment legislation may be seen as an attempt to close this gap (CIPD, 2012). Danzinger and Waters Boots (2008), argue that in reality flexible working legislation does not go far enough. Unions and parent advocacy groups argue that many workers who would benefit from flexible arrangements do not ask for them out of fear of being refused, or because of a fear that asking may jeopardise their careers. Research suggests that employees will only ask for flexible work if they believe their requests will be approved. It is also argued that flexible working legislation may reinforce gender inequalities by linking flexible work and care responsibilities, reinforcing a ‘mother career track’ that pairs women with demotions of pay and position. Further, unfair dismissal claims, involving refusal of flexible working, tend to favour women, who can rely on anti-discrimination legislation, such as in Adedeji v The City of London Corporation (2007) (see Appendix 2), in order to strengthen their claims (ibid). Future Changes to Flexible Working Legislation New flexible working employment legislation to come into effect in 2014 appears to address some of the above criticisms. The government plans to extend the statutory right to request flexible working arrangements to all employees (with over twenty-six weeks service) whether they are a carer or not. This removes the present requirement that the employee must have caring responsibilities. In addition, the procedure for considering flexible working requests, which is currently very prescriptive, will be relaxed and employers will instead be required to consider requests in a ‘reasonable’ manner and within a ‘reasonable’ time frame (ACAS, 2014). Currently, it is possible for an employee to claim compensation due to the employer’s failure to comply with the procedures laid down in the Flexible Working (Procedural Requirements) Regulations 2002. In Bryan v Corporate Advertising Ltd ET/2105111/10, although the tribunal rejected Mrs Bryan’s claim that she was constructively dismissed and subjected to indirect sex discrimination, it was however held that the company had breached the procedures laid down by the 2002 Regulations. This procedural breach may no longer by relied upon under the 2014 legislation. However, successful claims may still be used under anti-discrimination legislation. In Commotion Ltd v Rutty [2006] IRLR 171 (EAT), it was upheld that the employee had been subject to constructive unfair dismissal and indirect sex discrimination, due to the employer’s failure to have any lawful reason to reject flexible working conditions. However, in Winfindale v Debenhams Retail plc (ET/2404134/10, 20 Aug 2010), it was held that there was no indirect sex discrimination where an employer showed that they took seriously a request to return from maternity leave on a part-time basis to a manager’s role. According to a Equality and Human Rights Commission report (2009), proposed changes in flexible working legislation will continue to fail to encourage workers in management positions to request flexible arrangements (EHRC, 2009). The report suggests that under current legislation, employee’s in management positions are less likely to make a request for flexible working, and when they do, they are less likely to succeed (ibid). In the government’s Consultation on Modern Workplaces Report (2012), it is argued that current legislation that prioritises certain groups reinforces the idea that flexible working is only for those in caring roles, whereas the aim of the new legislation is to promote a culture where flexible working is a legitimate ambition for all employees (HM Government, 2009). Although the legislation proposes to ‘allow’ but not ‘require’ employers to prioritise competing requests, employers will continue to have to show that all competing requests cannot always be accommodated, in their entirety, on business grounds (ibid). Drawing on the CIPD report (2005), a large majority of employers find compliance with the current legislation relatively straightforward. Of those who have had problems, the main barrier to compliance is that managers find it difficult to manage employees on different flexible working arrangements. Given that the new legislation attempts to widen the right to request flexible working to all employees, employers may face an increased challenge to accommodate competing requests. However, according to the same report, since the introduction of the current legislation, less than one-tenth of employers have faced grievance or disciplinary proceedings, or an employment tribunal claim. Further, research shows that it is large multi-national companies that benefit most from flexible working arrangements. Among those benefits are improvements in staff retention, improved morale and a reduction in costs (CIPD, 2005). These reported benefits need to be balanced against arguments that oppose mor e legislation promoting flexible working (ibid). More significantly, the statutory provision to enable greater flexibility in the workplace looks set to increase in the future. In a recent report, Management Futures – The World in 2018 (2008), the findings predict that organisations will become more virtual, the premium for talent will increase, with new aspirations and ambitions of a multi-cultural, widely dispersed workforce (Chartered Management Institute (CMI),2008). Conclusion This report has attempted to provide an insight into the contextual background surrounding employment laws in the UK today. The focus on flexible working legislation may be seen as a salient debate, given the competing claims from employers, employees and the organisations that support them (Burnett et al, 2012). At the same time, against a backdrop of socio-political and economic changes there has been an increasing legislative response to address both the rights of individual workers and a drive to improve competition, efficiency and development in the market (Pettinger, 1998). Given the predictions of further changes in the labour market, statutory provision looks set to increase in response. The debate for or against increasing legislation surrounding flexible working therefore needs to be balanced with the benefit to both businesses and the rights of individuals (CIPD, 2005). Word count: 2644 Bibliography Advisory, Conciliation and Arbitration Service (ACAS) (2014) Employment Law Update. Available [online] from: http://www.acas.org.uk/index.aspx?articleid=3909 [Accessed on 4th January 2014] Anderman, S.D (2000) Labour Law:Management Decisions and Workers Rights:4th Edition. Oxford: Oxford University Press British Chambers of Commerce (BCC) (2005) Employment Law: Burden or BenefitBCC Available [online] from: http://www.britishchambers.org.uk/ [Accessed on 4th January 2014] British Chambers of Commerce (BCC) (2010) Employment Regulation: Up to the JobMarch 2010. Available [online] from: http://www.thamesvalleychamber.co.uk [Accessed on: 4th January 2014] Biagi, M (2000) Job Creation and Labour Law: From Protection Towards Pro-action. The Hague: Klvwar Law International Burnett, S Coleman, L, Houlston C, Reynolds, J (2012) Happy Homes and Productive Workplaces: Summary Report of Research Findings. Available [online] from: http://www.oneplusone.org.uk [Accessed on: 4th January 2014] Busby , N & James, G (2011) Families, Care-giving and Paid Word: Challenging Labour Law in the 21st Century. Cheltenham: Edward Elgar Publishing Ltd Chartered Institute of Personal Development (CIPD) (2012) Flexible Working Provision and Uptake Survey Report. May 2012. Available [online] from: http://www.cipd.co.uk/binaries/5790%20Flexible%20Working%20SR%20(WEB2).pdf [Accessed on: 4th January 2014] Chartered Management Institute (CMI) (2008) Management Futures: The World in 2018. CMI. Available [online] from: http://www.managers.org.uk-research-policy-published-reports [Accessed on 4th January 2014] Civicus (2008) Strategic Directions 2008-2012 World Alliance for Citizen Participation Available [online] from: http://civicus.org/downloads/SDConsultation/Annex%209%20-%202008-2012%20CIVICUS%20Strategic%20Directions.pdf Danzinger, A & Waters Boots, S (2008) Memo on the Impact of the United Kingdoms Flexible Working Act. Georgetown: Georgetown University Law Centre Davies, A (2011) Employment Law and Workplace Law Handbook: Human Resources. Cambridge: Workplace Law Group Ltd Department for Business Innovation and Skills (2012) Employment Law Review – Annual Update 2012. Available [online] from: http://www.gov.uk/government/uploads/government/publication [Accessed on 4th January 2014] Department of Trade and Industry (dti) (2006) Employment Flexibility and UK Regional Unemployment: Persistance and Micro-economic Shocks. Employment Relations Research Series No.65. Available [online] from: http://www.berr.gov.uk/files/file36144.pdf [Accessed on 4th January 2014] Equality and Human Rights Commission Report (2009) Flexible Working Policies: A Comparative Review. Research Report 16. Available [online] from: http://www.equalityandhumanrightscommission.com Faulkner, F. 2001 ‘The technology question in feminism: A view from feminist technology studies’, Women’s Studies International Forum, Vol. 2, No.1, pg.79-95. Hill, E.J., Hawkins, A.J., Ferris, M. & Weitzman, M. 2001. ‘Finding an Extra Day a Week: The Positive Influence of Perceived Job Flexibility on Work and Family Life Balance’ Family Relations, 50(1): pg.49-58. HM Government (2012) Consultation on Modern Workplaces, Modern Workplaces – Government Response on Flexible Parental Leave. November 2012. HM Government. Available [online] from: https://www.gov.uk/government/consultations/consultation-on-modern-workplaces/ [Accessed on 4th January 2014] Honeyball, S (2008) Honeyball and Bowers Textbook on Employment Law:10th Edition. Oxford:Oxford University Press James, G (2006) The Work and Families Act 2006: Legislation to improve choice and flexibilityIndustrial Law Journal. Vol:35,issue 3 pp: 272-278 Jones, K & Jones, E (2011) Flexible Working Practices in the UK:Gender and Management Perspectives. Women in Society, Vol 2 Autumn 2011Available [online] from: http://www.newport.ac.uk/research/Journals/wis/vol2/Pages/default.aspx [Accessed on 4th January 2014] Keter, V (2010) Issues in Employment Law: Key Issues for the New Parliament 2010. House of Commons Library Research, Social Reform. Available [online] from: http//wwwParliament.uk/doc ument/key%20issues%20in%employment. [Accessed on: 4th January 2014] National Audit Office (2009) Complying with Regulation: Business Perceptions Survey 2009. Available [online] from: http://www.nao.org.uk/publications/0809/complying_with_regulation.aspx Painter, R & Holmes,A (2008) Cases and Materials on Employment Law. Oxford: Oxford University Press Pettinger (1998) Managing the Workforce. London: Cassell Trade Union Congress (TUC) (2008) Changing Times Newsletter No.92 13th February 2008. Trade Union Congress. Available [online] from: http://www.tuc.org.uk/welfare-and†¦issues/†¦/changing-times-newsletter-no.92 Wanrooy,B, Bweley, H, Bryson,A, Forth,J, Freeth,S, Stokes, L, Wood,S (2011) The 2011 Employment Relations Study:First Finding. London: The Workplace Employment Relations Study. Available [online] at http://www.gov.uk/13.1010.WERS-first-findings-report-third-edition [Accessed on: 4th January 2014]

A definition of the values and ethics in sport Essay

Principles A principle is a basic truth, law or policy. Principles are standards that define moral behaviour. A principle in sport might be that the officials teat all equally on the field of play. For example the referee in a rugby match is expected to make decisions on what has happened on the field of play, regardless of who the player is, this illustrates the principle of fair play in sport. In the premier league football it is often though that players ‘get away’ with behaviour that would be deemed unacceptable and against the principle of fair play. Values Values are ideals that form the basis of actions and beliefs. An example of a value in sport is when a player endeavours to play well for the team’s sake and not for his or her own benefit. Foe example, a hockey goalkeeper would put herself at some risk by saving a hard driven shot, this upholds the value of playing for the sake of others. In premier league football a goalkeeper may try very hard to save a shot and risk injury because he is die to gain as an individual in a forthcoming transfer deal. This is not upholding the value of playing for others. Ethics Ethics are rules that dictate a person’s conduct. They form a system of rules that groups and societies are judged on. In sport it is ethical to acknowledge that you have broken the rules of your particular game. For example, a snooker player would tell the referee that he had committed a foul shot even though the referee had not noticed, this shows ethical conduct. In athletics, a runner might take a performance enhancing drug, breaking the rules of competition this is an example of unethical behaviour. The underpinning value of these three definitions is that of fair play and abiding by the rules. Everyone involved at sport at all levels are supposed to encourage ethical considerations that will lead to fair play, it is to be encouraged at all levels of sport and towards all ages of sportsperson but particularly aspiring young athletes. The major underpinning values that are to be taught are:- * Friendship * Respect for others * Playing with a level head and a team spirit * Equal opportunities An explanation as to the importance of ethics and values for sporting organisation and the individuals who participate Individual and group development has a lot to do with the ethics and values that are learnt through life. Ethics and values are important for individuals who take part in sport because sport plays a major role in a lot of peoples lives from an early age. Players and fans that are into sport tend to devote a lot of time and effort to their favourite sport. If you look into the nature of fairplay in sport for some people it leads to their understanding of fairness in a wider social setting, this is because many of our basic values, such as playing fairly are often absorbed through athletic competition because when kids are taught about sports emphasis is often put on playing fair. The underlying importance of this is that if an individual or group do not develop a proper set of ethics and values it will make them and their club look bad. An example is a player like Roy Keane who admitted in his autobiography that he broke a fellow footballer’s leg simply because he wanted to. From this I can understand that Roy Keane did not grow up with the same sort of values that I did. He didn’t get it hammered into him when he was young that breaking someone’s leg isn’t part and parcel of the sport. This also reflects a bad image on the club and if my memory serves me right Manchester United round about that time were considered quite a â€Å"dirty† club. No proud owner of a club really wants their club to be known as an aggressive bunch of cheats. It is nobler to be like Chelsea who last year not only won the Premiership but the fairplay award as well which if you look at it really makes you think â€Å"yeah they are true champions because they won it fairly†. You could argue that they spent 100 million pounds to win the league but they still did it fairly more so than any other team in the land and I and hopefully many other football fans respect them for it. From a strong commitment to ethics and values players can achieve likeability and move onto more successful jobs. An example is Gary Linekar he never received a yellow card in his whole life ans he has since taken over from the legendary Des Lynam as the Match of the Day host. Players with bad reputations that are openly disliked by the majority of fans are unlikely to move onto other limelight jobs when their career over as well as simply being disliked by the general public. When these players careers are over they still have to do the shopping, go out to eat etc. When they go out into the public people are going to have an opinion of them based on the ethics and values that they have shown on the field of play. Who wants to be openly disliked? Clubs have a good public image to gain from having a strong commitment to ethics and values and all good businesses know that a good public image means more money. A consequence of bad ethics and values could be related to athletics. Probably the most talked about ethic in sport is the prohibition of using performance enhancing drugs in athletics. A lot of people do wonder what justifies this prohibition because why shouldn’t athletes, especially competent adult athletes be free to take risks with their bodies? The answer to this comes down to ethics and morals most of us have about sport. This is an important rule because performance enhancing drugs such as steroids have very harmful side effects as well as providing an unfair advantage. It is important that a value such is this is instilled into athletes of all ages because really we would hope that all athletes would want to compete clean not only because they should want to see how good they can become without performance enhancing drugs but hopefully the integrity of the sport should be important to them as well. I remember I myself used to be a big fan of athletics back in the day of Linford Christie and Colin Jackson but over time I began to get tired when my heroes, the people I looked up to got stripped of their gold medals because they had cheated. Incidents like these put me off the sport and I no longer watch it, this is why it is important for individuals and organisations to have a strong set of ethics and values. Children look up to and aspire to be like a lot of the athletes that are on the TV these days and a poor showing of ethics and values by a well known professional sportsperson will surely be taken in and acknowledged as ok by many young athletes. Basically fans want to trust that an athlete’s accomplishments are achieved fairly. Consequences of bad ethics and values are that sportspersons integrity is totally lost, the sports integrity itself will go down and younger athletes may lose faith in wanting to be a professional. Coaches at all levels experience the pleasures of watching young people develop sport skills and contribute to successful teams. However, coaches also have important legal and ethical obligations to their athletes. Coaches need to ensure that a strong set of values are instilled right from the start of those of whom they are coaching playing days. There are a range of ethical responsibilities for a sports coach the most common are > To encourage the development of youth into productive citizens and to develop their abilities and attitudes for further learning and success in life. > To encourage participation and involve as many people as possible in a competitive experience. > All team members, regardless of ability are to be afforded opportunities to develop their work ethic, sense of commitment, and social and athletic skills. > All coaching programmes should seek to educate athletes about community support and encourage them to return that support both now and throughout their lives. > And one of the biggest goals to be taught is that of â€Å"The goal is to win, but to win the correct way, a player should never sacrifice his character for a win† Earlier on I described the consequences of a bad set of ethics for an individual. In my opinion a coach with a bad set ethics is far worse because it is just not him or her who looks bad it is the people he/she is influencing as well. First of the importance of a proper coaching is the influential factor. This doesn’t just apply to children but to adults as well. The problem these days is that winning is everything and some coaches do actually teach that. Various coaches at the top level send their players out to win a match through diving, time wasting and fouling opposition players. So adults can be influenced as well and so can kids who are learning in much the same way that winning is everything. It is imperative that a coach instils values and ethics into a child as early as possible so that they are not so easily swayed into cheating as they get older. This once again helps keeps intact the integrity of the player, the club the play for and the sport. The benefit these players will have are that they can become an upstanding member of the public a role model that players can look up to sort of like a David Beckham figure (bad example). Consequences are that from a young age players are conditioned into thinking that winning is everything and this can spill over into real life. A sports player may cheat on a maths test or lie to get a girlfriend because the values that they learnt through their coaching apply to their real life situations. Coaches need to be a positive role model and penalise unfair play! An example I can remember when this was not done was in the final of the 1999 women’s world cup. The American women’s football team completed regulation and extra time play against china with the score drawn. The championship, viewed through the world by millions of fans, many of them young American girls captivated by the success of the American women, was to be settled by a penalty shootout. The coach had decided one of the Chinese shooters, Liu Ying, lacked confidence so said something to the American goalkeeper, Briana Scurry. When Ying made her move, Scurry took two quick steps forward, in violation of a rule of football, to cut off Ying’s shooting angle. The tactic worked. Scurry deflected Ying’s shot and the Americans won. As for as I’m concerned Scurry acted unfairly and cheated by violating a rule on her coaches advice. It set a bad example to all the aspiring young American women and for me and many other people that watched, the American victory was tainted by unethical behaviour in a deliberate violation of the rules. I see that as a major consequence of bad ethics taught and it is still happening all over the world in other sports such as boxing where fighters have cheated in a multitude of ways through their cornermen. To be honest a lot of the people that cheat in sport through advice of their coaches are remembered only for their win and not for the cheating but there are many people still out their who view these sportspeople and the people that coached them as cheats and they have to live that for the rest of their lives. The main value statements that need to be learnt in order to obtain an NVQ in sport and recreations are that people shouldn’t be discriminated against based on their age, gender, ethnic origin or if they are disabled. The reason that these value statements are in place is because in this day and age there is still a lot of prejudice in the world. Prejudice can’t be afforded in competitive sport or the sports industry. Sport in reality is supposed to be all about enjoyment and achievement and shouldn’t in anyway be anything to do with a disability, age or colour of someone’s skin. The benefits of the individuals who learn these value statements and take them in are that they will influence people to shed their differences and help understand other people’s needs and this will help to draw different types of people together. Basically differences can be buried by sport if people learn these statements then apply them to the sporting organisations they work in. An example is that they could encourage different race teams or mixed age teams or include people with disabilities. Most of the football teams that we support today have a mix of nationalities. The small minority of supporters that are racist tend to support the ethnics in their own team with the same love shown to the people in their team that are the same race’s as them. This shows that sport can bring people together at the highest level which means that it can be filtered down to lower levels like people working in leisure centres or small clubs. With regards to age sport and sports facilities should cater for all ages. Just because someone becomes older does not mean that they lose there ability or desire to play sport. Old people should be valued equally when they go to a leisure centre it’s not that they want to do a swimming lap in twenty seconds they just want to enjoy themselves and be involved. Older people might look old but some don’t feel old and contribute their knowledge and experience to those that are younger. The benefits of understanding the older people in the community are that it open doors and gives opportunities for special events such as swimming for the elderly or special classes. Old people don’t want to feel inferior or isolated and if sporting organisations can help and understand them by arranging and encouraging activities for them to take part in it can only improve the organisations overall/community image. People in the community don’t want to feel ostracised so classes such as Muslim women only classes, women only classes and free for the over 60’s classes have helped participation rates in relation to sporting activities. If all the people that are part of an organisation have a good set of ethics and morals it can only be productive for the organisation. Good examples will be set, participation rates will be met and the bank balance should show a good profit. The more types of people that are mentioned in the value statements taking part in sporting organisations can only lead to good publicity for the organisation. The consequences of an organisation not having a good set of ethics and values can be quite severe. There could be legal complications if disabled facilities are not available and possibly if there are not enough people from ethnic origins not taking part. Organisations such as leisure centre’s could lose out on financial gains and suffer loses that could lead to a cut in jobs or the leisure centre losing its contract and being taken over or shut down. As well as that with poor ethics and values there will be no community spirit regarding the sporting organisation because if it does not cater for all the surrounding people it cannot expect to be successful. Successful businesses that have made it have done so due to the fact that they catered for the elderly, disabled etc. Manchester United offer reduced rates for the elderly and disabled and this gives them a good image which is paramount for a big sporting organisation that is in the limelight. Another consequence is that the general health of a community may declines. If the staff at an organisation are showing a lack of morals and values people may not attend which means that they are not getting the exercise that they need and this is particularly important in the elderly. For a lot of people working in sporting organisations they have to realise that the public is the main reason for their existence thus they have to be treated with some respect. If an organisation wants the public to have a good attitude towards them then they have to make sure that all their staff have people skills and a high degree of customer service skills. Employees in sports organisations have very important roles to play because they are on the front lines representing the organisations that they are working for. They need to set good examples and encourage ethics and values in every aspect of their job. If they don’t it leads to customer complaints as well as tainting the image of whomever they are working for. On the management’s side, they need to make sure that they instil good customer service ethics among employees and thus create a people-focused culture. They also have to take a more serious attitude to customers’ complaints and in rewarding those employees who display positive attitudes towards customers. Setting examples at the highest level will hopefully filter down examples to the lower levels staff who won’t want to break the rules and then they should pass on these same examples to the customers they are serving. Once again this leads to increased participation rates, the business should make more money and have a decent public image. Employers and Employees have other important issues to consider such as providing high and health and safety standards. The importance of Health and safety in sporting organisations such as Leisure centres/gyms cannot be over-emphasised. This applies to employers, who must satisfy legislative requirements and employees, who work with hazardous substances. Consumers too are increasingly interested in knowing about the possible dangers of substances used in leisure centres including those that are added to their food. The public and employees stand to benefit from improved safety because effective health and safety management clearly helps reduce accidents. Obviously the less accidents there are the higher the reputation of the leisure centre/gym. A leisure centre/gym is all about reputation especially when there are so many rivals around. Health and Safety at work benefits:- Well-being at work Safety at work Quality of life Motivation Less injury or sickness Job security Good moral Low turnover Increased productivity Lower insurance premiums Increased reputation