Marco in a View from a Bridge Essay Example for Free

Marco in a View from a Bridge Essay Give advice to an actor playing Marco on how he should present the character Marco is a character of two faces. At the beginning of the play, a grateful and respectful man is presented to the audience. He shakes Eddie’s hand, and makes it clear that he does not want to impose – ‘when you say go, we will go’. This is in stark contrast to the absolute lack of respect your character gives Eddie later in the story, and the more-so you can make this the better the reception will be from the audience. Marco is also quite a reserved character. When the two men first come to the house, Marco speaks only in short sentences, rarely elaborating on his point. However, he also seems to have a quiet authority and this is shown in stage directions when Eddie ‘is coming more and more to address Marco only’. This authority is also shown when Rodolpho starts to sing, saying ‘You’ll be quiet, Rodolpho. ’ silencing his brother. This reservation is also shown in his realistic sense of mind, compared to his brother who has possibly unreachable dreams. He is also not as flamboyant or elaborate as his brother, who sings, cooks and sews; he is a ‘regular bull’. This makes others respect him and this sense of authority and strength needs to be portrayed. In the scene where Marco shows his strength by lifting the chair one-handed, the tables start to turn. The respect Marco once had for Eddie seems to have disappeared suddenly, as Marco menacingly holds the chair over Eddie’s head. On the surface, it looks as though he is protecting his brother, but the underlying reasons are mainly that by doing so, Marco has just proved Eddie’s inferiority. This enjoyment of feeling superior mixed with the defence of his brother makes Marco a fierce character in this scene, and a character that may have been shadowed in earlier scenes come to prominence in the play, and this continues in the later parts. The character then follows a vicious path of revenge after realising that is was Eddie that reported them to Immigration. Your character loses sympathy with the audience due to this, and as you lose sight of everything else why you came to America, your family etc. – the seems to be no compassion in Marco. He not only wants to kill Eddie but humiliate him as much as possible in the process. Essentially, Marco is like Eddie. A formally caring man of his family, he is an honourable man who lacks the quality of forgiveness.

Design Of A Sulfuric Acid Production Plant Engineering Essay

Design Of A Sulfuric Acid Production Plant Engineering Essay This project is prepared according to the requirements of chemical engineering department, and its also a preliminary study of sulfuric acid production plant. The project begins with chapter one which includes introduction, definition of sulfuric acid and shows the main uses of sulfuric acid which have made it an important chemical in the world, followed by chapter two which talks about literature, market survey and the history and current processes for production the sulfuric acid also it gives small glimpse of the prices trends of the raw material and product. That is followed by description for various processes to produce sulfuric acid in chapter three, which ends with the selection of the best process which is the double contact process; the description and flow sheet of the selected process are discussed in chapter four. Material and energy balance results are listed in chapter five and the location of the plant is selected in chapter six by comparing different locations, and the best location for the plant (as its set in this report) is Aqaba city. . Finally, material and energy balance details are discussed in the appendix, that includes the used charts and references. CHAPTER ONE INTRODUCTION 1.1 Definition Sulfuric acid is a strong mineral acid with the molecular formula H2SO4. It is a clear, colorless, odorless, viscous liquid that is very corrosive. It is soluble in water at all concentrations. Sulfuric acid has many applications, and is one of the top products of the chemical industry. There are another names for sulfuric acid, it is sometimes called oil of vitriol.1 Its chemical formula is Figure (1.1.1): Sulfuric Acid Formula1 1.2 Physical and Chemical properties This table shows the main chemical and physical properties of sulfuric acid Sulfuric acid IUPAC Oil of vitriol Other name H2O4S Molecular formula 98.08 g molà ¢Ã‹â€ Ã¢â‚¬â„¢1 Molar mass Clear, colorless, odorless liquid Appearances 1.84 g/cm3, liquid Density 10  Ã‚ °C, 283  K, 50  Ã‚ °F Melting point 337  Ã‚ °C, 610  K, 639  Ã‚ °F Boiling point Miscible Solubility in water à ¢Ã‹â€ Ã¢â‚¬â„¢3 Acidity(pka) pungent odor Odor Non-flammable Flash point 26.7 cP (20  °C) Viscosity 0.3 Ph Table (1.2.1): physical properties1 1.3 Application and Uses Sulfuric acid is a very important chemical commodity, and indeed, a nations sulfuric acid production is a good indicator of its industrial strength. It is used as electrolyte in lead-acid batteries (accumulators) . It is important in the production of fertilizers such as ammonium sulfate (sulfate of ammonia), (NH4)2SO4, and superphosphate, Ca(H2PO4)2, which is formed when rock phosphate is treated with sulfuric acid. It is used to remove oxides from iron and steel before galvanising or electroplating . Concentrated sulfuric acid is used as a dehydrating agent, that is, to remove water, since it has a tendency to form hydrates such as H2SO4.H2O, H2SO4.2H2O. Sulfuric acid is used in the production of nitroglycerine, an inorganic ester organic nitrate, which is used as an explosive. It is used in petroleum refining to wash impurities out of gasoline and other refinery products. It is used in manufacturing of hydrochloric acid, nitric acid, phosphoric acid, ether, plastics, metal sulfates, cellophane, dyes, drugs, perfumes, disinfectants and even glue.1 This chart shows the distribution of using sulfuric acid Figure (1.3.1): Sulfuric Acid Distribution.1 Specification of raw materials sulfur, S, 16 Name, symbol, number 32.065g ·molà ¢Ã‹â€ Ã¢â‚¬â„¢1 Standard atomic weight Yellow colored lumps, crystals, powder, or formed shape Appearances Lumps 75-115 lbs./ft3 Powder 33-80 lbs./ft3 Bulk Density 388.36  K,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡115.21  Ã‚ °C,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡239.38  Ã‚ °F Melting point 717.8  K,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡444.6  Ã‚ °C,à ¢Ã¢â€š ¬Ã¢â‚¬Å¡832.3  Ã‚ °F Boiling point Insoluble Solubility In Water Solid Physical State 1.819 g ·cmà ¢Ã‹â€ Ã¢â‚¬â„¢3 Liquid density at maps. Table (1.3.1): Physical Chemical Properties of Sulfur.1 CHAPTER TWO LITERATURE AND MARKET SURVEY 2.1 History and Current processes The discovery of sulfuric acid is credited to the 8th century chemist and alchemist, Jabir ibn Hayyan (Geber). The acid was later studied by 9th century Persian physician and alchemist Ibn Zakariya al-Razi (Rhazes), who obtained the substance by dry distillation of minerals including iron(II) sulfate heptahydrate, FeSO4 ·7H2O, and copper(II) sulfate pentahydrate, CuSO4 ·5H2O. When heated, these compounds decompose to iron(II) oxide and copper(II) oxide, respectively, giving off water and sulfur trioxide, which combine to produce a dilute solution of sulfuric acid. 1 This method was popularized in Europe through translations of Arabic and Persian treatises, as well as books by European alchemists, such as the 13th-century German Albertus Magnus.1 There are two major processes (lead chamber and contact) for production of sulfuric acid and it is available commercially in a number of grades and concentrations. The lead chamber process, the older of the two processes, is used to produce much of the acid used to make fertilizers; it produces a relatively dilute acid (62%-78% H2SO4). The contact process produces a purer, more concentrated acid but requires purer raw materials and the use of expensive catalysts. n both processes sulfur dioxide is oxidized and dissolved in water. The sulfur dioxide is obtained by burning sulfur, by burning pyrites (iron sulfides), by roasting nonferrous sulfide ores preparatory to smelting, or by burning hydrogen sulfide gas. Some sulfuric acid is also made from ferrous sulfate waste solutions from pickling iron and steel and from waste acid sludge from oil refineries. 1 2.2 Supply and Demand This table shows the production rates of sulfuric acid (in metric tones) in some countries at different years. Production of sulfuric acid in metric tones Year country 1994 1997 2000 2006 France 2227 2242 2269 1755 Germany 3380 3496 4898 4595 Greece 360 675 688 815 Italy 1228 1590 1043 1616 Spain 2348 2810 2418 3500 United kingdom 1225 1205 1058 447 Sweden 518 630 629 1010 Table (2.2.1): Production Rates of Sulfuric Acid.3 This table shows the production and sales amounts of sulfuric acid and the consumption rate of sulfur in Jordan from 2000 to 2005, these amounts in (ton/year). Sulfur consumption (ton/tear) Ù Sulfuric acid Year Sales (ton/year) Production (ton/year) 370925 43824 1108605 2000 309816 46614 919548 2001 351011 43307 1055208 2002 265865 51445 961208 2003 364301 49661 1102899 2004 346345 48323 1046540 2005 Table (2.2.2)Jordan Production, Sales and Raw Material Consumption.5 2.3 Prices trends of the raw material and product The global sulfuric acid market experienced an unprecedented rise and fall in pricing between fall 2007 and spring 2009. Consumption of sulfuric acid for fertilizers fell steeply in the second half of 2008 due to the collapse in the global economy. The second half of 2009 is expected to experience almost flat to slightly positive growth, anticipating the improvement in market conditions in 2010. Trade is expected to fall globally, except for Southeast Asia, which would continue to depend on imports. As of early spring 2009, the market is continuing to deteriorate as the supply shortage situation has been replaced by product oversupply in almost all regions. And the world sulfuric acid supply trends are shown in the following chart. Figure (2.3.1): World Sulfuric Acid Supply.2 CHAPTER THREE PROCESS SELECTION Process Selection Sulfuric acid is an important raw material used in many industrial processes, such as phosphate fertilizer production and to a much lesser extent for nitrogen and potassium fertilizers, sulfuric acid is produced by catalytic oxidation of sulfur dioxide to sulfur trioxide, which is subsequently absorbed in water to form sulfuric acid. There are no major variations of commercial interests on this mentioned chemistry. There are alternatives as to source of Sulfur dioxide and method of conversion to sulfur trioxide. The two most common methods for the conversion of sulfur dioxide to sulfuric acid are: 1. Lead Chamber Process. 2. Contact Process 3.1 Lead Chamber Process This is an old process and was introduced in Europe in near the middle of 18th century, its used to produce much of the acid used to make fertilizers; it produces a- relatively dilute acid (62%-78% H2SO4).The classic lead chamber process consists of three stages: Glover tower, lead chambers and Guy-Lussac Tower. In this method hot sulfuric dioxide gas enters the bottom of the reactor called a Glover tower where it is washed with nitrous vitriol (sulfuric acid with nitric oxide, NO, and nitrogen dioxide, NO2, dissolved in it) and mixed with nitric oxide and nitrogen dioxide gases. The Glover tower serves two functions: concentration of the chamber acid and stripping of nitrogen oxides from the liquid to the gas. Concentration of the chamber acid (62% to 68% H2SO4) is achieved by the hot gases entering the tower which evaporate water from the acid. Some of the sulfur dioxide is oxidized to sulfur trioxide and dissolved in the acid wash to form tower acid or Glover acid (about 78% H2SO4). The dissolved nitrogen oxides are stripped from the acid and carried with the gas out of the Glover tower into the lead chambers. From the acid tower a mixture of gases (including sulfur dioxide and trioxide, nitrogen oxides, nitrogen, oxygen, and steam) is transferred to a lead-lined chamber where it is reacted with more water. Sulfuric acid is formed by a complex series of reactions; it condenses on the walls and collects on the floor of the chamber. There may be from three to twelve chambers in a series. The acid produced in the chambers, often called chamber acid or fertilizer acid, contains 62% to 68% H2SO4. After the gases have passed through the chambers they are passed into a reactor called the Gay-Lussac tower where they are washed with cooled concentrated acid (from the acid tower); the nitrogen oxides and unreacted sulfur dioxide dissolve in the acid to form the nitrous vitriol used in the acid tower. Remaining waste gases are usually discharged into the atmosphere. Product acid at a concentration of 78% H2SO4  is drawn from the cooled acid stream that is circulated from the Glover tower to the Guy-Lussac tower.   Nitrogen losses are made up with nitric acid which is added to the Glover tower. The major disadvantage includes the limitations in throughput, quality and concentration of the acid produced, also the environmental pollution. Figure (3.1.1): Typical process flow sheet for the lead Chamber. 3.2 Contact Process Because of economic reasons Contact plants are widely used compared to the lead plants, they are classified according to the raw materials charged to them: elemental Sulfur burning, spent sulfuric acid and hydrogen sulfide burning, and metal sulfide ores and smelter gas burning. The contributions from these plants to the total acid production are 81, 8, and 11 percent, respectively. The contact process incorporates three basic operations (stages), each of which corresponds to a distinct chemical reaction. First, elemental sulfur is received in a solid form containing various impurities. The sulfur is melted in the sulfur melter in the presence of hydrated lime which neutralizes any acidity present in the sulfur. This neutralization prevents problems of acid corrosion which would otherwise be encountered. Heat for the melting of the sulfur is supplied from steam coils. The molten sulfur is kept agitated to improve heat transfer, to prevent solids settling on the bottom of the sulfur pits and to prevent a crust forming on top. The dirty sulfur is filtered to remove impurities present and after filtering is transferred to the clean sulfur pit where it is kept molten until it is pumped to the burner. Molten sulfur at a temperature of 130 °C is sprayed into the burner in the presence of warm, dry air. The sulfur burns, forming sulfur dioxide S + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚   SO2 à ¢Ã‹â€ Ã¢â‚¬  H = -300 kJ mol-1 The resulting sulfur dioxide is fed to a process unit called a converter, where it is catalytically oxidized to sulfur trioxide (SO3): 2SO2 + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  2SO3 ΆH = -100 kJ mol-1 Its apparent that the equation gives a decrease in volume; this reaction would be aided by pressure. High conversions are however, obtainable with catalysts at 400 to 500oC with a small excess of oxygen and the use of pressure. The available methods to maximize the formation of SO3: As this is an exothermic process, a decrease in temperature by removal of the heat will favour the formation of SO3. Increased oxygen concentration. SO3 removal (as in the case of the double absorption process). Increased pressure. Catalyst selection, to reduce the working temperature (equilibrium). Longer reaction time. In the contact processes, the sulfur dioxide is converted to sulfur trioxide by the use of metal oxide catalyst, the characteristics of the used catalyst are: Porous carrier having large surface area, controlled pore size and resistance to process gases at high temperature; in pellet form if used in fixed bed and powdered form if used for fluidized bed. Ex- Alumina, silica gel, zeolites. Active catalytic agent: Preparations are generally kept secret for the competitive reasons but they usually consist of adding water soluble compounds to gels or porous substrates and firing at temperature below the sintering point. Promoter: Alkali and/or metallic compounds added in trace amounts to enhance the activity of the catalytic agent. A catalyst, vanadium pentoxide (V2O5) is used to increase the reaction rate because its relatively immune to poisons, also because of its low initial investment and only 5% replacement per year. It is only effective above its melting point of 400  °C. The greatest conversion of SO2 to SO3 is reached by passing the gas over several catalyst beds, cooling the gas between each pass so that the reaction temperature remains between 400 and 500  °C. As can be seen the figure. The disadvantages of using the V2O5 catalyst are that it must use dilute SO2 input (7-10%), as a catalyst it is less active and requires high oxygen or sulfur dioxide to give economic conversions also it requires larger converters and thus higher initial investment. Finally, the sulfur trioxide is absorbed in to very concentrated sulfuric acid (a 98-99 percent solution of H2SO4 in water), This operation takes place in the absorbing tower where the gas travels up through the tower, counter-current to the acid falling from the top of the tower producing a thick fuming liquid called oleum, the oleum is mixed carefully with water to avoid producing fine mist of sulfuric acid that is difficult to condense and could escape to pollute the air, the sulfur trioxide in the oleum reacts with the water as follows: SO3 + H2O â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  H2SO4 à ¢Ã‹â€ Ã¢â‚¬  H = -200 kJ mol-1 It is clear that the reaction is exothermic and the absorbing sulfuric acid has to be cooled continuously; the heat is available at a relatively low temperature and is not worth recovering. The efficiency of the absorption step is related to : The H2SO4 concentration of the absorbing liquid. (98.5 99.5%). The temperature range of the liquid (normally 70 -120 0C). The technique of the acid distribution. The raw gas humidity (mist passes the absorption equipment). The mist filter. The temperature of incoming gas. The co-current or countercurrent character of the gas stream in the absorbing liquid. Main disadvantages of the contact process are that concentrated acid (98%) of high purity can be produced directly and that compact plants of quite high capacity have now become rather common place. The contact process can be applied in different techniques; three of those techniques are described in the following sections 3.2.1 Single contact / single absorption process After purification and drying, the SO2 is converted to SO3 using a series of four catalyst beds, containing alkali and V2O5. Afterwards, the SO3 is absorbed in concentrated sulfuric acid and, if necessary, an oleum absorber is installed upstream. SO3 reacts with the water contained in the absorber acid to yield H2SO4. The absorber acid is kept at the desired concentration of approximately 99% w/w by addition of water or dilute H2SO4. The single contact/single absorption process is generally used for gases with an SO2 Content from 3 6 %. New single contact plants are built only for inlet gases with substantial fluctuation of the SO2 content. The investment cost of this technique is low compared to the investment cost of double contact plants. Figure (3.2.1.1): Typical process flow sheet for a single catalysis plant. 3.2.2 Double Contact/ Double Absorption Process The double contact process was implemented to develop the single contact/single absorption process. In this process a primary SO2 conversion of 85 95 % is achieved in the first catalysis stage of the converter before entry into an intermediate absorber, depending on the arrangement of the converter beds and the contact time. What makes the double contact/double absorption process more advantageous is that its ability to feed gases with higher SO2 concentrations than would be possible with the single catalysis process. Which leads to smaller gas volumes and therefore smaller equipment with comparable production capacities. This results in a considerably higher conversion rate, if the residual gas is passed through the following converter beds (usually one or two). The SO3 which is formed in the second catalysis stage is absorbed in the final absorber. In general the process uses gases with an SO2 content of 10 t o11 %. The inlet gas temperature is about 4000C. Gases with lower temperatures require reheating from 50 to 4000C. This is usually carried out with recovered heats from the conversion process. Operating the double contact process at an elevated pressure of 5 bar increases the conversion rate by shifting the conversion equilibrium and favouring the formation of SO3. The disadvantages are higher electricity consumption and, at the same time, less steam production. Higher NOx emissions are caused by higher sulfur combustion temperatures (18000C), but savings of 10 -17 % on investment costs are gained. Figure 3.2.2.1: Typical process flow sheet for a sulfur burning double catalysis plant. 3.2.3 Wet catalysis process The wet catalysis process is applicable to wet SO2 gases. The potential for the formation of sulfuric acid mist might require tail gas treatment. Wet SO2 gases (eg. from the burning of H2S gases or from the catalytic conversion of H2S gases) are directly supplied into the contact tower without previous drying. SO3 formed by the catalytic conversion immediately reacts with the moisture of the gases, thereby forming the acetic acid. The sulfuric acid is condensed in a condenser installed after the contact tower. Factors Sulfuric Acid Production By Lead Chamber process Sulfuric Acid Production By single contact/single absorption process Sulfuric Acid Production By double contact/double absorption process Sulfuric Acid Production By Wet Catalysis process Health and safety hazards involved Less safe, waste gases are discharged to the atmosphere Less amount of SO3 is absorbed so the rest is discharged to the atmosphere A larger amount of SO3 is absorbed A larger amount of SO3 is absorbed Operating cost High operating cost Less operating The least operating cost Less operating cost Raw material SO2, NO, NO2, O2, H2O. Melted sulfur, O2, SO2, SO3. Melted sulfur, H2O, O2, SO2, SO3. Wet SO2 gases, H2S, O2, SO3. Waste products and by products Exhaust gases are discharged to the atmosphere Large amounts of SO2 gas are discharged to the atmosphere Less amounts of SO2 gas are discharged to the atmosphere, less heat released after each successive catalyst bed. A larger amount of SO3 is absorbed Equipment Acid Tower (Glover Tower), Lead Chambers, Reactor (Gay-lussac Tower) Air dryer, burner, waste heat boiler, converter, single absorption column. Air dryer, burner, waste heat boiler, converter, intermediate and external absorption column. Burner, convertor, acid tower. Yield Yields 78% H2SO4 New plants achieve 98 to99 % conversion rates Yields about 98% Yields 70 to 80 % H2SO4   Environmental pollution More gases are discharged to the atmosphere More gases discharged to the atmosphere Less gases discharged to the atmosphere More gases are discharger to the atmosphere Purity of products Low purity Low purity High purity Low purity Table (3.2.1): Process selection Factors Sulfuric Acid Production By Lead Chamber process Sulfuric Acid Production By single contact/single absorption process Sulfuric Acid Production By double contact/double absorption process Sulfuric Acid Production By Wet Catalysis process Health and safety hazards involved 5 5 5 3 Operating cost 6 4 7 5 Raw material 6 5 7 5 Waste products and by products 6 6 7 5 Equipment 7 5 8 6 Yield 5 6 7 9 Environmental pollution 5 5 6 4 Purity of products 6 5 7 9 Total (80) 46 41 54 46 Table (3.2.2): Process Selection According to the discussion and the data presented above we choose the Double Contact/Double Absorption process. CHAPTER FOUR PROCESS DISCRIPTION 4.1 Production of H2SO4 by double contact process The process begins in the burner, in which the melt sulfur is pumped to the burner where it is burnt in an excess of dry air. The gas exiting the burner is maintained at (8 9%v/v) sulfur dioxide and approximately 830 °C due to the heat produced by the exothermic reaction. Sulfurs on burning gives about one third of heat combustion of coal ,and this heat raises the temperature of combustion gases roughly in accordance with the figure (4.1.1) as shown. Figure (4.1.1): Theoretical Flame Temperature.8 This heat is high in temperature and there is plenty of it, consequently it is worth utilizing and the hot gases are led across pipes through which the water passes. The water is heated, steam is raised and the gases are cooled. The sulfur dioxide/air gas mixture is then passed through the stream to converter. The sulfur dioxide is converted to sulfur trioxide by reacting with oxygen over a catalyst. This reaction is described by the equation: 2SO2 + O2 â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  2SO3 ΆH = -100 kJ mol-1 This reaction occurs in the converter, a four-stage reaction vessel with each stage consisting of a solid catalyst bed through which the gas is passed. The catalyst used is vanadium pentoxide (V2O5), and potassium sulphate dispersed on a silica base which forms a porous support, giving a large surface area for reaction. This reaction is exothermic and its equilibrium constant decreases with increasing temperature (Le Chatelier.s Principle). Figure (4.1.2) shows the percentage conversion of SO2 to SO3 that would be reached at an SO2 concentration of 8% v/v and a range of gas temperatures. However, the reaction rate is also temperature dependent, so that if the temperature becomes too low the equilibrium point will not be reached. In practice, the gas temperature must be maintained between (400 500 °C) to maintain a high reaction rate and also high conversion equilibrium. As the reaction is exothermic, heat is generated across each of the catalyst beds. This heat must be removed between each stage to maintain the optimum reaction temperature into the following stage. The temperature rise through each catalyst bed and the inter-stage cooling is shown in Figure (4.1.2). Figure (4.1.2): The Temperature Rise Through Beds.7 The gas after passing through three catalyst bed goes to the first absorption tower where the Sulfur trioxide is removed. The gas is then reheated to about 420 C, passed through the fourth catalyst bed, then cooled and sent to a second absorption tower. The gas mixture goes to the first and second absorption tower, a packed tower where SO3 is absorbed into a counter-current flow of 98 99% sulfuric acid. The overall reaction can be described by the following equation, where sulfur trioxide reacts with the free water to produce sulfuric acid: SO3 + H2O â‚ ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  Ã¢â€š ¬Ã‚  H2SO4 à ¢Ã‹â€ Ã¢â‚¬  H = -200 kJ mol-1 The circulating sulfuric acid must be maintained at about 98% concentration and temperature is controlled in the desired rang of (70 °C_90 °C) to maximize the absorption efficiency. The acid strength is important because the vapor pressure of sulfur trioxide above sulfuric acid is at a minimum at an acid strength of 98% (see Figure (4.1. 3)). At higher concentrations the increased vapor pressure is caused by SO3 and at lower concentrations the water vapor pressure increases sharply and the resultant acid mist is not readily re-absorbed and escapes to the atmosphere. A stream of sulfuric acid is continuously bled off and cooled through a plate heat exchanger before being passed into the storage tanks. Figure (4.1.3): Relation Between Vapor Pressure and Concentration.7 Figure (4.1.4) : Flow Sheet CHAPTER FIVE ENERGY AND MASS BALANCE 5.1 MASS BALANCE *Drier: Components Amount % H20 1.27 1.3 O2 21.12 23 N2 69.4 75.7 Temperature 25C pressure 1 atm M1 M2 Components Amount % H2SO4 39.4 98 H2O 0.8 2 Temperature 150C pressure 1 atm M3 Components Amount % O2 21.12 23.3 N2 69.4 76.7 Temperature 25C pressure 1 atm M4 Components Amount % H2SO4 39.42 95 H2O 2.1 5 Temperature 150C pressure 1 atm *Burner: M3 Components Amount % O2 21.12 23.3 N2 69.4 76.7 Temperature 26C pressure 1 atm M5 Components Amount % S 3.76 100 Components Amount % SO2 28.16 29 O2 7.04 7 N2 69.4 64 Temperature 830C pressure 1 atm   M6 *Converter: M6 Components Amount % SO2 28.16 29 O2 7.04 7 N2 69.4 64 Temperature 400C pressure 1 atm M7 Components Amount % O2 2.11 2 N2 69.44 66 SO2 8.45 8 SO3 24.64 24 Temperature 450 pressure 1 atm M8 Components Amount % SO2 26.72 26 O2 1.69 1.6 N2 69.44 66.4 SO3 26.72 26 Temperature 450 pressure 1 atm M9 Components Amount % SO2 0.314 6 O2 0.0768 1.5 N2 3.47 66.5 SO3 1.36 26 Temperature 450 pressure 1 atm M10 Components Amount % SO2 0.314 6 O2 0.0768 1.5 N2 3.47 66.5 SO3 1.36 26 Temperature 450 pressure 1 atm M11 Components Amount % SO2 6.08 6 O2 1.54 6 N2 65.97 66.5 SO3 25.84 26 Temperature

The company aims and objectives

The company aims and objectives 1 Introduction Strategic management is the way a business will formulate, implement and evaluate its decisions across the departments in order to help the company to achieve its objectives. It means using the company aims and objectives to develop policies and plans, allocate resources in order to implement the plans and then evaluate whether this has been successful. Strategic Planning ensures that an organisation is doing the right things. If a business needs to change the way it runs its business operations then a strategic plan explains what the organisation is changing to. Once it has determined the right things to do, it devolves accountability for doing them right to one or more business plans (Guest 1989). Every organisation has a mission statement setting out its aims and objectives and strategy can be defined as â€Å"The determination of the basic long-term goals and objective of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Alfred Chandler, 1963). Johnson and Scholes (2002 p13) suggested that a company needs a mission and mission statements; a vision or strategic intent; goals; objectives; unique resources and core competences, strategies and control. Strategy was ‘the direction and scope of an organisation over the long term: ideally which mat ches its resources to its changing environment, and in particular to its markets, customers or clients, so as to meet stakeholder expectations. To continue in business and be profitable every business needs a strategy and according to McGee et al (2005)strategy is the ability of a company to thrive and survive. The report will outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. The New Vintage Car Company is a specialist organisation which has a small niche in the specialist car market and a mission statement, objectives and strategic intent. 1.1 Aims and Objectives of the report The aim of the report is write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. 1.2 Objectives To understand the importance and characteristics of strategic management to all forms of organisation To investigate a range of strategic management models and their strengths and weaknesses To consider the relevance for strategic management of organisational culture and ethics To analyse and evaluate a range of strategic management models To apply and to tailor models of strategic management as appropriate 2 Stage One Strategic analysis Generally there are two main approaches to strategic management the organisational approach dealing with competitive advantage, resource allocation and economies or scale and the the human approach. According to Arieu (2007), ‘there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management can be bottom-up, top-down, or collaborative processes which means that in the bottom up approach employees send in proposals to their managers who choose the best ideas which are assessed through capital budgeting processes such as return on investment or cost benefit whilst the top-down approach is where the CEO and the planning team make the decisions. Johnson (1999 p154) advised that strategic planning was the ‘process of drawing up long-term, wide ranging plans in accordance with the organisations main aims and will involve analysing customer expectations, competitive pressures and overall changes in the market. Operational planning on the other hand was the development of plans for a specific operation within the organisation whether it was for a product or a service. He added that although organisations used information from analysis, quantified objectives which became the organisations targets for a planned period of time, could be based on ‘ guesswork. Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment. (Lamb, 1984:ix). As the New Vintage Car Company is a small specialist business it is very much a very collaborative style of strategic management with the 10 main employees taking part in management decisions. 2.1 Strategic management theories Strategic management was a concept which was developed in the 1950s and 1960s which theorised that gathering all the functions under one strategy and coordinating the different departments. Chandler (1962) showed that a long-term coordinated strategy was necessary to give a company structure, direction, and focus stating that ‘structure follows strategy. Selznick theorised that an organisations internal functions should be matched to any external environmental circumstances through SWOT analysis which was developed by the Harvard Business School General Management Group. Anscoff developed a strategy grid to compare market penetration strategies, product development strategies, market development strategies, horizontal and vertical integration and diversification strategies and a gap analysis. Druckers (1969) management by objectives (MBO) meant that companies set objectives and then monitored if they had been achieved and suggested the use of team work. Function strategies incl ude marketing strategies such as new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies dealing with short and medium term plans. However, Mintzberg (1988) thought of strategy as a process or pattern of behaviour which has evolved over time and necessitated fluidity and the realization that there were unpredictable issues which could arise. 2.2 Analysis Part of the planning process for a company would be to analyse the current market place and the companys position in it. This could be done through various analysis techniques such as PEST, SWOT, Gap analysis, Porters generic strategy analysis. 2.2.1 PEST analysis The PEST analysis could be used by the organisation to look into market growth or decline whilst investigating the position of the company, its potential for future growth and the direction the business should take. PEST stands for Political, Economic, Social and Technological factors, and can be used in conjunction with SWOT which are the Strengths, Weaknesses, Opportunities and Threats analysis. PEST can be extended to PESTLE by adding Environmental and Legal or even adding any Political and demographic issues as STEEPLED (Grundy 2006). 2.2.2 SWOT analysis In order to see where the company is in the market place, a SWOT analysis will need to be undertaken. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths would be the type of business and whether is has been well established in the area and has a loyal customer base Weaknesses are anything which may hinder the company in achieving its objectives and which may need to be changed such as financial constraints. Opportunities are the things a companies can use to progress Threats are the issues which affect a company and could potentially threaten the companys futuresuch as thecredit crunch with suppliers closing down, transport costs rising and banks not lending money (Armstrong 1982 p198 Hill Westbrook 1997). 2.2.3 Gap analysis The company will need to judge where there is a gap in the market, either a place for their product or where the company is at the moment and where they would like to be and so the difference is the gap. After this analyis the company needs to decide how to bridge the gap either through a strategic approach or a tactical/operational approach. The tactical operational approach would make use of the Marketing Mix Product, Place, Price, Promotion 2.2.4 The value chain Porter (1998) also theorized that a company could be successful if it contributed to the industry it was in via a value chain which meant that everything a company does should be questioned in terms of what value it adds in the eyes of the final customer. In 1993,John Kay stated that ‘adding value is the central purpose of business activity. 2.3 Competitor analysis A company needs to analyse what its competitors are doing, how well they are doing it and whether they are a real threat. 2.3.1 Competitive advantage and Porters 5 Forces theory Porters 5 Forces Model New entrants, Industry competitors, Suppliers, buyers and substitutes is a useful theory can help for an organisation to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). Porters theory takes 5 elements which can influence a business such as New Entrants to the market and Industry competitors are there any new or similar companies setting up in business which could be a threat and which customers will choose instead of the original company; Suppliers who may be powerful enough to put up prices which the company has to pay or even refusing to do business with the company; Buyers how customers can put pressure on the company to lower prices or alter product lines; Substitutes customers changing to alternative products from another company if there is a product price increase; the use of price cutting and aggressive marketing by other similar rival companies; (Porter 1998). 2.4 The Competitive-positioning approach Companies need to be aware of the competitions own strategies at all times. A competitive advantage can be attained by organisations if the current strategy is value-creating, and not currently being used or activated by competitors or future competitors (Barney, 1991, p102). Choosing the correct market level is important as too high will lose customers and too low may see to many competitors. Porter (1995) thought that there were three routes to competitive advantage. A firm either (1) focused on a particular customer group (2) Specialised in skills competitors cannot match or (3) became the lowest cost producer. Having the competitive advantage means that a company must outperform its competitors by delivering superior value to customers and, in doing so, earn an above average financial return for the company and its stakeholders. Doing this successfully over a long period is sustainable competitive advantage which requires that they outperform their competitors for a long period in a way that customers are prepared to purchase at a sufficiently high price. Campbell et al (2007) argued that there were 8 areas which need to be considered for competitive and sustainable competitive advantage to continue for a company. They need to have a strategic intent to stretch the organisation in the future and be willing to work at continuous improvement which includes inputs, processes and outputs of products and services. They would need to work in a different way to their competitors and importantly they need to be perceived to be better by their customers who need to believe that they are the main r eason for the company being in business to serve their customers. The company must build on their core competences by continuous internal review and keep communication channels open both internally and externally. Its core competency is the restoring of classic cars and all the skills which go with this. The management must be aware that the business environment is constantly changing and they must be prepared to change with it especially during the current recession They need to be aware of their competitors but also know when collaboration and co-operation with competitors through strategic alliances is a necessity. 3 Stage Two Strategic formulation The New Vintage Car Company has formulated a strategy through the planning and analysis of companys SWOT and the gap analysis as well as having looked at the competition which is a few other similar small businesses. Strategy formulation is the process of determining appropriate courses of action for achieving organizational objectives and staying a profitable business. Johnson and Scholes (2002 p11) theorised that there were different levels of strategy: (1) corporate dealing with the ‘overall purpose and scope of an organisation and how value can be added to the business areas of the company and when a company has decided on its products and the market it should compete in (2) business unit strategy deals with how a company can achieve an advantage over its competitors and what opportunities can be identified or created and competitive strategy which is when the company sets out the framework for success in the market it has chosen with goal setting, commitment of resources a nd the monitoring or strategies and (3) operational strategy is how the different areas of a company deliver the corporate strategies with reference to resources, people and processes. Once the strategy has been formulated, the company needs a mission statement, set the aims and objectives and conduct the internal and external analyis of the niche in the market. The company would then implement the strategy by undertaking certain steps such as entering into a partnership or expanding distribution outlets. The strategy will then need to be reviewed. The strategy formulated by a company should reflect an environmental analysis as well as the organisaitonal vision, mission statement and organisational objectives. The way to formulate strategic plans is to use three steps which find out where the company is now, determine where the company wants to go, and then determines how to get there. This may require to take certain precautionary measures or even to change the entire strategy. Johnson and Scholes (2002) strategic model looks at three criteria suitability and whether it will work; feasibility and whether it is possible to make it work and acceptability and whether the strategies will be successful. 3.1 Suitability The strategies for the company need to be suitable for that company and its current and future position in the market. The question to ask is is it economical to pursue the strategies and would there be any cost advantages for the business due expansion (economies of scale) referring to efficiencies associated with supply-side changes, such as increasing or decreasing the scale of production, of a single product type? The company needs to also address the question of economies of scope which means efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing or distribution. A company which sells many product lines, sells the same product in many countries, or sells many product lines in many countries will benefit from reduced risk levels as a result of its economies of scope. If one of its product lines falls out of fashion or one country has an economic slowdown, the company will, most likely, be able to continue trading. Thin king of its customers the company needs to look at the experience economy and what their customers will get and how they will feel they receive not only value for money but are getting something extra and feel part of the company experience. This encourages company loyalty. The New Vintage Car Company has a loyal customer base in the UK and has overseas customers in countries where the current financial downturn has not had such as great impact. The company would make use of decision tree analysis and what if analysis. 3.2 Feasibility Feasibility is concerned with the resources required to implement the strategy and whether they are available now or need to be developed or obtained. The resources which would need to be looked at would be (1) finance and funding and whether the company would have enough capital without taking on a loan or issuing more shares; (2) people and whether there would need to be a recruitment drive to employ more skilled craftspeople or even take on apprentices; (3) time and whether the length of time it would take would be prohibitive or whether the time scales involved would be acceptable and (4) information and whether the company has enough expertise and knowledge to expand using the strategies. For this the New Vintage Car Company would need to undertake a cash flow analysis and forecast as well as a break even analysis and a deployment analysis. 3.3 Acceptability Acceptability deals with how the main stakeholders of a company will accept any new strategies. The stakeholders in a company are the shareholders, employees and customers. They will need to know the expected performance outcomes and whether there are risks and what the consequences of a failed strategy would be for the company. The shareholders would want to know that there would be returns on their investments either financial or non financial and the employees would expect improved pay or career prospects and customers would be concerned that they would still get the quality they were used to. An ideal tool for this would be stakeholder mapping. Therefore the formulation of a good workable strategy for the New Vintage Car Company is essential. Strategic formulation allows the company to plan its capital budgeting especially where there are limited funds and capital funds need to be invested where they can be most effective for all the stakeholders. The next stage is implementation. Implementing any strategies will mean a change of some kind. Strategic Planning ensures that an organisation is doing the right things and then doing them right but the strategic plan explains what the organisation is changing to. The Corporate plan would be at the head of the strategic planning with departmental strategic plans and functional strategic plans for other parts of management. What goes into a strategic plan must take into account the needs of the stakeholders, any environmental risks and threats plus the competencies, resources and values that the company has. (http://www.changeperform.com.au/strategic_plan_process.html) 4 Stage Three Strategic implementation and evaluation In order to implement the plans made, there will need to be an allocation of resources including money, people, time and computer support and establishing a chain of command with specific responsibilities given to individuals or groups. This also includes the right training for employees. Strategic management can often be planned or unplanned in that there are unpredictable circumstances as well as those which can be planned for. Once the strategy has been implemented, it will need to be evaluated as to its success or failure once again through SWOT analysis for company strengths, weaknesses, opportunities and threats both internal and external. The changes that could affect an organisation are any Political Changes such as a change in government, legislation, taxation,; any Economic Changes such as inflation, interest rates, unemployment; Social Changes such as population trends Technological Changes such as breakthroughs, new products and technologies, Implementing any strategies will need time and effort but they should not be imposed. The management of change is an important part of strategic implementation. Change cannot be forced on employees or implemented too quickly or there will be industrial problems. The idea of change is opposed for many reasons including job insecurity; fear of loss of status; pay cuts and job losses; breaks in routine; learning new skills and methods; change of work site and work colleagues. As the New Vintage Car Company is a small business it may be able to weather any of the changes which could affect the business. As the business uses a collaborative approach to management, the employees are part of the decision making process and the strategies which would affect them would be discussed collectively The Paton-Johnson model (2007 p109) can be used, as it suggests sequential stages for the management of change through initial conversations about change; diagnosis of what needs to be changes, how and why; the development of a new vision for the organisation and its employees which is shared and a plan to implement the changes. A useful addition to strategic strategies is Warrs Vitamin Model (1987) which considers the well being of company staff and the changes made in the organisation as vitamins to help the health of the company. Healthy minded employees work well and increase production which benefits the company. Employees need to know they are valued and respected within an organisation and if they do not feel this way they are discontent. 5 Conclusions There are many reasons why strategies fail and companies fail with them. Companies need to understand their market and their competition both now and in the future, know their own strengths and weaknesses and be aware of any opportunities which may come and any threats which are looming. The New Vintage Car Company will need to be confident of their employees competence in handling the new strategy and to introduce the changes gradually and with communication, cooperation and participation. Although strategic management is a complex process it can be handled efficiently although too much constraint may be limiting any future visions for the company. As a collaborative company there are just as many pitfalls as for those with top-down management style ‘too many cooks as well as ‘dictatorships. Strategic management consists of interpreting, and continuously reinterpreting, the possibilities presented by changing circumstances for achieving an organizations objectives. Strategic management processes are essential for an organisations success but they need to be paced and not rushed as this is where mistakes are made. The aim of the report was write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. This was achieved through a brief investigation into the strategic levels associated with the New Vintage Car Company. The objectives of the report were o understand the importance and characteristics of strategic management to all forms of organisation and this was achieved through a review of the levels of the strategic management process and the theories and models with strengths and weaknesses. References Ansoff, I (1965) Corporate Strategy New York: McGraw Hill, Argyle, M. (1972, p.201) The Social Psychology of work, Penguin UK Armstrong J S (1982). The Value of Formal Planning for Strategic Decisions Strategic Management Journal 3: 197-211. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity: Organizational implications of a scientific frontier New York: The Free Press, Chandler A (1962) Strategy and Structure: Chapters in the history of industrial enterprise, New York: Doubleday, Chartered Institute Of Personnel And Development. (2005) Managing change: the role of the psychological contract. Change agenda. London: CIPD. David, F (1989) Strategic Management, Columbus: Merrill Publishing Company, Drucker, Peter (1954) The Practice of Management, New York: Harper and Row, Grundy , T. (2006) Rethinking and reinventing Michael Porters five forces model. Strategic Change. Vol 15, No 5, August. pp213-229 Henry A. (2008) Understanding Strategic Management Oxford University Press Hughes, M. (2006) Change Management: A Critical Perspective. London: Chartered Institute Of Personnel And Development. Johnson B (1999) Introducing Management : a development guide for new managers Oxford: Butterworth-Heinemann Johnson A Paton K (2007) Health Promotion and Health Services: Management for Change Oxford: Oxford University Press pp107-128 Johnson G Scholes K (2002) Exploring Corporate Strategy London: Pearson Education Ltd Lamb, R B (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice-Hall, McGee et al (2005) Strategy: Analysis and Practice UK: McGraw Hill Moncrieff, J. Is strategy making a difference? Long Range Planning Review, vol 32, no2, pp273-276. Michaud C Thoenig J C (2003) Making strategy and organization compatible. Basingstoke: Palgrave Macmillan. Mink/Esterhuysen/Mink/Owen, (1993) Change at Work Action Science Approach cited in Schumacher W D, (1997) Managing Barriers to Business Reengineering Success (Business Process Management Group) (www.bpmg.org) Pettigrew A. and Whipp R. 1993 p.5 Managing for Competitive Success Oxford: Blackwell Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145. Porter, M. (1980b) Competitive Strategy, New York: Free Press. Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press. Turner S. (2002) Tools for success: a managers guide. London: McGraw Hill. Warr P (1987) Work, Unemployment and Mental Health Oxford: Oxford Unviersity Press http://www.cipd.co.uk/subjects/ corpstrtgy/changemmt/chngmgmt.htm accessed 10 May 09 Harvard Business School (2002) Toward Continuous Change: Staying Competitive Through Change Harvard Business School Press (http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?referral=3035id=7188BC) accessed 12 May 09 Appendix A The New Vintage Car Company is a small specialist car making company which restores old classic cars but it looking to branch out into making new build cars based on the classic models of previous decades through a partnership with another small car company which produces self build car building kits for classic cars such as the MG. The company employs a skilled team of classic car body builders, wheelers, panel beaters, wing makers, and fender manufacturers who are skilled in working aluminium, steel, stainless steel, copper, brass and magnesium alloy as well as restoring ash frames from old cars or fabricating new wooden frames. The company has experience as vintage car coachbuilders has helped with classic car projects, from manufacturers including: Alvis; Amilcar; Auto Union; AC; Alfa Romeo; Aston Martin; Allard; Austro Daimler; Bentley; Bugatti; Bristol; BMW; Cadillac; Cisitalia; Cooper; Daimler; Delahaye; Delage; Invicta; Jaguar; Lotus; Lancia; Lagonda; Lamborghini; Maserati; Mercedes; Morgan; Porcshe; Riley; Rolls-Royce; Railton; Sunbeam; Tojeiro; Vauxhall; Veritas. The company has successfully completed a wide range of car commissions, from simple body repairs on existing bodywork to complete restorations and new bodies, sometimes from the most basic of plans. Commissions are from the whole of world motoring history, from fantastic exotica such as the 1938 Alfa Romeo Bimotore and two 1930s Grand Prix Auto-Unions, to a Mercedes-Benz 300 SLR Gull-Wing Magnesium Coupà ©. (adapted from http://www.rodjolley.com/flash/flashed.html)

Essay examples --

Types of Biogeochemical Cycle Biogeochemical cycle is crucial for every living organism on Earth. It is strongly influenced by life forms, especially plants and microorganisms. A biogeochemical cycle can be defined as a continuous pathway by which conversion and circulation of chemical nutrients through both biotic and abiotic compartments of Earth (Butcher, 1992). Generally, biogeochemical cycles can be classified into three major categories which are nitrogen cycle, sulfur cycle and carbon cycle (Refer to Figure 1 in Appendix 1). First type of biogeochemical cycle is nitrogen cycle. Nitrogen is abundant and chemically inert gases, constitutes of about 78% of the atmosphere. According to Stevenson and Cole (1999), accumulation in soil happens through microbial fixation of nitrogen in the presence of ammonia, nitrate and nitrite; depletion exists in the process of crop removal, leaching and volatilization. In term of that, the process of releasing compound during decomposition is called mineralization. Mineralization process is carried out by the microorganisms in which it releases carbon, and also ammonium (Sprent, 1987). As a result, many kinds of organic reduce nitrogen present, like urea, organic bases, such as purines and pyrimidines, and amino compounds. Animals have nitrogenous wastes and will eventually produce lots of nitrogen (Sprent, 1987). Several pathways are illustrated throughout the nitrogen cycle, such as nitrogen fixation, ammonification, nitrification and denitrification. Gates (1921) state d that the process of converted gaseous nitrogen into ammonia or ammonium is nitrogen fixation, while ammonium can also be produced through the decaying of nitrogenous organic substance, which is called ammonification. Afte... ...ut slowly uptake of carbon dioxide from the atmosphere (Zepp, & Sonntag, 1995). Hanson, Ducklow and Field (2000) mention that in the ocean, some of the carbon taken up by phytoplankton in order to make shells of calcium carbonate that settles to the bottom of the sea to form sediments. In geological carbon cycle, carbonic acid combines with magnesium and calcium in the Earth's crust to form insoluble carbonates. Carbon dioxide reacts with some minerals to form limestone, then dissolves by rainwater and carries to the oceans. Once there, it can precipitate out of the ocean water and form layer of sediments on the sea floor. The limestone melts and reacts with other minerals under high heat and pressure far below the Earth's surface by releasing carbon dioxide. The carbon dioxide is then back into the atmosphere through volcanic eruptions (Lockwood, & Hazlett, 2010).

Erectile Dysfunction Essay -- essays research papers fc

Erectile Dysfunction   Ã‚  Ã‚  Ã‚  Ã‚  Todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s society is a sexual playing field. Celebrities on television and movies, models on the covers of magazines, and even politicians have become sexual legends in the map of American society. The issue of sex is publicly discussed, on media and otherwise, and as such, it has become, to a great degree, a measure of self-worth. Issues such as breast size, penis size, and sexual stamina have flooded the American public with the idea that one is defined by how sexually appealing s/he is.   Ã‚  Ã‚  Ã‚  Ã‚  As a result, it has become of monumental importance to the American male to remain sexually vigorous and virile. It is clear to see (in media especially) that the à ¢Ã¢â€š ¬Ã‹Å"perfect maleà ¢Ã¢â€š ¬Ã¢â€ž ¢ is about twenty five years old with a rippling physique and a beautiful woman next to him. Never once, when we see our à ¢Ã¢â€š ¬Ã‹Å"perfect man,à ¢Ã¢â€š ¬Ã¢â€ž ¢ do we ever think that he could suffer from any form of sexual dysfunction. The à ¢Ã¢â€š ¬Ã‹Å"perfect manà ¢Ã¢â€š ¬Ã¢â€ž ¢ is young and virile.   Ã‚  Ã‚  Ã‚  Ã‚  The truth, however, is that the general population of men in this country is getting older. The proverbial baby-boomers are on the cusp of reaching a stage in their sexual life where dysfunction is no longer a weakness in à ¢Ã¢â€š ¬Ã‹Å"littlerà ¢Ã¢â€š ¬Ã¢â€ž ¢ men, but a reality. As such, erectile dystfunction (or impotence) has become a headlines making issue, from the physiological explanations behind it to the social implications that come with being impotent.   Ã‚  Ã‚  Ã‚  Ã‚  This paper will first look into the physiological and psychological causes of erectile dysfunction in men. Then, this paper will delve into the advances that have been made in preventing erectile dysfunction. Finally, this paper will explore the ramifications both erectile dysfunction and à ¢Ã¢â€š ¬Ã‹Å"curesà ¢Ã¢â€š ¬Ã¢â€ž ¢ have on the majority of the men affected by it, older persons. Physiological Explanations   Ã‚  Ã‚  Ã‚  Ã‚  In order to understand the causes of erectile dysfunction, a superficial physiological explanation is necessary: (http://www.wellnessweb.com/IMPOTENT/anatomy.htm) The previous diagram is an illustration of a cross-section of a penis.   Ã‚  Ã‚  Ã‚  Ã‚  The means of achieving an erection in males is a very complicated process. In the interest of conciseness and efficiency, only a brief overview will be given.    ... ...e travesty to those that have made possible what exists today Bibliography 1) Geriatrics pg.48 vol.54 num.7 Author: Anonymous July 1999 2) New Orleans Magazine pg. 41-42 vol.32 num.8 Author: Karen L. Laborde May 1998 3) Fortune pg. 114-116 vol.137 Author: David Stipp and Robert Whitaker March 16, 1998 4) Macleanà ¢Ã¢â€š ¬Ã¢â€ž ¢s pg. 111 No. 18 Author: Mark Nichols with William Lowther May 4, 1998 5) American Fitness pg. 31 vol.16 num.6 Author: Anonymous November 1998 6) NIH Consensus Statement: Impotence Vol.10 Num.4 National Institutes of Health December 7-9, 1992 7) Sexual Attitudes by Vern L. Bullough and Bonnie Bullough Prometheus Books 1995 8) http://www.wellnessweb.com/IMPOTENT/anatomy.htm 9) http://www.urologychannel.com/erectiledysfunction/index.shtml 10) http://www.junkscience.com/news2/impotent.htm 11) http://www.procareclinic.com/causes_impotence_erectile_dysfunction.htm 12) http://www.procareclinic.com/male_impotence_news_7.htm 13) http://www.lvhhn.org/body/v/viagra/viagra_works.html 14) http://www.noah-health.org/english/wellconn/impotence.html 15) http://www.cnn.com/HEALTH/bioethics/9807/viagra.cost 16) http://www.maturus.com/goPageOutput.php?gosection=health&entryID=1530

‘I shall obey, my lord’ Essay

‘Where be his quiddities now, his qualities, his cases, his tenures, and his tricks? †¦ †¦ Is this the fine of his fines and the recovery of his recoveries, to have his fine plate full of fine dirt? Will his vouchers vouch him no more of his purchases, and double ones too, than the length and breadth a pair of indentures? The very con- veyances of his lands scarcely lie in this box, and must th’inheritor himself have no more, ha? ‘ (Act:V Scene:i Lines:97-98,103-110) This particular scene would have provokes fierce controversy among the Elizabethan audience because it challenged the fundamental aspects of Christianity. Hamlet claims that no matter how fastidious and kind a person you are during your time on earth God can not shield you from all the evil in the world. Hamlet may have been written by Shakespeare as a controversial this is probably unlikely as in the period he lived in he would have been severely punished by the government if his play had been deemed to be an attack upon the religion of the day. In terms of making the play seem rotten and disorderly, poison and disease played an important role in the play. Old Hamlet’s cause of death of course, was poison that was poured into his ear by his brother. ‘Thus was I, sleeping, by a brother’s hand of life, of crown, of queen at once dispatch’d, Cut off even in the blossoms of my sin,’ (Act:I Scene: v Line:74-76) Claudius had managed to get rid of allot of his problems but such behaviour would have been considered blasphemous by an Elizabethan audience for a man to kill his brother and lust after his sister-in-law. The religious beliefs of the audience would have made them hate the character of Claudius and consider him an evil villain. To an Elizabethan audience women would have been considered the misfortune of all the male characters, which caused many conflicts within the play. If Claudius had not lusted after Gertrude there would have been one less reason for old Hamlet to die. Ophelia was Hamlet’s love but was unable to stay faithful to it but instead chose to fulfil her duties to her father. She told all her secrets regarding Hamlet to her father. To an Elizabethan audience it would seem that Polonius has Ophelia under his control ‘I would not, in plain terms, from this time forth Have you so slander any moment leisure As to give words or talk with the Lord Hamlet. Look to’t, I charge you. Come your ways. ‘ He commands and she obeys. ‘I shall obey, my lord’ (Act:I Scene: iv Lines: 132-136) He commands her to keep Hamlet at a distance and Ophelia trying to be the good Elizabethan daughter does as he commands. But in doing so she looses Hamlet’s trust and his love for her. This results in a love hate relationship which drives Ophelia to commit suicide and her brother being faced with some unfortunate circumstances which leads to him killing Hamlet. Alongside Hamlet’s very eccentric relationship with Ophelia, it is also argued by a modern audience that Hamlet may have had an Oedipus complex. Oedipus was a man in ancient mythology who was cursed to kill his father and marry his mother. Shakespeare knew that most of the people of the time would have known about the story and so added an extra twist to his play. The story he told was a familiar one at the time. All Shakespeare had done was adapt an old fashioned folk story and re-constructed it to feed a common interest among his Elizabethan audience. A modern day audience would have a completely different response to the play having been a part of a modern audience it was a general feeling among the audience that many lives, including Hamlet’s own could have been saved if he had just killed his uncle earlier. A modern audience has been hardened by a lack of religion and constant exposure to scenes of death. A modern audience has more scientific and factual knowledge about their surroundings. Seeing how when a modern day person needs a question answered he/she looks for a reason or deeper understanding to resolve the issue instead of religion hence religion is not really practised as much in modern society. Hamlet’s hesitance to kill his uncle would not have been met with sympathy by a modern audience. To a modern audience Claudius is considered a villain and it really is not of any concern how a villain died. A modern audience would believe that Hamlet should have made the best of his chance to kill Claudius. A modern audience would care less about Hamlet’s reasoning for not killing Claudius because it had much to do with Claudius’s after life as a modern audience has little belief in that we would find it hard to understand the delay Claudius’s death. ‘A villain kills my father, and for that I, his sole son, do this same villain send To heaven. Why, this is hire and salary, not revenge. ‘ (Act:III Scene: iii Lines: 76-79) A modern audience would rather have Hamlet kill Claudius quickly and not dwell on the matter for days on end, it is moral for Claudius to die because the audience knows it is a just act of revenge and the only way for old Hamlet to go to heaven. So when a modern audience looks at Hamlet they see the negative effects of his hesitation. The political themes high-lighted in the play would not have a downbeat impact on a modern audience because we live a democratic society with law and order orchestrated by diplomatic governments and there is democratic control on the way of life and how people conduct them s elves. The exploitation and suffering of women in the play is one of the few things that would disturb a modern audience. The fact that women are treated as property raises concern about the ill treatment of women at the time Hamlet was written. Ophelia is suppressed by her father and brother and Gertrude is stuck between supporting her son or husband. A modern audience to Hamlet will have little idea of the controversy that raged in the Elizabethan period, this is mainly due to the lack of religious zeal among modern society although it is quite interesting to see how important a responsibility religion had in the play, however to the Elizabethan audience the play would have taken on a different and deeper meaning as the repeated religious references would have struck a deep chord in the audience of the day. Consequently it is observable that an Elizabethan audience would have a completely different response to Hamlet than that of a modern audience for the above reasons.

Amin Maalouf’s Idea Essay

My understanding of Amin Maalouf’s concept on identity is that human identity is based on an individual’s environment. He defines identity into two categories. One that is inherited through our elders and cultural beliefs â€Å"vertical†, and another that exist according to our generational influence, â€Å"horizontal†. The two categories create our identity as a human and is the source of our behavior. My experience with the vertical heritage is my belief in Christianity. My ancestors and the community I was raised in have traditionally taught me to celebrate religious holidays like Christmas and Easter. I also grew up in a small neighborhood with Christian peers. They have influenced the way I behave and interact by helping to shape my morals. My experience with the â€Å"horizontal† is the communities I have been introduced to, such as, the public and private school environments. They have broadened my personality with their social aspects. One example of what Maalouf is saying is my switch from public to private school. My personality was much different in public school than it was in private. In my public school the social standard for academic progress was average. The fact that there was no assigned dress code distracted me because I would attempt to impress others with my appearance. This influenced my train of thought, behavior and ultimately my identity, until I was placed into a different setting. When I made the switch to private school the distraction of looking different was taken away, and expectations were higher. My surrounding influenced me again and I became more focused on things that mattered and more questionable of my beliefs. What I gained from both these settings was my horizontal inheritance. For example, the music that I listen to and the hobbies I enjoy. Maalouf’s point is that no matter your vertical, your horizontal has a bigger affect on your identity, and since the horizontal is based on contemporaries, you are based on the subjects around you. He points out that there is a gap between what we think we are and what we actually are in reality. We may know we are different but what we don’t realize is in reality we are only becoming identical through arguing are differences. I believe this is a magnificent insight on identity. Mankind changes the world around us and if we all do the same, we end up in each other’s world. We are becoming more and more identical to each other through compromise from arguing our differences because we learn to live with each other. When we accept differences they soon become norms, and once they are norms, they become a standard. I agree with Amin Maaloufs concept on identity.