Descriptive Essay - The Woods in Autumn -- Descriptive Essay, Descripti

The Woods in Autumn      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is not true that the close of a life which ends in a natural fashion- --life which is permitted to put on the display of death and to go out in glory- --inclines the mind to rest.   It is not true of a day ending nor the passing of the year, nor of the fall of leaves.   Whatever permanent, uneasy question is native to men, comes forward most insistent and most loud at such times.   There are still places where one can feel and describe the spirit of the falling of leaves.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   At Fall, the sky which is of so delicate and faint a blue as to contain something of gentle mockery, and certain more of tenderness, presides at the fall of leaves.   There is no air, no breath at all.   The leaves are so light that they sidle on their going downward, hesitating in that which is not void to them, and touching at last so intangible to the earth with which they are to merge, that the gesture is much gentler than a greeting, and even more discr...

Synthesis of Cis-Norbornene-5, 6-Endo-Dicarboxylic Anhydride

IntroductionThe Diels-Alder reaction is a [4+2] cycloaddition of a conjugated diene and a dienophile. This type of reaction was named for Otto Diels and Kurt Alder who were the first to investigate this reaction (Weldegirma, 2012). The Diels- Alder reaction is one of the most important reactions in all of organic chemistry because of the applicability of it. This reaction can form new carbon-carbon bonds and new stereocenters.The Diels-Alder reaction has high synthetic utility for making unsaturated 6-membered rings (Kahn, 2011). The more electron-withdrawing elements there are in the reactants, the faster the reaction will move forward. In the case of cyclopentadiene and maleic anhydride, the reaction takes place quite quickly due to the many electronegative oxygen present in both reactants.Mechanism:Side Reaction: Experimental:Table of Chemicals: CyclopentadieneMaleic AnhydrideEthyl AcetateHexane66.10 g/mol 98.06 g/mol 88.11 g/mol 86.18 g/mol MP: -90 º C BP: 39-43 º C MP: 52.8à ‚ º C BP: 202 º C MP: -83.6 º C BP: 77.1 º C MP: -96–94 º C BP: 68-69 º C Cyclopenta-1,3-diene Furan-2,5-diene Ethyl Acetate HexaneResults:The crystals obtained through the Diels-Alder reaction were not plate-like, as were expected. We obtained crystals that were a small and more powdery than plate-like. Even though our crystals did not turn out as we had hoped, the melting point range for our crystals was very close to the literature value.The calculations for the percent yield are as follows: First, the moles of the reactants must be calculated:Through these calculations we can see that the cyclopentadiene is the limiting reagent is the cyclopentadiene because the reaction between cyclopentadiene and maleic anhydride is a 1:1 reaction. Thus, the maximum amount of moles of cis-Norbornene-5, 6-endo-dicarboxylic anhydride we can produce is:Now that the theoretical yield has been calculated, we can compare the experimental yield with the theoretical yield:DiscussionTh e literature value for the melting point of cis-Norbornene-5,  6-endo-dicarboxylic anhydride is 165 º C. The experimental value we obtained through the Diels- Alder reaction was 160- 163 º C. We were only able to produce a yield of 20.2%. A yield this low was not expected, but was enough to measure the melting point to see if we had indeed produced cis-Norbornene-5, 6-endo-dicarboxylic anhydride.As cyclopentadiene is left out over a period of a few days, the molecules slowly dimerize and thus become dicyclopentadiene. Dicyclopentadiene would not result in the desired product, cis-Norbornene-5, 6-endo-dicarboxylic anhydride, so this must be remedied. In order to un- dimerize dicyclopentadiene, it must be heated to just under its boiling point to make fresh cyclopentadiene. With our melting point being so close to the literature value for cis-Norbornene-5, 6-endo-dicarboxylic anhydride, it is very likely that the desired product was obtained.This reaction does not seem to be ver y efficient at all. By using 0.2mL of cyclopentadiene, we only were able to produce about 0.05g which, at a 20.2% yield, is very low.Conclusion:The Diels- Alder reaction is one of the most important types of reactions in organic chemistry (Weldegirma, 2012).This reaction is so important because of its ability to form new carbon-carbon bonds.Diels- Alder reactions are used constantly in the medical field due to its diverse uses. It has been in studies of ribozymes and creating ribozymes synthetically (Jaschke, 2000).I believe that we did accomplish what we set out to do in this lab. We were able to form cis-Norbornene-5, 6-endo-dicarboxylic anhydride crystals and were able to achieve a very pure product.

Organisation culture

So often when we think of a company's strategy, organizational culture is the missing puzzle piece. Instead, attention is focused on customers, competitors, and financial resources. The neglect of organizational culture is unfortunate since leaders are responsible for so many other demands, but an understanding of the organization's culture and its potential for enabling a positive deviant strategy is important.Organizational culture is the shared beliefs, principles, values, and assumptions that hape behaviour by building commitment, providing direction, establishing a collective identity, and creating a community. It manifests as the organization's behaviour that has endured over time and allowed the organization to adapt to the environment. Therefore, culture is the glue that holds together an organization's strategy and becomes institutionalized as members repeat patterns of successful behavior. The effectiveness of culture depends on its alignment with the organization's environ ment, resources, values, and goals.Moreover, it requires lea ders to understand how the culture can be a vehicle for creating positive deviance. Steve Jobs excels at aligning Apple's culture with its strategy. Jobs has built a culture that is driven by a vision to make great products. Innovating is the dominant value of Apple's culture. Employees are rewarded for experimenting, risk taking, and creativity. As Jobs describes in an interview, the challenge to innovate is a norm of Apple's culture: It was a great challenge. Let's make a great phone that we fall in love with.And we've got the technology. We've got the miniaturization from the iPod. We've got the sophisticated operating system from Mac. Nobody had ever thought about putting operating systems as sophisticated as OS X inside a phone, so that was a real que stion. We had a big debate inside the company whether we could do that or not. And that was one where I had to adjudicate it and Just say, ‘We're going to do it. L et's try. ‘ The smartest software guys were saying they can do it, so let's give them a shot. And they did. Going beneath the surface of Apple's culture, Jobs has infused the quest for excellence as a mantra. Jobs has purposely created a culture where employees are encouraged to treat their work as a calling that is worthwhile and to pursue excell ence in their endeavors. Therefore, a large role for Jobs and his leadership teams is creating processes to recruit and socialize employees into Apple's culture. When recruiting for Apple senior positions, Jobs contended that intelligence organisation culture. Organisation culture So often when we think of a company's strategy, organizational culture is the missing puzzle piece. Instead, attention is focused on customers, competitors, and financial resources. The neglect of organizational culture is unfortunate since leaders are responsible for so many other demands, but an understanding of the organization's culture and its potential for enabling a positive deviant strategy is important.Organizational culture is the shared beliefs, principles, values, and assumptions that hape behaviour by building commitment, providing direction, establishing a collective identity, and creating a community. It manifests as the organization's behaviour that has endured over time and allowed the organization to adapt to the environment. Therefore, culture is the glue that holds together an organization's strategy and becomes institutionalized as members repeat patterns of successful behavior. The effectiveness of culture depends on its alignment with the organization's environ ment, resources, values, and goals.Moreover, it requires lea ders to understand how the culture can be a vehicle for creating positive deviance. Steve Jobs excels at aligning Apple's culture with its strategy. Jobs has built a culture that is driven by a vision to make great products. Innovating is the dominant value of Apple's culture. Employees are rewarded for experimenting, risk taking, and creativity. As Jobs describes in an interview, the challenge to innovate is a norm of Apple's culture: It was a great challenge. Let's make a great phone that we fall in love with.And we've got the technology. We've got the miniaturization from the iPod. We've got the sophisticated operating system from Mac. Nobody had ever thought about putting operating systems as sophisticated as OS X inside a phone, so that was a real que stion. We had a big debate inside the company whether we could do that or not. And that was one where I had to adjudicate it and Just say, ‘We're going to do it. L et's try. ‘ The smartest software guys were saying they can do it, so let's give them a shot. And they did. Going beneath the surface of Apple's culture, Jobs has infused the quest for excellence as a mantra. Jobs has purposely created a culture where employees are encouraged to treat their work as a calling that is worthwhile and to pursue excell ence in their endeavors. Therefore, a large role for Jobs and his leadership teams is creating processes to recruit and socialize employees into Apple's culture. When recruiting for Apple senior positions, Jobs contended that intelligence organisation culture.