Benefits Of Leadership Promotion Within Organizations Management Essay

Benefits Of Leadership Promotion Within Organizations Management Essay There have been numerous arguments as to whether business leadership should be promoted from within or outside the organization. This project was aimed to ascertain whether leadership promotion within organisation may benefit the overall performance of the organisation or if leadership promotion or recruitment from outside will help an organisation to do better, the case of Nestle Ghana Ltd. OPOKU BOAKYE table of contents 1 INTRODUCTION 4 1.1 BACKGROUND 4 1.2 RESEARCH MOTIVATION 4 1.3 Aims and Objectives of the Study 5 1.4 The research question 5 1.5 significance of the study 5 2 LITERATURE REVIEW AND CONCEPTUAL FRAMEWORK 6 2.1 INTRODUCTION 6 2.2 UNDERSTAND THE CONCEPT OF LEADERSHIP 6 2.3 THEORIES OF LEADERSHIP 7 2.3.1 PSYCHODYNAMIC THEORY OR LEADER-MEMBER EXCHANGE (LMX) THEORY 7 2.3.2 CONTINGENCY AND SITUATIONAL LEADERSHIP THEORY 7 2.3.3 NEW LEADERSHIP THEORY 8 2.4 ORGANISATIONAL CULTURE AND LEADERSHIP PROMOTION 9 2.5 LEADERSHIP PROMOTION IN ORGANISATION 10 2.5.1 LEADERSHIP PROMOTION WITHIN ORGANISATION 11 2.5.2 LEADERSHIP PROMOTION OUTSIDE ORGANISATION 11 2.6 LEADERSHIP PROMOTION IN SUPERMARKETS 12 2.7 SUMMARY 12 3 METHODOLOGY 13 3.1 METHODOLOGY OF THE RESEARCH 13 3.2 RESEARCH STRATEGY AND DESIGN 13 3.2.1 RESEARCH STRATEGY 15 3.2.2 RESEARCH DESIGN 15 3.3 SOURCE OF DATA 16 3.4 DATA ANALYSIS 16 3.5 ETHICAL CONSIDERATION 17 4 DATA ANALYSIS AND DISCUSSION OF RESULTS 18 4.1 INTRODUCTION 18 4.2 BACKGROUND OF RESPONDENTS 18 4.3 RELEVANCE OF LEADERSHP IN ORGANISATION 19 4.4 LEADERSHIP AND ORGANISATIONAL BEHAVIOUR 20 4.5 LEADERSHIP PROMOTION IN ORGANISATIONAL 21 4.6 SUMMARY 22 5 CONCLUSION AND RECOMMENDATIONS 23 5.1 CONCLUSION 23 5.2 RECOMMENDATIONS 23 5.3 LIMITATIONS 24 5.4 REFERENCES 25 Appendix A Questionnaire for Staff 28 appendix B: semi structured interview questions for staff 30 Chapter One Introduction 1.1 Background Leadership can be described as a dynamic process in a group, whereby one individual influences others to contribute voluntarily to the achievement of group tasks in a given situation (Gill, 2009). It has been observed that, in many organizations, leadership promotion is done outside the organizations. Some critics like Goldsmith et al (2003) have observed that lack of confidence on the part of some leaders; make some companies promote potential leaders from outside their organizations. However some critics have argued that leadership is the lifting of peoples vision to a higher sight, the raising of their performance to a higher standard, the building of their personality beyond its normal limitations (Goldsmith et al, 2003). By this, it could be vital for organisations to promote leadership from within. Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. Therefore if individuals are promoted within an organisation, since they understand the organizational culture and know its structures, they can promote whatever vision or mission the organisation have to a certain height. Effective leadership entails the use of power and persuasion to define and determine the changing and ongoing problems within an organisation and, any other opportunities, while working to address solutions and actions needed to cope with the situation (Goldsmith et a l, 2003). 1.2 Research Motivation The motivation behind this investigation came up as a result of my observation in leadership promotions in many organizations that I have worked as a factory operative or part-time staff member. What was observed over the period is that, instead of organizations promoting their leadership from within the organisation, the promotion was made externally. In other words, each time there is leadership vacancy, the position is advertised and potential job seekers, who have leadership qualities being sort, apply and the recruitment is made from the applicants. Some critics have argued that, some of the leadership priorities are concerned with ensuring continuity, development, improvement, monitoring, and evaluation both for the work being done and for those involved in helping those objectives to be achieved. Therefore if leadership is promoted within an organisation, such continuity is not curtailed. If leadership is promoted from outside an organisation, it has a lot of serious consequences as pointed out by Mendenhall et al (2008). For instance, if staff members notice that there are potential members who possess the same qualification and employment experience as those recruited from outside, the recruited leaders work or efforts may be sabotaged, therefore opening the door of failure ajar. In some cases they may decide not to corporate or intentionally put up lackadaisical attitude to weaken his/her leadership. It is against this background that this investigation becomes very important for organisations such as Nestle Ghana Ltd, to understand the benefits that could derive from leadership promotion within it rather than getting potential leaders from outside the organisation. 1.3 Aims and Objectives of the Study Aims: The aim of the study is to ascertain some of the benefits that will be derived from leadership promotion within organisation rather than recruiting people from outside the organisation to lead the teams within the organisation. Objectives: To achieve the above aim, the study will be achieving the following objectives; To investigate the reasons behind why organisations need leadership instead of managers To assess why leadership promotion within organisation may benefit the overall performance of the organisation To analyse some of the difficulties involved in promoting leaders within an organisation rather than from outside the organisation Understand how organisations could enhance its performance through internal promotion of its leadership. 1.4 The research question The research is aimed at answering this research question; What are the benefits involved in promoting leadership from within an organisation, and what are some of the challenges associated with this approach? Answering the above questions will help in the achievement of the objectives; and through that, some recommendations will be suggested for the formulation of policies to address some of the leadership promotional challenges. 1.5 significance of the study This study will benefit all stakeholders in both large and small scale businesses as a result of effective recruitment decision making by organisations. Chapter Two Literature Review and Conceptual Framework 2.1 Introduction Chapter one talked about the introduction which gave a clear background of the study and how it has become very important for such an investigation to be carried out. In this chapter, the various themes that underpin the study will be reviewed in more detail. The concept of leadership and leadership theories will be made very explicit. Organisational culture and leadership promotion will also be examined in more detail. The chapter will end by looking at the relevance of leadership promotion from within or outside organisations. 2.2 Understanding the concept of leadership Leadership can be described as dynamic processes in a group whereby one individual will influence the others to enable them make voluntary contribution to the achievement of a group or organizational tasks in a given situation (Mendenhall, et al, 2008). Leadership involves diagnosing situations, determining what needs to be done and marshalling collective efforts sufficient to achieve a desired future or avert significant problems. It entails the use of power and persuasion to define and determine the changing nature of an organization and solving its problems, as well as making use of all opportunities, finding solutions to its problems and taking actions where necessary and helping it to cope with any given situation (Goldsmith, et al (2003). Leaders are supposed to set their organizational vision knowing where the organization is and where it is suppose to go. They also set the longer term vision for the organization. A leader in an organization is also a member of that organization, company, institution, etc whose purpose, vision, and values are for the benefit of the entire organization and its stakeholders, and those values and vision are shared by the entire organization. He or she is supposed to see his/her members as not just followers, but also as stakeholders striving to achieve that same purpose, vision, and values. The leader mobilises, motivates, inspires or encourages others. He/she must be exemplary in his or her dealings. Leaders must be able to motivate, inspire and energize their members (Gill, 2009; Fulop et al, 2004). To ensure that teams voluntarily follow and resources are attracted to the cause, ideas must be translated into simple, direct and positive statement of what the leader is going to do, how and why this is to be achieved and the benefits that it will bring to others (Mendenhall, et al, 2008). Leadership therefore become the most influential aspect of an organization; so a good leader is suppose to ensure that success of his or her organization is paramount and achievable, even within turbulent times. 2.3 Theories of leadership Theories of leadership have been used to explain the characteristics of those whom we expect them to be leading or are seen leading their organizations. There are many leadership theories, but most leadership theories explain how the style of leadership help shapes organizational culture. According to Gill (2009), there are so many types of theories of leadership. He stated psychodynamic theory or leader-member exchange theory, contingency and situational leadership theory and the new leadership approach which comprises of visionary theory as some of the theories that this study will be looking at. 2.3.1 Psychodynamic theory or leader-member exchange (LMX) theory Psychodynamic theory, or leader-member exchange theory as some writers explained, looks at the effectiveness of leaders as a function of the psychodynamic exchange that occurs between the leadership and the group members following the leader (Gill, 2009). Leaders are supposed to provide direction and guidance for the organization or the members through their influence given to them by members or management or the organisation. In some cases it is the board members who give the powers to those who are supposed to lead the organization, but the leaders will be influencing certain decisions depending on their power of influence. The LMX approach defines the effectiveness of the leaders and as a function of the psychodynamic exchange that is occurring between the leaders and group members that is, the followers or sub-ordinates. The leaders provide direction and guidance for the organization through influence permitted to them by members. Exchange theories focus on the characteristics of the leader, their individual followers and how they relate with their followers. In contrast to leadership-style theories, LMX theorists argue that leaders-member relations are sufficiently variable and it is suppose to warrant on each pair of leaders and their members in a separate dimensions; and that the members may differ markedly based on their descriptions and how they perceive the leader (Dansereau et al., 1975; Graen, 1976; Graen et al., 1977). The essence of psychodynamic theory is the understanding of oneself and others and in terms of results and performance of the organization; and the transactional nature of the style of the leader and the leader-follower relationship (Stech, 2004). 2.3.2 Contingency and situational leadership theory Contingency and situational leadership theories suggest that there is no one best style of leadership (Graen, 1976; Graen et al., 1977). They explained that successful and enduring leaders use different styles according to the nature of the organization they lead, the situation at stake and the followers. A condition or situation may compel a leader to change his/her behavior, while some of the situations political, social or economic may compel some leaders to their style, sometimes making them become authoritarian leaders, due to certain circumstance. Graen et al. (1977) noted that contingency theories suggest that there is no one best style of leadership. Nevertheless, successful and enduring leaders use different styles according to the nature of the organizational culture, the situation they may be handling and the followers. Such leaders know how to adopt a different style for a new situation, regardless of how effective any one particular style has been in the past. The effectiveness of a particular style of leadership depends on the relationship between the characteristics of the leader, the followers and the situation as suggested by Graen (1976) and Graen et al (1977). Bass et al, (1975) found that specific leadership styles are associated with different ways in which organization operates, the task at stake, personal and interpersonal characteristics or relationship. Hodgson and White (2001) argued that effective leadership is by finding the best fit between good behaviour, context and need. Contingent and situational theorists therefore argue that, there is not acceptable form of leadership, rather, the situation will justify what type of leadership is appropriate and must be applied. This means those in leadership position must be able to change their leadership style based on the situation. 2.3.3 New leadership Theory The new leadership theory comprises of visionary, charismatic and transformational leadership theories. Transformational leadership occurs when leaders raise peoples motivation to act and create a sense of higher purpose as explained by Graen (1976). He further noted that it is distinguished from transactional leadership, because it involves an exchange between the leader and the followers with an emphasis on correction mistakes from requirements and providing a material or extrinsic reward systems in return for compliance with the leaders orders or wishes. The new theories also place emphasis on strategic leadership and pragmatic leadership styles. Burns (1978) explained that vision, charisma and transformation are some of the keywords for the New Leadership theory. The concept of transformational leadership arose from a study undertaken to understand rebel leadership and revolution form of leadership that occurred in the early 1970s (Downton, 1973). However, others also argued that it was James MacGregor Burns who was seen as a political, historian and biographer, who in a seminal book published in 1978 first described transformational leadership and blended it with transactional leadership style (Burns, 1978). Transforming or transformational leadership as he explained them occur when both the leader and followers raise each others motivations to a sense of higher purpose. Transactional leadership on the other hand is a form of transaction or exchanges that occur between a leader and followers, such that it provides material or psychological reward systems in return for followers compliance with the hope of accomplishing their wishes. According to Sashkin visionary leadership, concerns itself with transforming an organizational culture such that it falls in line with the leaders vision it has for the organizations future (Sashkin,1988). Sashkin and Rosenbach have also suggested that there are three personal attributes that guide the leaders behavioral approaches. They include self-efficacy, power orientation and cognitive capability (Sashkin and Rosenbach, 1998). Cognitive capability therefore concerns itself with understanding complex that is cause-and-effective chains to be able to take action at the right time to achieve organizational desired outcomes (Streufert and Swezey, 1986). Very good leaders are often perceived as charismatic or born leaders, because of how they are connected with their followers. They inspire them and encourage them to follow their cause. Charismatic leadership may be found at most levels within the organization, though they are frequently found at top most part of the organization (Bass, 1992; Sashkin, 1992). They further noted that it is associated with greater trust that members or the followers will have in the leaders and achievement that have been noticed among followers. The charismatic leader weaves a spell outside that of the organization; and may attract shareholders, customers and investment in troubled times, as argued by Flynn and Staw (2004) the French researcher. Waldman et al. (2001), however, in a study of senior managers in Fortune 500 companies in the United States, also noted that charismatic leadership is associated with net profit margin registered with some organisations, but only under conditions of environmenta l uncertainty. Charismatic leadership appears to be dysfunctional in predictable conditions, perhaps because it may generate unnecessary change. 2.4 Organizational culture and leadership promotion Culture has been described in many ways, and it has become very difficult to find a consensus or a common and clear definition. Some critics have argued that culture describes what an organization is about or how organization conducts itself (Smircich and Cala, 1987). Leigh and Maynard (2000) see culture as a heady combination of organisations vision, its values, tradition, ethos and its self-image. While the Work Systems Associates (1996) also describe culture as the lifestyle of the organization; its main core values, its hidden assumptions or beliefs, systems, policies, programmes and procedures, and the way it conduct its business everyday and its relations with stakeholders. Linstead (2004:107) has argued that, leaders can exert a powerful influence on the culture of their organization, especially if they are the founder, for that matter can play a very significant role in promoting those expected to be leaders or to lead it. Understanding the organization culture and how leaders influence promotion of leaders within it become very significant for the organization. While some of the organizations have a culture of promoting leaders from within it, others prefer getting leaders from outside. The later is preferred because some schools of thought argue that, if leaders are promoted within an organization there is little respect for those who will be promoted, while exercising their authority also become difficult because of familiarity with members. The ability to perceive the limitations of ones own culture and to develop the culture adaptively is the essence and ultimate challenge of leadership. The most important message for leaders at this point is how they have to understand the organizational culture, give what is due, and ask how well the culture could be understood which the leadership is embedded (Schein, 1992). The need for leaders to create and manage organizational culture is consistent with the increasingly becoming accepted part of organizational-wide leadership concept or become an expert of distributed leadership style (Ashkanasy et al., 2000). With regards to leadership style, and how culture may influence its promotion, significant, indirect pervasive effects on organizational performance could also be very significant (Gill, 2009. Linstead (2004) has explained that, since leaders can shape the culture of their organization more especially if they are the founder, promoting leaders could be very easy, because they have direct influence on the culture of the organization. The culture of an organization and how leaders are promoted therefore could be very significant because every organization has a way of conducting itself and how it may decide to promote its leaders. Ogbonna and Harriss overall conclusion was that organizational culture mediates the relationship between leadership style and organizational performance and in effect has a positive role to play in promoting leaders (Gill, 2009). 2.5 Leadership promotion in organization Leadership promotion takes place, of course, mostly on the job and in many organisations. In fact most of what we know about leadership and leadership promotion and how it can be done is learned through experience in real life rather than in the classroom. Formal training in general, and leadership development programmes in particular, aim to enhance organizational development and performance through a well managed organization. Leadership promotion could serve as a learning process for those who may have the potential and skills to become future leaders. Examples of leadership promotion in an organization could be to rotate job responsibilities, taking on the leadership of special projects or assignments, deputizing others of for the bosses and leading in a cross-functional team (Economist, 2001d). The value of real experience is well demonstrated by the way in which some of the top consulting firms have become a rich source of CEOs, through leadership promotion. It is almost as if the experience and ideal leadership program exist within such organizations, because of how the leadership promotion is well nurtured to develop future leaders (Linstead, 2004). Leadership promotion becomes very important for organization to effectively manage its affairs. Most organizations prefer to promote staff onto higher position within their organizations, while others promote from outside the organization. However, even though some organizations may prefer promoting from within others also prefer to do their promotion from outside the organization even if there are skillful individuals to serve as leaders within it. 2.5.1 Leadership promoting within organization Leadership promotion within organization means instead of getting people from outside an organization to occupy leadership positions, organization promote its own staff that it considers to be very effective or have the leadership potential or skills that are needed and get promoted. One may argue that such a move is very good and that, since members in a company are used to the way things operate and understand the system very well, promoting such individuals is a form of continuous process. That is since employees know the system already, if they are promoted internally, they are familiar with the situation so they will know what to do from day one. It might be a change of position, but continue doing what they already have an idea of how it is done. Linstead (2004) has argued that, when a company is small, and the leaders are easily seen, the influence they can have in the development of the company can easily be seen, than if it were to be a multinational company. Promoting leaders from within a small company although could be bringing some benefits as explained by Linstead; familiarity which will bring contempt could also affect the leaders performance and his or her ability to exercise his or her full authority and powers as a leader. While some critics also argue that, promoting from within is the best way because most members that are promoted from within an organization are familiar with the job, the culture and structure of the organization. This will serve as a good foundation for those promoted to be leaders from within to have a basis to begin their leadership assignment. 2.5.2 Leadership promotion outside organization Promoting leaders to higher positions is another way that many organizations or institutions have to adopt as a means of motivating their employees. It is not just to promote them because they have to be motivated in one form or the other, but when staff gets promoted within their organization, they feel motivated to work very hard. Like promotion within an organization, other critiques also argue that, promoting within an organization is very bad and support promotion from outside an organization. They are that, since individuals become stagnant and too familiar with colleague when they have worked in the same place for long, making become seniors in the same workplace may not enhance respect being given to them by other members. 2.6 Leadership promotion in supermarkets Leadership promotion is very crucial in every organisation. It is not only supermarkets that need to promote leaders in their organisation, although leadership promotion is very vital for organisations to remain competitive and improve. Supermarket like any other organisation also must improve or develop its leaders so as to make the organisation move forward. Every organisation should have those who can set its vision and communicate the vision to the members to enable them support it. 2.7 Summary It can be said that effective leadership place a central role in the success of every organisation, regardless of the size, form or structure. Leadership therefore needs to be effectively promoted such that all stakeholders will feel part of the organization and therefore promotes its standings within todays market. Chapter Three Methodology 3.1 Methodology of the Research There are three main methodologies, which can be used to undertake research in the real world; they are quantitative, qualitative and mixed methodologies (Kumar, 1996; Robson, 2003). The study will adopt both qualitative and quantitative methodologies to ascertain the relevance of managing across cultures and the techniques managers need do so effectively, which according to critics like Flick (2002) and Kent (1999) will give the researcher to gather good data. To do so successfully, employees from selected organisations will be interviewed alongside managers and chief executive officers to seek their views about the topic under investigation. The interviews will be conducted on a one-on-one basis for both ordinary workers and some individuals in management positions. Some employees will also be made to answer questionnaires to triangulate the interview data Forms methods such as observation participants or non-participants will not be suitable for the data gathering. According to Kent (1999) looking at non-participant observation method for instance, although it may be suitable for the research, position of the researcher and his/her inability to probe whatever may transpire makes it difficult for adequate information to be obtained from the respondents. Besides, clarification cannot be done during data collection. Respondents may also exaggerate their activities if it becomes obvious that the researcher is amongst them gathering data. While others may also decide to withhold information, that will enhance the degree of biases that may affect validity of the data. These reasons have made it very important to adopt both questionnaire and interview and will neglect the other methods. 3.2 Research Strategy and Design Nestle Ghana Ltd Nestlà © started in the 1860s by Henri Nestlà ©, a pharmacist, whose initial aim was to develop food for babies who were unable to breast feed. A study by the Institute of IDE-JETRO (Institute of Developing Economies, Japan External Trade Organisation), Nestlà © is not only one of Switzerlands largest industrial company, but also, currently, one of the worlds largest food companies. They products include Perrier, Nescafe, mineral water, pet food. It is also fast increasing its share of the ice cream market.   The study continued that Nestlà © Ghana Limited is one of the divested businesses by Nestlà © whose origination dated back in 1957 under the trading name of Nestlà © Products (Gh) Limited with the importation of Nestlà © products such as milk and chocolates. It was incorporated as Food Specialties (GH) Limited to manufacture and market locally well known Nestlà © brands in 1968, however, in 1987, it became Nestle Ghana Limited. Services and Products Nestlà © Ghana Limited has numerous well-known brands including; IDEAL Full Cream Evaporated Milk, CARNATION Filled Milk, Carnation Tea Creamer, MILO, CEREVITA Porridges, CERELAC Maize/Milk and CERELAC Wheat/Milk. Nestlà © Ghana also imports and distributes brands such as: NIDO Milk Powder, LACTOGEN Infant Formula, NAN Infant Formula and NESCAFE Soluble Coffee among others. Number of Employees Nestle Ghana Limited employs 1,000 people. Financial Information Nestle Ghana Limiteds turnover in 2008 was US$173,491 and net profits US$18,499. Market Share Nestlà © Ghana limited is ranked 437 in the Top 500 Companies in Africa 2009 and as one of the top ten companies in Ghana for 2009 (6th position overall and it is the only company in the food industry category on the list of top 10). Business Objective Though Nestlà ©s business objective is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for stakeholders, however, Nestle Ghana Limiteds aim to be the number one company not only in business terms and the highest profit making business but also the best employer, the most socially responsible citizen and ethically sound company. Ownership of Business Nestle Ghana Ltd owns 76% of the business with 24% belonging to the Ghana Government.   Benefits Offered and Relations with Government The numerous business and social activities undertaken by Nestlà © Ghana Ltd is hailed as a direct contribution to the Ghanaian economy. Aside aiming at maximising profit, they also undertake series is of activities which promote the growth of Ghanas workforce. For example, Nestle Ghana Ltd promotes medical students in health sciences, supports child education and social events as well as sports. These achievements have earned them a place by the Ghana Government who qualifies the company as a responsible citizen. Source: Jetro, I. ().  AGE (African Growing Enterprises) File.  Available: http://www.ide.go.jp/English/Data/Africa_file/Company/ghana04.html#anchor1. Last accessed 11th Oct 2012. 3.2.1 Research Strategy The use of Nestle Ghana as the only company being used for the study justifies the case study approach being adopted. As it has been argued by May (2001), the exploratory study helped to develop understanding and analysis of the issue under investigation. However, according to Gray (2004) research in real world could be carried following the qualitative, quantitative or a combination of two research methodologies. Robson (2003) and May (2001) explained that, the choice of methodology depended on the research question that were answered, the nature of organisation and also the respondents who were involved in the study. The study utilized the survey questionnaires to generate data from employees of Nestle Company and their understanding of how BSC could be applied in the organisation to enable it measure its performance. In the process of finalizing the questionnaire survey, informal discussions with those knowledgeable about BSC or measurement of organisational performance was carrie d out. The survey instrument used for this research was a carefully designed. 3.2.2 Research Design The data collection tools were designed in a way that could make it possible for the research objectives to be achieved. One of the ma

A Convenient Reality Essay -- Environmental Management Science

"Future generations may well have occasion to ask themselves, 'What were our parents thinking? Why didn't they wake up when they had a chance?'" (An Inconvenient Truth). Throughout the last fifteen years, this type of thought has led to a revolution within the United States. This revolution is not against the government, but against pollution and wastefulness. This upheaval of the green movement and decreasing non-renewable resources is producing a generation focus on expansion, recycling, and most importantly, energy production. Advertisements endorsing "going green" fill television, radio, and magazines showing products that will eventually make energy production start in the home. These advancements are numerous and are beginning to be reported at an astonishing rate. Even the military has begun to take measures, such as searching for alternative fuel sources, in an effort to reduce its ‘carbon-footprint’. From the 18th to the middle of the 19th century is commo nly referred to as The Industrial Revolution; the 20th to the 21st century will be potentially known as The Green Revolution. Advances in production methods will be one of the next big steps that industry takes. Although these methods will decrease emissions and lead to an entirely foreign type of society potentially unforeseen problems may arise. The global population is growing at an unprecedented rate and by the year 2050 the global population is expected to exceed twenty billion people, an almost 150 percent increase from today (â€Å"Global Population Projections†). Although a green technology will develop a less wasteful society, the jumps in population growth could diminish or completely reverse these gains. These conclusions are evident even today; â€Å"Al... ...ow. The ozone hole and the accumulation of greenhouse gasses will not be solved today but rather further down the road once we discover techniques to battle these problems. One-hundred years from now may look completely different from the aforementioned vision; however, it will undoubtedly reflect the green movement and decisions that are made over the next twenty years. Works Cited An Inconvenient Truth. Prod. Lawence bender, Scott Burns and Laurie David. Direc. Davis Guggenheim. Perf. Al Gore. DVD. Paramount Classics. 2006 Annex, Robert. â€Å"Stimulating Innovations in Green Technology.† American Behavioral Scientist. 44.2 (200): 188-212. Print. â€Å"Global Population Projections.† Web. 4 Oct 2010. Silberberg, Martin S. Chemistry: the Molecular Nature of Matter and Change. 5th ed. Boston: McGraw-Hill, 2009. Print.

Crystal Violet Formal Lab

Determination of Reaction Rate Law from the Reaction of Crystal Violet with Sodium Hydroxide ______________________________________________ Abstract: This experiment helps determine the rate of reaction of crystal violet while it reacts with sodium hydroxide with respect to crystal violet. The amount of sodium hydroxide is varied in this experiment while crystal violet is kept at a constant. The transmittance of crystal violet is observed and recorded using a colorimeter and the data obtained is used to plot graphs which are manipulated using LoggerPro software to produce the desired outcome; rate of reaction of crystal violet.Upon completion of the experiment it was seen that the rate of reaction of crystal violet turned out to be 1 which meant the reaction was first order with respect to crystal violet. This was deduced upon plotting the graph of ln Absorbance versus time of crystal violet and by drawing the line of best fit, which showed that the slope graph was 1 which is the rat e of reaction. This whole experiment was based upon the equation: Rate= k [CV+] [OH-], where k stands for the rate constant.Introduction: Kinetics, which is the study of how fast a reaction takes place or in other words the rate of a reaction, is the main ideology in this experiment. Reaction rates can be measured in a number of ways: by monitoring the amount of product formed, by measuring the loss in mass of reactants, for reactions involving gaseous products measuring the volume of gas produced, by electrolytic conductivity, pH measurement or for colored reactants or products measuring the transmittance by the use of a colorimeter.In this experiment the last method of measurement is used which is colorimetry. Colorimetry is a method of determining the kinetics of a reaction using a spectrometer which observes the amount of light that is absorbed or transmitted through a colored solution. As a reaction proceeds, the reactants either fades away or the product forms the color. By mo nitoring these changes the amount of product formed or reactant used up with respect to time can be monitored. The amount of light that is absorbed by a colored substance can be measured by calculating percentage absorbance or transmittance.A very helpful device known as colorimeter which is present in almost all equipped labs makes this quite simple to deduce. The machine displays the amount of light that passes through or absorbed by the substance. This instrument is based on the optics law or more commonly known as Beer-Lambert law, which is used in measuring the concentration of a solute in contrast to its absorbance. The colorimeter measures the wavelengths of different solutions as they vary. Distilled water is used as a reference in this experiment as it contains no colored elements and has a value of zero when inserted into the colorimeter.Crystal violet, a purple dye commonly used in inks or printers is reacted with sodium hydroxide, commonly known as caustic soda which is a powerful base. Sodium hydroxide is a colorless solution which when reacted with crystal violet causes it to lose its purple color and form a colorless product. The purpose of this experiment is to determine the order of the reaction with respect to crystal violet by using colorimetry. The amount of crystal violet is kept at a constant during the whole experiment while various amounts of sodium hydroxide, each of varying concentration are used.This method of determining rates is called the isolation method. Amount of reactant used with respect to time or the rate of reaction can be determined by plotting a graph of concentration versus time for the reactant if the reaction is first order. The slope is a measure of how much reactant is used per unit of time. As the concentration of reactant reduces in a chemical reaction, the slope is a negative value, hence by considering the absolute value of the slope, the rate of reaction of that reactant can be found for the reaction.If the rea ction was to be of second order, a graph of ln of concentration versus time would produce the rate of reaction by determining the slope like before. It must be noted that only the absolute value of the slope matters in this situation. Third order reactions have somewhat a similar story except they require a plot of 1/concentration versus time to determine rate of reaction. When all three graphs are plotted, the graph with the line of best fit, or the one in which all point seem to be on a straight line is the correct one for the reaction. This is easily drawn using the LoggerPro software.When all three graphs are drawn, the graph with the best fit line and lowest root mean square error, or the lowest deviation from the best fit line, is the graph to be used to determine reaction kinematics. This knowledge is acquired from the equations of the integrated rate laws which are explained in the textbook. The solutions are mixed in small amounts in cuvettes and inserted into the colorimet er, which reads the percentage transmittance during the time period. The colorimeter has an enclosed space for the cuvette to be inserted making sure light from other sources does not interfere with the reaction, hence providing accurate results.The rate of the reaction is determined by using the equation: Rate= k [CV+] [OH-], where k is the rate constant for the reaction. Materials: Solutions of crystal violet and sodium hydroxide were available in the laboratory which were previously prepared of concentrations 2. 00 E-5 and 2. 00 E-2 respectively. Deionized water was used in calibration while cuvettes were used to transfer substances into the colorimeter. Magnetic stirrers along with stir bars were used in mixing the reagents together which were transferred to the beaker via pipettes to ensure accurate results were produced.Methods: Three solutions were made to be put into the cuvttes. The first of them contained 20ml of crystal violet and 20ml of sodium hydroxide. The second had 20ml crystal violet along with 10ml of distilled water and 10ml of sodium hydroxide. The third solution contained 20ml crystal violet with 15ml distilled water and 5ml sodium hydroxide. The reagents were mixed well in beakers, each containing the different solutions and were stirred sufficiently on a magnetic stir plate. The colorimeter was calibrated with distilled water which set a reference value of zero making sure that all succeeding readings would be accurate.A small sample of the first solution was placed in a cuvette which was inserted into the colorimeter. Data collection started immediately and was recorded for 15 min, the whole duration of the cuvette in the colorimeter. The different values of transmittance were recorded and the data was plotted into a graph with the help of LoggerPro software. The same procedure was repeated for the second and third solution and thereby obtaining three different Absorbance versus time graphs for each. Care was taken at every step of thi s experiment to ensure that errors were minimized to the fullest.The colorimeter was calibrated every time before placing a new cuvette into it to make sure results were accurate. The dye was handled with care as it leaves stain marks on any surface it is spilled on. Goggles were worn throughout the experiment to keep the eyes from risk of exposure. Safety gloves were worn to handle all reagents as one of them, sodium hydroxide, is a strong base and has significant corrosive properties. The graphs obtained from the three solutions were then manipulated using the LoggerPro software which enables he application of various calculus functions to produce different graphs, all of which lead to determination of the order of the reaction. A line of best fit was applied to all three graphs and the slopes (m), absorbance value at 7min (a) and the root mean square error (RMSE) were recorded. The first graph was reopened and a new column of ln Absorbance was made, using this data, another plot of ln Absorbance versus time was created using LoggerPro. This was done again for the second and third solutions.The graph of Absorbance versus time for the first solution was opened again to produce a graph of 1/Absorbance versus time which was saved. All of these were made possible using LoggerPro. All of the graphs produced had a line of best fit through them which made it easy to determine slope and RMSE values for each of them along with absorbance values at 7 minutes, which is the half life of the reaction period or half the time for the data to be collected. All of the data collected from the graphs were tabulated and values were used in determining the reaction rate of the reaction.Results: Figure 1: Graph slowing relationship of Absorbance versus time for first solution Figure 2: Relationship of ln Absorbance versus time for first solution Figure 3: Plot of 1/Absorbance versus time for first solution Figure 4: ln Absorbance versus time plot for solution 2 Solution| Order(p) | ? RMSE? | 1| 0| 0. 01641| 1| 1| 0. 01129| 1| 2| 0. 3810| Table 1: RMSE values for the three graphs for solution 1 Solution| Order (p)| [OH-]0/M| Kps= -Slope(m)*| 1| 1| 10. E-3| 0. 09287| 2| 1| 5. 0E-3| 0. 1238| 3| 1| 2. 5E-3| 0. 01038| *(m= slope from plot of ln Absorbance versus time)Table 2: Slopes of the different ln Absorbance versus time for three graphs Figure 5: Plot of kps (slope) versus [OH-]0 Figure 6: Graph of ln kps versus ln [OH-]0 Solution| Order(p)| Slope (m)| Value at 7 min (a)| RMSE| ? RMSE/a? | 1| 0| -0. 02360| 0. 271| 0. 01641| 0. 0605| 1| 1| -0. 09287| 0. 271| 0. 01129| 0. 0416| 1| 2| 0. 40210| 0. 271| 0. 3810| 1. 405| 1| 1| -0. 09287| 0. 271| 0. 01129| 0. 0416| 2| 1| -0. 12380| 0. 134| 0. 01566| 0. 1169| 3| 1| -0. 010380| 0. 492| 0. 00693| 0. 0141| Table 3: Data obtained from all the graphs plottedIt was observed during the reaction that the color changed from purple to colorless at the end when taken out of the cuvette. Discussion: Table 1 shows the absolute (RMSE /a) values for the first solution. The RMSE values are obtained from the graphs produced from solution 1(graphs 1, 2 and 3). The graph with the least absolute RMSE/a value is the one with the best fit line with the greatest accuracy; hence the graph 2 or the plot of ln Absorbance versus time for solution 1 is the most accurate one as it has an absolute RMSE/a value of 0. 129. Thus it can be deduced from the table that the reaction is first order with respect to crystal violet. Since it is now known that the reaction is first order with respect to crystal violet, the functional relationship for p=1 is: ln Absorbance= [ln Absorbance]0- kpst; This equation is familiar since it is one of the integrated rate law equations as seen previously. First order reactions are determined if the plot of ln Absorbance versus time have a line of best fit which is accurate.Thus the equation above shows that the best fit line from the plot would equal to –kps. Therefore the kps values woul d be equal to negative of the slopes of ln Absorbance versus time graphs for all three solutions which is depicted in Table 2. To determine the order of reaction with respect to [OH-] some more calculations are required and more graphs are required to be plotted. The kps values obtained from Table 2 along with the [OH-]0 values aid in the plotting of another kps versus [OH-]0 graph. The graph that is obtained is shown in Figure 5.To double check the accuracy of the graph, a second graph of ln kps versus ln [OH-]0 is plotted which would be the graph if the reaction was to be of order 1 with respect to [OH-] which is depicted in Figure 6. When the two graphs are compared to each other and their slopes and RMSE values compared from the data collected in Table 3, it is seen that the reaction is actually in fact order 1. 5 which when rounded off to the nearest integer would be equal to 1. q= slope of plot of ln kps versus ln [OH-]0= 1. 581 as seen from Figure 6.The RMSE value is also a v ery low value which means that this value would be very accurate and hence the reaction would be first order with respect to sodium hydroxide. The discrepancy in the final value of q can be accounted for by transfer losses, when the reagents were being transferred from the pipette to the beaker; some of it remains in the pipette and causes the concentration to be a little lower than actually reported. It should also be noted that the same cuvette was not used throughout the experiment.Different cuvettes are made from different plastics from varying compositions which mean they have different permeability which doesn’t allow the same wavelengths of light to pass through all of them, thus the colorimeter reads differently which causes errors. The reaction starts off with a purple color as crystal violet is a purple solution and sodium hydroxide is colorless. As time elapses, the violet color starts to fade away and the solution becomes colorless as their product is a colorless aqueous solution.Conclusion: Thus the above experiment concludes that the reaction was first order with respect to crystal violet and also first order with respect to sodium hydroxide. The overall reaction order was 2 with respect to crystal violet and sodium hydroxide. The overall of the rate law for the reaction would be: Rate: k [CV+] [OH-]. To ensure results are more accurate in the future, a single cuvette should be used when carrying out the whole experiment and all of the reagents must be transferred efficiently without loses to and from the beaker to ensure 100% efficiency along with using proper safety equipment while handling chemicals.References: 1. Atkins, P. W. (1978). Physical chemistry. San Francisco: W. H. Freeman. 2. Allen, J. P. (2008). Biophysical chemistry. Malden, MA: Blackwell Pub. 3. Lindon, J. C. , Tranter, G. E. , & Holmes, J. L. (2000). Encyclopedia of spectroscopy and spectrometry. San Diego: Academic Press. Appendix: Solution 1: Order 0, ? RMSE/a? = 0. 01 641/0. 271= 0. 0605 Order 1, ? RMSE/a? = 0. 01129/0. 271= 0. 0416 Order 2, ? RMSE/a? =0. 3810/0. 217= 1. 4050 Solution 2, Order 1, ? RMSE/a? =0. 01566/0. 134= 0. 1169 Solution 3, Order 1, ? RMSE/a? = 0. 00693/0. 492= 0. 0141

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