...SL Chemistry Name______________________________________________ IB Guide to Writing Lab Reports Standard and Higher Level Chemistry 2010-2011 Table of Contents page 1 Explanations, Clarifications, and Handy Hints page 2 - 13 IB Laboratory Evaluation Rubric page 14 - 15 Formal Lab Report Format page 16 Error Analysis Types of Experimental Errors page 17 Error Analysis: Some Key Ideas page 18 Precision and Accuracy in Measurements A Tale of Four Cylinders Assessment of Errors and Uncertainties in IB Lab Reports Explaining Terms and Concepts in Error Analysis page 19 - 20 page 21 Mathematics of Evaluating Accuracy and Precision page 26 - 27 Rejection of Data page 28 More Examples of Propagating Error page 29 - 31 page 22 - 25 Typical Instrumental Uncertainties page 32 Checklist for Writing IB Lab Reports page 33 - 34 Please read carefully and keep this handy reference for future use in writing exemplary lab reports. Page 1 IB Guide to Writing Laboratory Reports Explanations, Clarifications, and Handy Hints The nature of science is to investigate the world around you. An inquiring mind is essential to science. Experiments are designed by curious minds to gain insight into wonder-producing phenomena. Hopefully, this process of designing experiments, doing experiments, thinking about experimental results, and writing lab reports will tremendously benefit YOU! IB Chemistry is the challenge...
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...July 25, 1999 Chapter 2: Normative Accounting Theory The purpose of this chapter is to identify those characteristics of accounting information that are thought to make one system of accounting better than another. Since the material is based on eighty years of accounting research, by countless researchers, it is clearly neither possible nor desirable to review all the arguments, or even the main arguments, used by advocates of all the different competing accounting systems. For instance, it would be difficult to improve on Henderson and Peirson's [1983] 268-page thorough, balanced, well-documented portrayal of the evolutionary development of accounting thought from the "pre-theory period" (1494-1800), through the "general scientific theory period" (1800-1955), and the "general normative theory period" (1956-1970), to the "scientific theory period" (post-1970). The approach adopted for this chapter is therefore to aim for a concise summary of the products of normative accounting theory. The objective is to search for common ground wherever possible, without ignoring important differences. What is reported is intended to cover most of what is said to be "good", "useful", or "desirable" about accounting information. The four-step structure of this chapter is depicted in Figure 2.1 (next page). To begin with, a search of the literature identifies three main Objectives of Accounting. This list of objectives, which is presented and discussed in Section 2.1, is intended...
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...MANAGEMENT ACCOUNTING (1984-1994) – Development of New Practice & Theory Introduction Decade during 1984 – 1994, management accounting has a revolution in theory and practices that identified failings and obsolescence of existing cost and performance measurement systems Three major change in new theory & practices that influence management accounting practices: Activity Based Costing Management Operational Control Systems Performance Measurement: The Balanced Scorecard Activity Based Cost (ABC) Management Traditional cost allocation system that is identical to overhead allocation and direct costing were acknowledged to be obsolete. New cost system shifts the paradigm of how to allocate cost, to the paradigm of how to identify the cost flows from organizational spending to supply resources that create the capability to perform activities. New cost system is valuable for the following reasons: Enhance accuracy of manufacturing overhead cost analysis that influencing product design decisions Accurately assign the organizational cost throughout a company’s value chain to their underlying causes: products, customers, channels and organizational units. Trace resource expenses to the activities performed by the resources. The activity cost could then be traced to individual products, customers, and services as cost objects. Activity Based Cost (ABC) Management Breakthrough for ABC systems came from 2 theoretical developments: Hierarchy for Activity Cost Drivers...
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...Measurement and Measurement Error PHYS 1313 S06 Prof. T.E. Coan Version: 16 Jan ’06 Introduction Physics makes both general and detailed statements about the physical universe and these statements are organized in such a way that they provide a model or a kind of coherent picture about how and why the universe works the way it does. These sets of statements are called “theories” and are much more than a simple list of “facts and figures” like you might find in an almanac or a telephone book (even though almanacs and telephone books are quite useful). A good physics theory is far more interested in principles than simple “facts.” Noting that the moon appears regularly in the night sky is far less interesting than understanding why it does so. We have confidence that a particular physics theory is telling us something interesting about the physical universe because we are able to test quantitatively its predictions or statements about the universe. Indeed, all physics (and scientific) theories have this “put up or shut up” quality to them. For something to be called a physics “theory” in the first place, it must be falsifiable and therefore must make quantitative statements about the universe that can be then quantitatively tested. These tests are called “experiments.” The statement, “My girlfriend is the most charming woman in the world,” however true it may be, has no business being in a physics theory because it simply cannot be quantitatively...
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...Measurement in Accounting: What is the Scale? In the last few years the field of accounting has been the subject of a critical review,the intensity of which is increasing as time goes by. Somehow, both within and without the accounting profession, there is a feeling of dissatisfaction with the information generated by the accounting process. Such dissatisfaction is leading to questions about the fundamental bases of Accounting. The practitioner claims to identify,collect,measure,record,analyse and report financial data useful for a variety of purposes. Unfortunately, recent financial turmoil emanating from some of the uses applied to accounting reports is causing accountants and other stakeholders to question the foundations of accounting. Some ask questions like is Accounting a Science or Art? If it is a science, what is its foundation in Science? Are their theories guiding the focus of accounting scholars? Are these theories the result of empirical findings and observations? Are the findings the outcome of diligent and rigorous measurement of phenomena? Does accounting measure any phenomena? Is the accounting phenomena amenable to measurement? Inshort is Accounting a measurement Discipline? Scholars are therefore re-examining the foundations of accounting to determine its suitability as a Science. A Science Discipline is founded on theories which are prediction of phenomena. These predictions are possible because rigorous and precise measurements of phenomena is achieved...
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...1. What is the likely location of the Bearington Plant? What is your first impression about the work environment at the Bearington Plant? Do you perceive that the environment at the Bearington plant is like most manufacturing operations in companies? Explain. ①．Bearington Plant sits in a field, a big gray steel box without windows. Before the plant, and on the opposite side of the highway, there is a gravel road leading up a low hillside. It’s an access road to a substation about half a mile way. In addition, on the way to Bearington Plant each day, the author needs to pass another plant along the road, in front of which there is a paved parking lot—five acres of concrete with tufts of brown grass poking through the cracks. 2．Yes. Like Bearington Plant, most of manufacturing operations have a large number of machinery and equipment, and there will be one or more production managers leading their daily job. Simply the trucks bring the materials which the machines and people inside will use to make something. On the opposite side, more trucks are being filled with what they have produced. Sometimes product delivery could be delayed, and the plant is losing money. The division vice-president has to get managers together to discuss the problems from reports, and gives the order that the problem will be fixed in specific time. Then, the production manager and the staff need to follow the order and even do the overtime working to solve the problem. During problem solving the conflicts...
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...Business Performance Measurement At the Crossroads of Strategy, Decision-Making, Learning and Information Visualization February 2003 Vince Kellen CIO & Faculty,School of CTI DePaul University Chicago, IL U.S.A. http://www.depaul.edu Abstract Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control over the firm in ways that traditional accounting systems have not allowed. Several approaches, or frameworks, for building and managing BPM systems have evolved with the balanced scorecard as the dominant framework in use today. Despite the growing use of BPM systems in organizations of all kinds, significant problems cause firms to experience difficulty in implementing BPM systems. The problems range across a variety of topics: excessive diversity in the field of study, data quality and information system integration problems, lack of linkage to strategy, fundamental differences in how a strategy is formulated and executed in the firm, ill-defined metrics identification processes, high levels of change in BPM systems, analytical skills challenges, knowledge as a social and non-deterministic phenomenon, judgment and decision biases (from prospect theory literature) and organizational defenses that can undermine successful BPM systems use. To help address these problems, a set of critical...
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...Organizational Effectiveness ORG/581 Organizational Effectiveness The survival of an organization must have the ability to change with the environment. New generations and advanced technology continue to challenge organizations. To completely gain an understanding on the effectiveness of an organization, it is important to identify the three key metrics and provide an example for each. Next, a company will be selected for ineffectiveness and a description of practices that have contributed to the organizations ineffectiveness. The last metric is recognized for the beneficial purpose toward the effectiveness on the organization. Key Metrics and Examples "Because managers are responsible for utilizing organizational resources in a way that maximizes an organization’s ability to create value, it is important to understand how they evaluate organizational performance" (Jones, 2010, p. 15). The three key metrics for an effective organization are control, innovation, and efficiency. The first key metric is control which is defined as focusing on the customers, stakeholders, and internal and external resources of the organization. The second key metric is innovation which means the recreation or discovery of a new product. During the innovation of a new product, the organization must then look into developing new skills and processes for the employees. The third key metric is efficiency which means to stay on top of competitive products, gaining knowledge of new...
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...Scaling Study Scaling Study Understanding the complexities of developing a proper measurement process required a sample survey project. Analyzing the responses from the sample survey project “Financial Peace,” provided the information needed to assess the validity, reliability, and practicality of the survey. The most important factor in the development of a survey is the management question. This question is the predicament. Managers need answers to assist in resolving managerial problems or to provide guidance for a future trend. The sample survey stems from a management question, is there a market for financial peace management classes? Before examining the responses, the explanation of the survey development provides the foundation to the scaling study. What is measured? The development of the survey required understanding the difference between objects and properties. Variables studied in research are classified as an object or property. Objects include the concepts of ordinary experience, such as tangible items like furniture, laundry detergent, people, or automobiles (Cooper & Schindler, 2011, p. 272). The properties of the objects are the characteristics, if we asked questions concerning a piece of furniture than the description of the furniture, such as color, height, and designs are the characteristics. A survey depends on different concepts but the quality depends on what measures are selected and how they fit the circumstance (Borland Jr., 2001). In the...
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...Organizational effectiveness is a tool manager’s use to measure how effective they; and their organizations are at achieving outcomes and creating value. Organizational effectiveness can be very difficult to measure in an organization. Why? The answer is because organizations can be diverse and very large. Also one organization can have multiple goals and perform many activities at the same time. Managers must decide which indicators they want to measure in order to determine the effectiveness of their organization. There are three approaches managers can use in evaluating effectiveness. They are the external resource approach (Control); the internal systems approach (Innovation); and the technical approach (Efficiency). Each approach has something to offer but all focus on different parts of the organization. The external resource approach evaluates how much control the organization has over its external environment. Managers must look at indicators such as stock price, profitability, and returns on investments. These indicators are used by organizations to show them how well they perform in comparison to their competitors. In order to attract other customers managers gather information about their products and services through surveys and customer feedback to see how they measure up to the competition. Organizations also have stakeholders and the external resource approach can be used to measure the ability to influence stakeholder’s perceptions in its favor (Jones, 2007)...
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...uncertainties associated with them. The purpose of error analysis is to determine how such uncertainties influence the interpretation of the experimental results 1. Systematic Error - Results from consistent bias in observation (ie. Instrument-calibration error, natural errors or personal error). - Can be eliminated by pre-calibrating against a known, trusted standard. - Affects accuracy 2. Random Errors - Results from fluctuations in the readings of a measurement apparatus, experimenter's interpretation of the instrumental reading or randomly changing conditions (weather, humidity, etc.). - Can be reduced by averaging multiple measurements. - Unbiased - Affects precision Uncertainties in Measuring Devices General rule of thumb used to determine the uncertainty in a single measurement when using a scale or digital measuring device. 1. Uncertainty in a Scale Measuring Device is equal to the smallest increment divided by 2. 2. Uncertainty in a Digital Measuring Device is equal to the smallest increment. In general, any measurement can be stated in the following preferred form: The measured value is just an estimate and thus it cannot be more precise than the uncertainty of the device. (i.e. The number of decimal places for the measured value must match the number of decimal places for the uncertainty, and in multiples of the uncertainty)” Example: The smallest increment in a meter rule (scale measuring device) is 0.1 cm. Following the general rule of thumb to determine the...
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...Leadership Development Programme – can return on investment be measured? The literature I have chosen is on the topic of measuring or evaluating the return of investment from a Leadership development programme. Thee questions that I would have to consider around the LDP are: 1. Why does an organisation need a leadership development programme? 2. What is the current leadership style in the organisation? 3. How will the organisation measure the return on investment of the Leadership Development Programme? The literature which I reviewed is selected to focus on question 3 above. It looks at evaluating training such as leadership and a return on investment to a management leadership-development programme. So how can an organisation accurately define in monetary terms the benefits from implement a programme such as leadership development? The first piece of literature called ‘return-on-investment approach to a management leadership-development programme’ by Nur Naha Abu Mansor supports the argument that it is possible to calculate the return of investment of such a programme however, there are a number of key steps that should be put in place in order to do so. The research advises Human Resource Development specialist to ensure that: • The expectations of the training should be stated • the at the training programme is aligned with the organisational objectives • that sufficient time should be allocated in order to conduct an evaluation ...
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...literature to the values calculated through experiment to determine experimental uncertainty. Keeping all in mind our main objective is to design an experiment to reduce uncertainty. Background and Theory When a dense particle falls through a fluid of lesser density, the gravitational force F_g causing the particle to fall is opposed by a buoyancy force F_b and a drag force F_d as shown in figure 1. If the particle falls at a constant velocity the forces can be expressed as- F_g= F_d+F_b………(1) We know that gravitational force F_g is given by F_g=mg= ρ_s Vg =(1/6)nD^3 ρ_p g………(2) The buoyance force can be derived as the following with the Archimedes Principle taken onto account F_b=(1/6)nD^3 ρ_L g………(3) We can solve for drag force F_d by combining the values of F_(b )& F_g in equation (1), which gives us F_d=(1/6) nD^3 g(ρ_p- ρ_L )………(4) The drag force is a function of 4 independent variables F_d=f (D,V,ρ,μ) where V is the velocity and μ is dynamic Viscosity of the fluid. From Buckingham Pi Theorem we get the value of C_d, which is a dimensionless quantity known as drag coefficient. Drag coefficient is a function of Reynolds number and is given by C_d= F_d/(1/2 ρ_L V^2 π D^2/4)………(5) The Reynolds number is defined as Re= (ρ_L VD)/μ………(6) Figure 1 These measurements will be required to construct relationship between Absolute and Relative uncertainties. Experimental Procedures For this lab we are measuring the Coefficient of drag for three different liquids;...
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...Journal of Accounting and Economics 50 (2010) 344–401 Contents lists available at ScienceDirect Journal of Accounting and Economics journal homepage: www.elsevier.com/locate/jae Understanding earnings quality: A review of the proxies, their determinants and their consequences$ Patricia Dechow a, Weili Ge b, Catherine Schrand c,n a b c University of California, Berkeley, CA 94720, United States University of Washington, Seattle, WA 98195, United States University of Pennsylvania, Philadelphia, PA 19104, United States a r t i c l e i n f o abstract Available online 4 November 2010 Researchers have used various measures as indications of ‘‘earnings quality’’ including persistence, accruals, smoothness, timeliness, loss avoidance, investor responsiveness, and external indicators such as restatements and SEC enforcement releases. For each measure, we discuss causes of variation in the measure as well as consequences. We reach no single conclusion on what earnings quality is because ‘‘quality’’ is contingent on the decision context. We also point out that the ‘‘quality’’ of earnings is a function of the firm’s fundamental performance. The contribution of a firm’s fundamental performance to its earnings quality is suggested as one area for future work. & 2010 Elsevier B.V. All rights reserved. JEL classification: G31 M40 M41 Keywords: Earnings quality Earnings management Review Survey 1. Introduction Statement of Financial Accounting...
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...experimenter (p. 121). Therefore variables can “vary”; it is a tool in measuring the values and determination of quantity of datum for the conducted research. According to Calmorin et al. (2007) a variable is defined as a quantity susceptible of fluctuation or change in value or in magnitude under different conditions (p. 14). The term variable has the correspondent term variation, which means difference and relationship per se. In mathematics, variables are use for graphing, problem solving, statistical computations, algebraic expression, and various kinds of equations, different functions, relations and measurement to analyze and interpret certain data. It is the same with social research but those attributes apply and take different form, thus they can belong to different levels of measurement ("Variable and attribute," 2011). Variables operated or utilized as a tool of measurement is for throughput which leads to conclusion of the study. Based on Ariola (2006) the variable classified into two such as: The quantitative and qualitative variables, the quantitative variables can be measured like age, molar mass, temperature and other fundamental and derived units in different bodies of all known studies while the qualitative variables cannot be measured or cannot be expressed numerically like gender, civil status, stress, study habits and some other related mass nouns (p. 121 -122). In...
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