Atmospheric Science Essay Example for Free

Atmospheric Science Essay The first being a localised wind shear event caused by rapid cooling and descent of a column of air, the second being the build-up of ice on an aircraft as it flies through certain conditions. Each weather condition is explained in detail, with emphasis on how and why it is dangerous in the context of aviation. Two aircraft crashes, each relating to one of the weather conditions, are analysed and the meteorological factors that led to the crash examined. The official National Transport Safety Board (NTSB) documents are used as a reference. 1. 0 Introduction Meteorological conditions have an obvious influence on aviation and can be extremely hazardous in certain situations. The experience or ability of a pilot can often become irrelevant if the aircraft gets caught in a one of the many dangerous weather phenomena known to cause aviation accidents. Thunderstorms, lightning, wind shear and icing were deemed responsible for downing 4927 general aviation aircraft between 1994-2003 in the USA alone (National Transportation Safety Board, 2004). This report will focus primarily on two weather phenomena; Microbursts (Wet/Dry) and Aircraft Icing. Each meteorological condition will be explained in detail and an example of an aviation accident relating to the two types of weather condition will be analysed. 2. 0 Microburst A microburst is a rapidly descending column of air generally caused by a temperature differential associated with rain clouds. Tetsuya Fujita, a leading weather expert, defines a microburst as ‘affecting an area less then 4km in diameter’, separating a microburst from the more common ‘wind shear’, which generally affects far larger areas. Cool air descends beneath cloud cover, accelerating towards the ground before spreading linearly outward, resulting in localised high wind speeds in a radial pattern, with damage converging on the point of initial contact with the ground (see Figure. 1). For airliners and smaller aircraft alike, microbursts pose a significant threat especially at take-off and landing. Sudden and drastic variance in vertical/horizontal wind speed due to microbursts has been attributed to at least 59 general aviation crashes in the period between 1994 and 2003 (NTSB, 2004). Figure 1: The rapidly moving cold air hits the ground and spreads out horizontally. These phenomena can last anywhere between a few seconds and several minutes. Sudden wind gusts of up to 270km/h have been recorded as a direct result of microbursts. A microburst develops in three distinct phases: 1. Downburst: A body of air underneath a cloud is cooled by precipitation or virga (rain that evaporates before hitting the ground) and begins to descend. This downdraft accelerates and eventually makes contact with the ground. 2. Outburst: Having hit the ground, the air spreads out horizontally, driven by the column of air descending behind it. 3. Cushion: The air that is in contact with the ground begins to slow due to friction while the air above continues to push down and accelerate outward. Microbursts can be further categorized into ‘wet’ and ‘dry’ varieties. A wet microburst is produced as a result of warm and humid air being suddenly cooled. Precipitation or hail cools the column of air through which it is falling, resulting in a downdraft and subsequent outburst of wet air. A wet microburst is partially driven by the downward frictional force of the falling precipitation and therefore relies on a high saturation level in order to form. These microbursts are generally easy to spot as strong shafts of precipitation can be seen hitting the ground and then spreading horizontally. Dry microbursts on the other hand are generally caused by virga underneath high level cumulus clouds with little to no surface precipitation. Moisture in and underneath these clouds cools an otherwise dry and warm column of air to a point where the temperature differential creates enough negative buoyancy to begin the downburst phase. Both wet and dry microbursts depend on mid-level moisture, the adiabatic lapse rate in the sub-cloud layer and relative humidity at ground level (Wakimoto, 985). These variables are complicated to model and forecast, making microbursts extremely difficult to predict. This poses a particular risk to aircraft at lower altitudes as dry microbursts can occur in Visual Meteorological Conditions (VMC) with little to no warning, resulting in loss of control due to sudden crosswind or severe increase/decrease in lift due to either headwind of tailwind (depending on direction of flight relative to the microburst). The smaller scale of microbursts translates to much steeper wind shear gradients and therefore a much more hazardous situation then standard wind shear. 2. 1 Crash Analysis (Dry Microburst) On 24th July 2005 a single-engine Beach N35 was destroyed shortly after take-off from Salt Lake City municipal airport, Utah. All three passengers on board at the time sustained fatal injuries as a result of the crash (NTSB Incident DEN05FA114, 2005). The aircraft was found to be approximately 50kg over normal operating weight, but still within maximum parameters. According to the NTSB investigation, both the pilot and the pilot-rated passenger had checked the local weather briefing from the flight services station, and believing there to be minimal risk, proceeded to attempt take-off. Witnesses in the area reported that the plane took off without incident but stalled during climb approximately 150ft above the ground. The plane then rolled sharply, lost altitude and impacted with terrain within the aerodrome boundary. Autopsy results from the passengers ruled out any edical cause for the crash and mechanical failure was ruled out based on witness reports and examination of the wreckage. At the time of the crash, the local weather briefing included a warning for high level thunderstorms in the area; however weather data confirmed the complete absence of precipitation and minimal wind until the time of the accident. The NTSB report states that conditions were extremely favourable for the formation of dry microbursts, and goes on to state the cra sh was likely caused by ‘a dry microburst from high level thunderstorms in the area’ (NTSB Probable Cause Report DEN05FA114, 2006). Although the conditions did not seem dangerous based on weather briefings and pilot judgement, an unexpected microburst occurred in the area of the aerodrome during take-off. This likely caused a sudden increase in tailwind, stalling the aircraft and resulting in loss of height and eventual collision with the ground (See Figure 2). There is very little the pilot could have done in this situation as there was no real warning of this event occurring. This crash is a prime example of the unpredictability and hazardous nature of microbursts. Figure 2: Impact of microburst on aircraft during take-off. (Cotton, W. R, 2010). 3. 0 Aircraft Icing Icing can be a major issue for aircraft of all sizes/types and according to the NTSB, resulted in 350 general aviation accidents between 1994-2003 (NTSB, 2004). Icing will only occur in specific meteorological conditions where the atmosphere contains droplets of supercooled liquid water which will instantly form ice crystals upon contact with an aircraft. The likelihood of icing is defined quantitatively by the average droplet size, Liquid Water Content (LWC) and local atmospheric temperature. This makes icing conditions fairly straightforward to forecast given adequate weather recording systems in the area. Most aircraft are not rated to fly in known icing conditions and local weather services are obligated to warn against flying into such situations. Icing can occur in a number of ways on an aircraft. The most common is structural icing, where ice crystals form on the exterior surfaces of the aircraft. This can cause a considerable decrease in performance as the ice adds weight and inhibits the flow of air over the wing. Severe icing can also restrict movement of control surfaces and cause a pilot to lose control. Icing can also affect engine performance through carburettor or inlet icing. Icing, accelerated by the venturi effect as humid air enters the air inlet, can impede airflow and restrict the mechanical workings within the carburettor (See Figure 3). Fuel-injected systems, although not directly susceptible to carburettor icing, can still suffer from air intake icing which can slow down or completely block airflow into the engine. This can have a negative impact on engine performance and eventually lead to loss of engine function. Figure 3: Build up of Icing in Induction System (Civil Aviation Authority, 2000) According to the Terry T. Lankford in his book ‘Aircraft Icing: A Pilot’s Guide’ (1999) there are several different types of icing that can occur on an aircraft, all of which have the potential to hamper sustained flight: * Clear Ice: Supercooled liquid droplets strike the aircraft and then slowly freeze into large ice formations that can protrude out from the aircraft. * Rime Ice: Supercooled liquid droplets strike the aircraft and freeze instantly into a thin layer of ice that coats the exterior of the aircraft. Runback Ice: Droplets strike the aircraft and collect in unprotected areas of the aircraft, forming solid areas of ice that can hamper the free movement of control surfaces. * SLD Ice: Super-cooled Large Droplet ice forms when above-average size droplets strike the aircraft and freeze in a similar way to Clear Ice. This icing can occur very quickly and form large ice crystal s anywhere on the aircraft. Icing can be avoided by simply not flying into the meteorological conditions known to produce ice. However, many aircraft manufacturers include anti-icing systems that can be used in-flight in the event of unexpected icing. External surfaces can be heated by routing engine gases through ducts in the structure of the aircraft or via electrical heating. Another method is the use of ‘deicing boots’. These consist of a sealed rubber membrane stretched over the leading edge of a wing, which can inflate pneumatically in flight and break the ice off the aircraft. A more drastic method in some larger aircraft is an anti-icing fluid distribution system, which delivers fluid directly to areas where icing is occurring via tubes and spray nozzles. Within the air inlet, exhaust gases are rerouted or carburettor heat applied to minimise icing. In many aircraft, an alternate air inlet is also available in the event of complete blockage. Extreme icing can contribute to the crash of an aircraft by reducing performance to the point where sustained flight becomes impossible. Structural or carburettor icing, or in some cases a combination of the two, is a dangerous situation for any pilot if the correct actions are not taken to avoid an accident. 3. 1 Crash Analysis (Icing) On 16th of February 2007 a twin-engine Cessna 340A crashed into a snowy mountainside 3nm South-Southeast of Council Bluffs Municipal Airport, Iowa. At the time of the crash Night Instrument Meteorological conditions prevailed in the area. The pilot and three passengers sustained fatal injuries as a result of the crash. NTSB records indicate that the pilot had obtained the local weather briefing, which stated the possibility of ‘moderate icing’ and ‘moderate turbulence’ in the area. This was confirmed by other pilots and witnesses, who had reported icing below 9000ft earlier in the day. The Current Icing Potential (CIP) for the area was recorded as being a ‘70% probability of severe icing between 9000ft and 3000ft’ (NTSB Probable Cause Report CHI07FA073). As such, the aircraft likely encountered severe icing and possibly wind shear on descent, resulting in loss of control and subsequent collision with the ground. The aircraft, a 1977 Cessna 340A, was equipped with inflatable deicing boots to prevent major icing on the leading edge of the wings. However, post-crash analysis of the wreckage reported that the system had either not been deployed or was not functioning correctly during the flight prior to the crash. In this case, the pilot failed to acknowledge the potential for icing and take the proper precautions in conditions that had been determined very likely to produce severe aircraft icing. The accident occurred at night in low visibility conditions, further hampering the pilot’s ability to safely land the aircraft. It is clear that icing is at least partially responsible for the accident, with icing on the external surfaces and air inlets likely contributing to the eventual crash. The accident occurred at night in low visibility conditions, further hampering the pilot’s ability to safely land the aircraft. The accident was probably avoidable if the weather warnings had been acknowledged and the planned rote revised to minimise the risk of icing. 4. 0 Conclusion Both of these meteorological conditions, as well as all other hazardous weather phenomena, can be extremely hazardous if weather warnings are ignored or proper actions taken to minimise risk while flying. In some cases these conditions cannot be accurately predicted, and the responsibility therefore falls onto the pilot to determine whether it is safe to fly in the area.

Cultural Difference between Mexicans and Americans Essays -- American

Cultural Difference between Mexicans and Americans While Texas leader Stephen Austin initially had no contempt toward Mexicans, the Anglo-American citizens in the area did. The American Texans of the 1800’s defined Mexicans as â€Å"a race alien to everything that Americans held dear† (De Leon 4). This sentiment would serve as the primary catalyst to the Texas secession from Mexico. When Austin began colonizing the area, he envisioned a place in which Anglo-Americans and Tejanos, Mexicans living in Texas, could live together. Eventually, though, the public opinions of North American settlers in the territory and in Washington would make him realize that the goal of unity between the two groups was impossible. There were many cultural bricks laid by Spaniards, English, Mexicans, and Americans, which built a wall of cultural difference between the Mexicans and Americans so massive that it would lead to war. The Spanish and the English laid the first bricks during the sixteenth century. The English viewed the Spanish as â€Å"heartless and genocidal† (De Leon 4). Ironically, the Spaniards’ cruelty to Indians in Latin America was the primary reason for the English’s characterization. The Spaniards devotion to the Roman Catholic Church made the chasm between the predominately Protestant English and the Spanish grow even wider. The Spaniards continued to lay more bricks through their domination and influence over the inhabitants of Mexico. The Catholic Church became Mexico’s â€Å"largest landowner and moneylender† (Cantrell 105). Today America prides itself on religious freedom; however, during the 1800’s America viewed any religion other than Protestant as a threat. The Anglo-Americans laid the largest set of bricks with their be... ...niversity: William P. Clements Center for Southwest Studies, 1958. 4.Crane, William Carey. Life and Select Literary Remains of Sam Houston. J.B. Lippincott & Co.: Philadelphia, PA, 1884. 5.Del Castillo, Griswold. The Treaty of Guadalupe Hidalgo. University of Oklahoma Press: Norman, OK and London, 1990. 6.De Leon, Arnoldo. They Call Them Greasers. Austin: University of Texas Press, 1983. 7.Hitsman, J. Mackay. â€Å"The Texan War of 1835-1836†. History Today. 1960 10 (2). 8.Lester, Charles Edwards. Life of Sam Houston. J.C. Derby: New York, 1885. 9.Long, Walter Ewing. Stephen F. Austin’s Legacies. Steck-Vaughn Co.: Austin, TX, 1970. 10.Stenberg, Richard R. â€Å"The Texas Schemes of Jackson and Houston, 1829-1836†. Social Science Quarterly. 1970 50(4). 11.Weber, David J. The Mexican Frontier, 1821-1846. Albuquerque: University of New Mexico Press, 1982.

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Though they worked together for a year, Peterson struggled to bridge the distance between Www and herself. Over lunch, Peterson praised Wow's efforts to broaden his professional skill set by attending weekend sales seminars and networking with colleagues to better understand the business. These efforts, she noted, surely contributed to his success in retaining his large, but only, client. Peterson then reminded Www of her concerns. â€Å"Fred, I'd Like to remind you that your primary focus should be on new business. It seems as If you re spending too much time managing your one client, and that's not your job. Peterson continued, â€Å"As Vive mentioned before, I'd like to be kept abreast of your development efforts, so I know when and if you need help from me, or someone else In the company. I expect you to summarize your efforts every few days on our online sales tool, like everyone else on the team. If you spent more time in the office, I'd have a better sense of your business. Plus, I'm confident you'd glean some helpful selling techniques from your colleagues. † Finally, Peterson questioned the value of the expensive add-on services Www had sold to his client so early In the relationship.Www assured Peterson that all revenue booked?including additional services? originated at his client's request. He emphasized that the networking heed done in the Chinese community was about to pay off: he expected to sign three major new clients In the coming quarter. Www then stated that, because he was about to become the most successful sales executive In the Plano office, he needed his own sales assistant to answer his phone and perform administrative tasks. Peterson hoped her face didn't register her dismay at Wow's request.Only the most senior salespeople at Accountancy, some of whom Juggled more than 30 accounts, had their own sales assistants. The rest of Accountancy's salespeople shared assistants. What was Www thinking? Solely as a basis for class discus sion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. Although based on real events and despite occasional references to actual companies, this case is fictitious and any resemblance to actual persons or entities is coincidental. Copyright 0 2013 President and Fellows of Harvard College.To order copies or request permission to produce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to http://www. Hobs. Harvard. Deed. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by Chugging You in Fall 2014 Engaging and Empowering People taught by Bobbie Ships Texas Christian University from September 2014 to October 2014. 913-560 | Wendy Peterson Accountancy: Background Accountancy was founded in 1988 by Will Gleason, a former accountant, and TravisH arriman, a software engineer. Gleason, a senior executive at a large national accounting firm, felt that many of the back-office accounting functions his firm provided to clients could be automated. Gleason envisioned, and Harriman built, a back-office accounting software product designed for what they felt was an undeserved market: small- and medium-sized businesses, especially those with ambitious growth targets. It was easy for businesses to adapt the Accountancy product as their needs changed or expanded, thanks to the modular design of the software and a comprehensive suite of add-on options.Gleason cultivated relationships with local investors and venture capitalists to gain exposure to possible clients. The founders believed that their competitive advantage would come not only from their superior software but also from their strong client relationships, a combination that companies making off-the-shelf accounting products or large accounting firms were unlikely to replicate. The founders also believed that a flat organizational structure and collegial culture would minimize office politics, strengthen employee morale, and heighten company performance.Soon their business model began to pay off. The product was â€Å"sticky': once businesses implemented the software (a one-time installation cost between $25,000 and $100,000 depending on the scope of desired services) and trained employees on its use, they were likely to renew their annual contracts. Accountants client renewal rate was 25% above the industry average, and most clients retained services for at least four years. In 2010, the firm earned nearly $100 million in revenues, and employed more than 400 employees in ten regional offices located in southern California, Arizona, New Mexico, and Texas.That same year, however, the proliferation of inexpensive, off-the- hell accounting software, combined with a faltering economy, drove down revenues; three of its regions. The founders retired and the new CEO was determined to reignite the company's growth. He replaced the vice presidents of sales in a number of offices with the company's most enterprising young sales directors. Each was given aggressive growth targets. If the revenue goals were met or exceeded, the new leaders and their sales teams would receive a substantial bonus.Wendy Peterson was one of the promoted employees. She was named vice president of sales for Accountants Plano, Texas, office. After consultation with her superior, one of four regional senior vice presidents of sales, she agreed to grow the revenues of her underperforming office by 40% in two years. Accountancy Sales Organization Salespeople (generally referred to as sales executives) invested a significant amount of time getting to know clients and their businesses before submitting an initial proposal and turning the account over to a dedicated service team.Once a member of the sales team signed or renewed a client contract, day-to-day responsibility f or product implementation and service transferred to an Accountancy account service am. Sales executives communicated with account service teams to keep abreast of implementation challenges and of potential add-on services that their clients might need. For new salespeople, the initial focus was outreach. Although some of the salespeople came from competitors, most came from sales or product management positions in other software or services Wendy Peterson | 913-560 companies.New salespeople were expected to mine and leverage their personal networks and to research, cold-call, and cultivate their own lists of local prospects. Unlike most of Accountants employees, who were salaried, annual compensation for sales employees (about 20% of the company's employees) included a base salary component (50% of annual compensation) and a commission component (50% of annual compensation). Escalating incentives existed for exceeding target revenue goals.If sales employees met or exceeded their an nual financial targets and stated professional development goals, they were eligible for base salary increases. Although the salespeople mostly operated independently of each other, there were regional sales employee received a flat bonus payment ($7,000 in 2010). Total insemination ranged from $100,000 for first-year salespeople to $1 for Accountants most experienced sales managers. Background Peterson Joined Accountancy after graduating at the top of her Ivy League university class in 2000 with a degree in economics.A tireless worker with a curious mind, she excelled as a Junior manager on a series of account service teams and earned stellar reviews from both clients and colleagues. By age 28, Peterson was managing account service teams herself. Said Peterson: After six years working on and managing client engagements, I was ready for a change; sales seemed a challenging, and potentially curative, opportunity. I was nervous, though, about fitting in with the sales organization; af ter all, I'd never worked in direct sales or closed new business.So I read books on varying sales strategies, attended weekend sales seminars, and requested to shadow two of the most successful sales directors (a small number of sales executives were promoted to the title of sales director to reflect their exceptional performance or tenure) in my office for the first month. Vive often been described as a â€Å"doer†?if I see a chance to help, I don't Just suggest an idea and wait for someone else to take charge. I like to do things myself. After Joining Accountants sales team it struck me that our senior sales staff benefited most from recurring revenue from our largest, longstanding customers.Their business was steady and required little effort. Junior-level sales executives like me, on the other hand, worked overtime to land new accounts and earned far less than experienced sales directors. As the pressure from management to drive new business increased, I spearheaded a vol unteer mentoring program between Junior and senior sales professionals. The more experienced professionals imparted sales and client management wisdom to their Junior counterparts, in return for â€Å"free† assistance on large accounts.Camaraderie spiked and, I think, an unexpected benefit was that focusing on new business again invigorated senior members of the sales team. I was one of the few sales employees who brought in lots of new business to Accountancy in 2008 despite the global financial crisis; soon after I was promoted to manage the Plano sales organization. To me, the Plano team I inherited seemed disengaged; I believed that changing the culture?by making my team closer and the office more collegial?would boost productivity and revenues. Under my direction, our performance improved, and the team exceeded 2010 targets for new business by 15%.

Analysis Of The Book The Rich Get Richer Essay

THE RICH GET RICHER MY STEPBROTHER’S BIG PLAN TANDRA ROBBINS COPYRIGHT Copyright  © 2015 All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review or scholarly journal. DISCLAIMER All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. FREE GIFT Kindle 5 Star Books Free Kindle 5 Star Book Club Membership Join Other Kindle 5 Star Members Who Are Getting Private Access To Weekly Free Kindle Book Promotions Get free Kindle books Stay connected: Join our Facebook group Follow Kindle 5 Star on Twitter Also, if you want to receive updates on Tandra’s new books, free promotions and Kindle countdown deals sign up to her New Release Mailing List. TABLE OF CONTENTS Prologue Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Epilogue More Books for Erotica Readers PROLOGUE â€Å"Do you understand the charges being brought against you, Miss Sanders?† â€Å"Yes, your honor,† I responded, trying my best to look completely innocent, yet incredibly enticing at the sameShow MoreRelatedAnalysis of The Rich Get Richer and the Poor Get Prison by Jeffrey H Reiman1506 Words   |  6 Pagesï » ¿Introduction The book The Rich Get Richer and the Poor Get Prison by Jeffrey H. 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