How to Build a Baking Soda Volcano Science Fair Project

The baking soda and vinegar volcano is the kitchen equivalent of a volcano. Obviously, its not  the real  thing, but its cool all the same! The baking soda volcano is also non-toxic, which adds to its appeal. It is a classic science project which can help kids learn about chemical reactions and what happens when a volcano erupts. This project takes about 30 minutes to complete. Did You Know? The cool red lava is the result of a chemical reaction between the baking soda and vinegar.In this reaction, carbon dioxide gas is produced, which is also present in real volcanoes.As the carbon dioxide gas is produced, pressure builds up inside the plastic bottle, until the gas bubbles (thanks to the detergent) out of the volcano. Volcano Science Project Materials 6 cups flour2 cups salt4 tablespoons cooking oilwarm waterplastic soda bottledishwashing detergentfood coloringvinegarbaking dish or another pan2 T baking soda Make the Chemical Volcano First, make the cone of the baking soda volcano. Mix 6 cups flour, 2 cups salt, 4 tablespoons cooking oil, and 2 cups of water. The resulting mixture should be smooth and firm (more water may be added if needed).Stand the soda bottle in the baking pan and mold the dough around it into a volcano shape. Dont cover the hole or drop dough into it.Fill the bottle most of the way full with warm water and a bit of red food color (can be done before sculpting if you dont take so long that the water gets cold).Add 6 drops of detergent to the bottle contents. The detergent helps trap the bubbles produced by the reaction so you get better lava.Add 2 tablespoons baking soda to the liquid.Slowly pour vinegar into the bottle. Watch out - eruption time! Experiment with the Volcano While its fine for a young investigator to explore a simple model volcano, youll want to add the scientific method if you want to make the volcano a better science project. Here are ideas for ways to experiment with a baking soda volcano: Make a prediction about what happens if you change the amount of baking soda or vinegar. Record and analyze the effect, if any.Can you think of ways to change the volcano to make the eruption go higher or last longer? This might involve changing the chemicals or the shape of the volcano. It helps to record numerical data, such as the volume of liquid, the height of the lava, or duration of the eruption.Does it affect your volcano if you use a different kind of chemical to color the volcano? You could use tempera paint powder. Try using tonic water instead of regular water to get a volcano that glows under black light.What happens if you substitute other acids instead of vinegar or other bases instead of baking soda? Examples of acids include lemon juice or ketchup. Examples of bases include laundry detergent and household ammonia. Use caution if you substitute chemicals because some mixtures can be dangerous and produce hazardous gasses. Dont experiment with bleach or bathroom cleane rs.Adding a bit of food coloring will result in red-orange lava! Orange seems to work the best. Add some red, yellow, and even purple, for a bright display.

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8th March, Friday 2013 A Study on Human Resource Management Practices in KSRM Steel Plant Limited. Md. Sazzad Bin Rashid Roll no: 296, 11th batch(9th) 2nd Semister, EMBA for Engineers,USTC. Abstract Human resource management practices are now considered as one of the key contributing factors to the success of an organization. The organizations are putting increased emphasis on the policies and practices of HRM to gain competitive advantage. Throughout the whole case study several HRM practices related to the supply chain department of Square Pharmaceuticals Ltd. are discussed. These HRM practices include human resource planning, recruitment,induction,training,performance,employee,development,compensation plan etc. This†¦show more content†¦If the department needs more people at any time of the year, it sends the requisition according to the same procedure to the human resource department. Recruitment and Selection Human resource recruitment is the practice or activity carried out by the organization with the primary purpose of identifying and attracting potential employees. Selection is the process by which companies decide who will or will not be allowed into organizations. Thus recruitment is the process of getting a pool of candidates for the organization who can meet the requirements of a specific job. After that selecting a person from those candidates is one of the toughest jobs for an organization. In todays competitive business world it is very difficult to survive without potential manpower. Successful recruitment and selection can be expensive and time-consuming. But unsuccessful recruitment and selection can be a cause of the death of a business. KSRM is one of the biggest employers in Bangladesh. Recruitment Objectives KSRM needs such people for the supply chain department who can meet the needs of the organization to maintain the core business activities. Thus it searches for such people who are capable of doing the procurements and also maintaining the relationship with the supplier as a representative of KSRM. Thus the objective of KSRM is to hire a dynamic and outstanding person in the supply chain managementShow MoreRelatedEssay on Pest Anaylsis Nordea1443 Words   |  6 PagesLegislation/law for information systems 2. Effectiveness of law v internet 3. Monopoly legislation 4. Trading from investors Economical 1. Economy of information systems in Scandinavia 2. Economical trends 3. Trade and industry 4. Competition of cost outside Europe Social 1. Wide demographic 2. Applying decent pricing to customer’s needs 3. Innovative idea to suite customer trends 4. Security Technical 1. Using different sites to their advantage 2. Challenges of integrated systems 3Read More7 Eleven Entry in Germany6402 Words   |  26 PagesGroningen Course: International Strategic Management By: Eveline M. 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The Far East business communication differs from European and American styles. Culture, religious traditions and unique Eastern values have a great impact on the personal style of negotiators and their behavior patterns. Different nations stress different aspects of the negotiations. We will write a custom essay sample on NCMMOD4CA or any similar topic only for you Order Now Some of them underline substantive issues directly related to the agreement while others stress relationships. Martin et al (1999) identify four main stages of negotiation process: â€Å"relationship building;  Ã‚   exchange of information, persuasion and compromise, and concessions and agreement†. At the beginning stage of negotiations, the unique issues of the Far East business communication are importance of detailed information about business partners, asking probing questions, importance of socializing and exchange of information. Asians prefer to spend time asking questions about financial, market, manufacturing, and personal issues relevant to the negotiation. Before the meeting, Asians spend time searching for infomation about the business partner and his business relations. â€Å"The Japanese admire people who are well informed, sincere, honest, and serious about their work† (Paik, Tung 1999). Socialization involves development of personal relations with business partner. In contrast to American businessmen, Asians logic is based on spiral or non-linear bases, holistic and cyclical approaches. â€Å"Asian managers tend to analyze issues in a more systemic, circular, and interactive way as compared with American managers who often examine issues based on linear causality† (Paik, Tung 1999). In contrast to Europeans and Americans, Asians do not use argumentation and persuasive reason during negotiations.   For Asians, time is â€Å"nonlinear, repetitive and associated with events†. For Americans, time is â€Å"monochronic, sequential, absolute and prompt† (Paik, Tung 1999). For Asian businessmen, working to a common goal is the most important feature of the negotiations. This means the development of a long-term relationship. Japanese conduct negotiation in a nonlinear manner and in a distinctive style. The difference is found in motivation and the purpose of negotiations. For Americans, signing of a contrast means the final stage of negotiations while for Asians signing of a contrast implies â€Å"the beginning of a long and productive relationship† (Paik, Tung 1999). At the final stage, Japanese businessmen are concerned with the end-results and relations rather than the length of negotiations. These variables shape the values and the behavior of Asian employees and enable researchers to explain differences in the way different countries conduct their business affairs. Also, â€Å"Asian managers find the constant rotation of people involved in the negotiation process as disruptive and confusing† (Paik, Tung 1999). In spite of great differences between American and the Far East styles, researchers prove that the personal style of Asian businessmen is a mixture of Europeans business norms and practices based on unique Eastern values and religion, psychological characteristics and cultural traditions. The Far East negotiator is patient and silent, introvert and tolerant, well-informed and friendly. He follows â€Å"an indirect and harmonious style†, oriented on the end results. Sometimes, his reasoning and argumentation seems illogic to Americans. They reflect emphasis on personal relations and strategic goals, importance of seniority and organizational hierarchy. For Asians, ‘listening’ attributes are the most important. â€Å"The primary persuasive tactics in the Japanese business negotiations appear to consist of volunteering of more information and the use of silence† (Martin et al 1999). Verbal communication is on the second place. Asians use both oral and written communication during negotiations. They can involve annual reports or press releases, provide a great deal of information about the type of project they want to launch. Oral communication helps to enhance task accomplishments; second, to make sense out of content; and third, to supply the bridge between parties. The first level involves cognitive meaning, which focuses on either/or choices. â€Å"Listening’ attributes take about 45 % of negotiations time while Verbal communication takes about 20%. Non-verbal communication involves handshaking and expression of emotions. During negotiations, many Asian businessmen use â€Å"extensive non-verbal means†. Europeans and Americans rely on empirical information, logical reasoning and argumentation (verbal communication) while Asians rely on sensitivity and intuition, non-verbal signs and facial expressions. For instance, â€Å"Nunchi refers to an ability to silently understand what the other party is thinking by reading non-verbal cues, a process similar to that used in a game of poker† (Paik, Tung 1999). The vast majority of nonverbal behaviors is intuitive and is based on normative rules. Except for behaviors such as good manners or etiquette, little formal training is provided for nonverbal communication. In Asian meetings, verbal communication is highly structured and is reinforced through an extensive formal and informal learning process. There is no clear-cut linguistic structure for nonverbal communication even though researchers have found some consistencies in how Asian people interpret nonverbal behaviors. It is possible to say that for Asians the process of negotiations is ceremony which helps to establish long-term relations and business partnership. In sum, national culture and culture of business relations have an influence on communication styles, interaction and behavior patterns of the Far East businessmen. The fundamental value is the dualistic existence innate within the Asian culture and a short-term view in many interventions. While mental representations certainly are not identical, particularly in cross-cultural interactions, message producers and receivers both add meaning to communicative exchanges. Spoken words of friendly greeting in another’s language might well be translated properly by interpreters, yet cross-cultural communicators will still need to know the cognitive meaning of a friendly smile in contrast to a lascivious one. An understanding of how representations are formed is first required in order to acquire the necessary cognitive tools to make sense of cross-cultural communicative exchanges in Asia. Works Cited 1.  Ã‚  Ã‚  Ã‚  Ã‚   Martin, D., Herbig, P. Howard, C., Borstorff, P. At the table: Observations on Japanese Negotiation style. American Business Review. West Haven: Jan 1999, 17 (1): 65-71. 2.  Ã‚   Paik, Y., Tung, R.L. Negotiating with East Asians: How to attain â€Å"win-win† outcomes. Management International review. Wiesbaden: Second Quarter 1999, 39 (2): 103-122. How to cite NCMMOD4CA, Essay examples