Gamma Ray Penetration Of Lead essays

Gamma Ray Penetration Of Lead essays The amount of radiation that occurs to the matter depends on two things: what radiation is used. what material is used for absorption. There are three types of radiation; they are Alpha, Beta and Gamma. Gamma radiation has two types of radiation, nuclear which is dangerous and electromagnetic which is not dangerous. Gamma rays are the opposite of alpha particles in a way. They penetrate a long way into materials without being stopped. This means they are weakly ionising because they bend to pass through rather than colliding with atoms. Eventually they hit something and do damage. The only thing that block Gamma rays is thick lead and concrete. In the experiment I will be using lead. In 1896 Henri Becquerel was investigating materials, which glow when placed in an x-ray beam. Curious to find out if strong sunlight caused uranium salt to glow. It was clear that uranium salts emit penetrating radiation, which can blacken photographic film. More interested in x-rays, Becquerel passed the challenge of further investigations on to one of his students, Marie Curie. Within a few years, Marie Curie discovered other elements such as thorium, which are radioactive. One of these elements, radium, was found to be over 1 million time more radioactive than uranium. Photographic film can be used to detect radiation. Radiation was first discovered by accident when Henri Becquerel left some uranium on some photographic plates, which became fogged by it. These days photographic film is useful way of detecting radiation. Workers in the nuclear industry or those using x-ray equipment such as dentists and radiographers wear little blue badges which have a little bit of photographic film in them. The film is checked every now and then to see if it has become fogged too quickly, which would mean the person was getting to much radiation. The nature of radioactive radiation. Alpha radiation was s...

7 talent mistakes that are destroying your bottom line

7 talent mistakes that are destroying your bottom line Recruiting and managing talent has become one of the hottest topics in this hiring market, both for boots on the ground recruiters and the executives who are tasked with strategizing and organizing. If you find you’re getting frustrated by the challenges and stresses of talent management, you’re certainly not alone- but it doesn’t have to be that way. Let’s look at some of the pitfalls you may be experiencing, and how they’re sabotaging your best efforts.1. Limiting diversity to the hiring processOnce you’ve found and hired a diverse team, that checks off the diversity success box, right? Not quite. Finding diverse talent is a great first step, but you need to keep up that momentum among employees, and not just new recruits. It’s important to keep considering how to manage diversity on an ongoing basis, well after the team is in place. Are team leads equipped to manage a diverse team? Are diverse team members supported, culturally, or are they expected to blend in with the homogenous corporate identity?Another key mistake in this area is thinking too narrowly about diversity, and not considering diversity beyond the obvious gender and ethnic differences. There’s also cognitive diversity, which essentially means embracing different thinkers, people who have leadership styles that may seem unorthodox to your company, or personality types that haven’t typically had broad representation at your company before. It’s about diversifying thought and perspective to maximize success, not just about diversifying the demographics.2. Prioritizing change for change’s sakeEveryone wants to be innovative. But are you pushing innovation initiatives at the expense of things that are already working and clicking well? Think of it like those New Year’s Day resolutions. In December, the status quo is happy and merry and full of sugary goodness. January 1, reality hits, and suddenly there are draconi an goals about fitness and diet as an immediate reaction. Try to see change management as a lifestyle change, not a crash diet. Make sure you’re taking stock of what’s working with your talent management, and change things up when it feels right- not because you feel like you should be shuffling things around just to keep up with the times.3. Letting disagreement derail projectsHaving everyone sign off on every project is†¦unlikely. The whole point of having diversity in perspective is making sure that all angles of a project are considered. But when it comes time for the leaders to commit, they need to ensure that naysayers are willing to commit to the project- even if they disagree with the methods. It’s not about making sure everyone comes around to a particular position, but rather that they’re willing to go along with the leader’s final assessment and plan.hbspt.cta.load(2785852, '9e52c197-5b5b-45e6-af34-d56403f973c5', {});And if there ar e serious fundamental disagreements, those have to be managed as well. Part of this can be done during the recruiting and hiring process, with interview questions designed around determining whether someone is a â€Å"my way or the highway† type of team member, or someone who is comfortable expressing differences, but also being willing to commit to a larger vision.4. Assuming that recruiting priorities and larger company strategy are the same thingThis one can get tricky. Ostensibly, you’re hiring people who will serve the company’s needs and strategies. But hiring is focused on the company’s immediate needs- putting someone in place who can manage the day-to-day right away. That might not always square with where you want the company to go in the next year, three years, ten years. Overcoming this potential gap means focusing on growth goals on both the employee and company levels.This means creating a culture where goals are not only encouraged, but tra cked and managed against the larger company strategy. It means working with people at all levels- executive, managerial, and employee- to create achievable, specific goals that align with the company’s strategic goals. This requires openness about the company’s goals, and a two-way feedback program so that employees aren’t setting their own goals in a vacuum. Studies have shown that employees who feel informed about and engaged in company goals are more satisfied and productive in their jobs.5. Allowing a disconnect between talent and cultureIf your company’s culture is very specific or static, you risk having training and recruiting efforts that aren’t aligned with the realities of working at the company. If employees are trained on processes that are in place just because they always have been in the past, then you’re essentially training them for the past. Talent is then conditioned toward aligning themselves with the status quo- not nece ssarily toward the kind of flexible thinking that could move things forward.This doesn’t mean you have to rewrite your company culture every time someone new comes along but think of the culture as a work in progress, with an emphasis on agility, change, and innovation in the service of the larger company goals. Make sure that your talent is being managed with an eye toward context, and make sure they understand the reasons why they’re being asked to do their jobs a certain way.6. Not focusing on short-term talent developmentWith so much recruiting and management effort focused on employees’ long-term goals, it can be easy to lose sight of the short-term goals that a) help them develop, and b) serve the company in the meantime. Instead of thinking only of the â€Å"five-year plan,† help employees see the â€Å"five-month plan,† and the steps they can take in the meantime.Giving employees opportunities to engage in your organization and join committ ees, make presentations, or lead projects can help short-term development and ensure that employees don’t feel stagnant in their roles- and start looking to take their talents elsewhere.7. Not relying on a core group of â€Å"company evangelists†When it comes down to handing down strategy or goals, don’t forget that your company has an infrastructure in place for supporting and communicating that vision throughout the company. Sometimes called the â€Å"top 100,† this group is typically the CEO, his or her direct reports, and the level of direct reports below that. These employees are familiar with both the company strategy and also what it means in the day-to-day for their teams, so lean on them to make sure that information is communicated and supported throughout the company network. Making sure that you have the support and engagement of this core group will help spread the word to all levels of the company, making it feel less like a royal edict and more like a collective project.None of these mistakes are fatal for a company, but making them can absolutely slow your progress toward your corporate goals. You want your talent management to be as efficient and painless as possible, so knowing and avoiding these common mistakes will definitely benefit you in both the short and the long run.