What Is the Freezing Point of Water

What is the freezing point of water or the melting point of water? Are the freezing point and melting point the same? Are there any factors that affect the freezing point of water? Heres a look at the answers to these common questions. The freezing point or melting point of water is the temperature at which water changes phase from a liquid to a solid or vice versa. The freezing point describes the liquid to solid transition while the melting point is the temperature at which water goes from a solid (ice) to liquid water. In theory, the two temperatures would be the same, but liquids can be supercooled beyond their freezing points so that they dont solidify until well below freezing point. Ordinarily, the freezing point of water and melting point is 0 Â °C or 32 Â °F. The temperature may be lower if supercooling occurs or if there are impurities present in the water which could cause freezing point depression to occur. Under certain conditions, water may remain a liquid as cold as -40 to -42Â °F! How can water remain a liquid so far below its usual freezing point? The answer is that water needs a seed crystal or other small particle (nucleus) on which to form crystals. While dust or impurities normally offer a nucleus, very pure water wont crystallize until the structure of liquid water molecules approaches that of solid ice.

The Limits of Science Essays - 3754 Words

Does science have any limits? Scientists say no. Philosophers are divided in their response. The humanities say that science is not humanitarian, and thus not metaphysically deep. In response, scientists and some philosophers contend that science is the best knowledge we have about the world. I argue that science is limited by its form. Science has no object that derives from the human form. Everything that is incomparable to the dimension of the human body is reducible to notions that are commensurable to that body. This phenomenologically clarifies some of the most important discoveries in contemporary science. The Special Theory of Relativity shows the dependence of space and time on the accounting system. Quantum mechanics displays†¦show more content†¦It seems clear, that Science will never reach an end. However, my answer is Yes. Science has a Limit and this limit is the scientific form, or the Form of Science. Form is limit as definiteness. All human artifacts, as defined functional structures (forms) have limits. They can not be unlimited except in the sense of an extensive unlimitedness of a multitude of uniform operations on uniform objects. Science as an artifact is limited in a deeper and more important sense. World is limited as a definitenes of Human form. This answer is developed more definitely in my book Limits of Science, published in Bulgaria. (1) This article is a short variant of my research. Man is a form of life. Every living form accomplishes an expansion against chaos; it combats spontaneous disintegration. Mans life world is put in order in accordance with his form and this order fulfills the expansion keeping the humans form (The First Order). Now, how is the scientific form established and why? Science is A Second Order. Empirical science is mankinds creation and it is based on the logos as an archetype of order. The logos is doxa, epistema and scientia-opinion, knowledge, science. 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I do agree withRead MoreEssay on Stem-Cell Research and the Media1614 Words   |  7 Pageshowever, would like to take a stand and contest Bushs decision to limit the stem cell research funding.   This paper presents two articles that examine Bushs decision in different wa ys; one looks at the consequences from the point of view of stem cell researchers, and the other presents an avenue for the Presidential administration to defend their decision, which happens to be contradictory to their claim to be concerned with the science behind stem cell research.   While the Janesville Gazette articleRead MoreUnit Examination on Math Essay1366 Words   |  6 Pagesfirst understand and grasp what the two areas of knowledge of mathematics and the natural sciences say they accomplish this goal. 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Island of the Sequined Love Nun Chapter 42~43 Free Essays

PART THREE Coconut Angel 42 Bedfellows Just before dawn, Tuck crawled through the bottom of the shower like a homesick cockroach, scuttled out of the bathroom under the mosquito netting and into bed. There were things to do, big things, important things, maybe even dangerous things, but he had no idea what they were and he was too tired and too drunk to figure them out now. He had tried, he had really tried to convince the Shark men that the doctor and his wife were doing horrible things to them, but the islanders always came back with the same answer: â€Å"It is what Vincent wants. We will write a custom essay sample on Island of the Sequined Love Nun Chapter 42~43 or any similar topic only for you Order Now Vincent will take care of us.† To hell with them, Tuck thought. Dumb bastards deserve what happens to them. He rolled over and pushed the coconut-headed dummy aside. The dummy pushed back. Tuck leaped out of bed, tripped in the mosquito netting, and scooted on his butt like a man backing away from a snake. And the dummy sat up. Tuck couldn’t see the face in the predawn light filtering into the bungalow, just a silhouette behind the mosquito netting, a shadow. And the shadow wore a captain’s hat. â€Å"Don’t think I don’t know what you’re thinking because I’ll give you six to five I do.† The accent was somewhere out of a Bowery Boys movie, and Tuck recognized the voice. He’d heard it in his head, he’d heard it in the voice of a talking bat, and he’d heard it twice from a young flyer. â€Å"You do?† â€Å"Yeah, you’re thinking, ‘Hey, I never wanted to find a guy in my bed, but if you got to find a guy in your bed, this is the guy I’d want it to be,’ right?† â€Å"That’s not what I was thinking.† â€Å"Then you shoulda taken odds, ya mook.† â€Å"Who are you?† The flyer threw back the mosquito netting and tossed something across the room. Tuck flinched as it landed with a thump on the floor next to him. â€Å"Pick it up.† Tuck could just see an object shining by his knee. He picked up what felt like a cigarette lighter. â€Å"Read what it says,† the shadow said. â€Å"I can’t. It’s dark.† Tuck could see the flyer shaking his head dolefully. â€Å"You know, I saw a guy in the war that got his head shot off about the hat line. Docs did some hammering on some stainless steel and riveted it on his noggin and saved his life, but the guy didn’t do nothing from that day forward but walk around in a circle yanking his hamster and singing just the ‘row’ part of ‘Row, Row, Row Your Boat.’ They had to tape oven mitts on him to keep him from rubbing himself raw. Now, I’m not saying that the guy didn’t know how to have a good time, but he wasn’t much for conversation, if you know what I mean.† â€Å"That was a beautiful story,† Tuck said. â€Å"Why?† â€Å"Because the steelhead hamster-pulling ‘row’ guy was a genius compared to you. Light the fuckin’ lighter, ya mook.† â€Å"Oh,† Tuck said and he flipped open the lighter and sparked it. By the firelight he could read the engraving: VINCENT BENNIDETTI, CAPTAIN U.S.A.F. Tuck looked back at the flyer, who was still caged in shadow, even though the rest of the room had started to lighten. â€Å"You’re Vincent?† The shadow gave a slight bow. â€Å"Not exactly in the flesh, but at your fuckin’ service.† â€Å"You’re Malink’s Vincent?† â€Å"The same. I gave the chief the original of that lighter.† â€Å"You could have just said so. You didn’t have to be so dramatic.† Tuck was glad he was a little drunk. He didn’t feel frightened. As strange as it all was, he felt safe. This guy – this thing, this spirit – had more or less saved his life at least twice, maybe three times. â€Å"I got responsibilities, kid, and so do you.† â€Å"Responsibilities?† Now Tuck was frightened. It was a conditioned response. â€Å"Yeah, so when you get up later today, don’t go storming into the doc’s office demanding the facts. Just go swimming. Cool off.† â€Å"Go swimming?† â€Å"Yeah, go to the far side of the reef and swim away from the direction of the village about five hundred yards. Keep an eye out for sharks outside of the reef.† â€Å"Why?† â€Å"A guy appears out of nowhere in the middle of the night saying all kinds of mystical shit and you ask why?† â€Å"Yeah. Why?† â€Å"Because I said so,† Vincent said. â€Å"My dad always said that. Are you the ghost of my dad?† The shade slapped his forehead. â€Å"Repeat after me – and don’t be getting any on you, now – one and two and three and ‘Row, row, row, row, row†¦'† He started to fade away with the chant. â€Å"Wait,† Tuck said. â€Å"I need to know more than that.† â€Å"Stay on the sly, kid. You don’t know as much as you think you do.† â€Å"But†¦Ã¢â‚¬  â€Å"You owe me.† Two armed ninjas followed Tuck to the water. He watched them, looking for signs of microwave poisoning from the radar blasts, but he wasn’t sure exactly what the signs would be. Would they plump noticeably, perhaps explode without fork holes to release the inner pressure? That would be cool. Maybe they’d fall asleep on the beach and wake up a hundred times larger, yearning to do battle with Godzilla while tiny people whose words didn’t match their mouth movements scrambled in the flaming rubble be-low? (It happened all the time in Japanese movies, didn’t it?) Too good for them. He pulled on his fins and bowed to them as he backed into the water. â€Å"May your nads shrivel like raisins,† he said with a smile. They bowed back, more out of reflex than respect. The far side of the reef and five hundred yards down: The ninjas were going to have a fit. He’d never gone to the ocean side of the reef. Inside was a warm clear aquamarine where you could always see the bottom and the fish seemed, if not friendly, at least not dan gerous. But the ocean side, past the surf, was a dark cobalt blue, as deep and liquid as a clear night sky. The colorful reef fish must look like M to the hunters of the deep blue, Tuck thought. The outer edge of the reef is the candy dish of monsters. He kicked slowly out to the reef, letting the light surge lift and drop him as he watched the multicolored links in the food chain dart around the bottom. A trigger fish, painted in tans and blues that seemed more at home in the desert, was crunching the legs off of a crab while smaller fish darted in to steal the floating crumbs. He pulled up and looked at the only visible break in the reef, a deep blue channel, and headed toward it. He’d have to go out to the ocean side and swim the five hundred yards there, otherwise the breaking surf would dash him against the coral when he tried to swim over the reef. He put his face in the water and kicked out of the channel until the bottom disappeared, then, once past the surf line, turned and swam parallel to the reef. It was like swimming in space at the edge of a canyon. He could see the reef sloping down a hundred and fifty feet to disappear into a blue blur. He tried to keep his bearing on the reef, let his eye bounce from coral fan to anemone to nudibranch to eel, like visual stepping-stones, because to his left there was no reference, nothing but empty blue, and when he looked there he felt like a child watching for a strange face at the window, so convinced and terrified it would come that any shape, any movement, any play of light becomes a horror. He saw a flash out the side of his mask and whipped around in time to see a harmless green parrot fish munching coral. He sucked a mouthful of water into his submerged snorkel and choked. He hovered in a dead man’s float for a full minute before he could breathe normally and start kicking his way up the reef again, this time resolved to faith. Whatever, whoever Vincent was, he had saved Tuck’s life, and he knew things. He wouldn’t have gone to the trouble to have Tuck eaten by barracudas. Tuck ticked off his stepping-stones, trying to gauge how far he had come. He would have to go out farther to see past the rising surf and use the shore as a reference, and besides, what was above the water’s surface was irrelevant. This was a foreign world, and he was an uninvited guest. Then another flash, but this time he fought the panic. Sunlight on something metal about thirty feet down the slope of the reef. Something waving in the surge near the flash. He rested a second, gathered his breath, and dove, swooping down to grab the object just as he recognized what it was: a set of military dog tags on a beaded metal chain. He shot to the surface and hovered as he caught his breath and read: SOMMERS, JAMES W. James Sommers was a Presbyterian, according to the dog tag. Somehow Tuck didn’t think that a thousand-yard swim was worth finding a pair of dog tags. But there was the swath of fabric still down there. Tuck hadn’t gotten a good look at it. He tucked the tags into the inside pocket of his trunks and dove again. He kicked down to the swath of cloth, holding his nose and blowing to equalize the pressure on his ears, even as the air in his lungs tried to pull him to the surface, away from his prize. It was some kind of printed cotton. He grasped at it and a piece came away in his hand. He pulled again, but the cloth was wedged into a crevice in the reef. He yanked and the cloth came away, revealing something white. Out of breath, he shot to the surface and examined the cloth. Flying piggies. Oh, good. He’d risked his life for Presbyterian dog tags and a flying piggies print. One more dive and he saw what it was that had wedged into the crevice: a human pelvic bone. Whatever else had been here had been carried away, but this bone had wedged and been picked clean. Someone wearing flying piggies boxers had become part of the food chain. The swim back to the channel seemed longer and slower, but this time Tuck forgot his fear of what might lurk behind the vasty blue. The real danger lay back on shore. And how does one, over dinner, proffer the opinion that one’s employers are murdering organ thieves? â€Å"Stay on the sly,† Vincent had said. And so far he seemed to know what he was talking about. 43 Boiling the Puppets â€Å"Oh, come in, Mr. Case. Sebastian is out on the lanai.† She wore a white raw silk pant suit, cut loose in the legs and low at the neck, a rope of pearls with matching earrings. Her hair was tied back with a white satin bow and she moved before him like the ghost of good housekeeping. â€Å"How do you feel about Pacific lobster?† â€Å"I like it,† Tuck said, looking for some sign from her that she knew that he knew. There was no acknowledgment of her appearance in his room last night or that she had any suspicion of him at all. Tuck said, â€Å"I feel like I’m taking advantage coming to dinner empty-handed. I ought to have you and the doc over to my place some evening.† â€Å"Oh, do you cook too, Mr. Case?† â€Å"A few things. My specialty is blackened Pez.† â€Å"A Cajun dish?† â€Å"I learned to make it in Texas, actually.† â€Å"A Tex-Mex specialty, then.† â€Å"Well, a fifth of tequila does make it taste a little better.† She laughed, a polite hostess laugh, and said, â€Å"Can I get you something to drink?† â€Å"You mean a drink or some liquid?† â€Å"I’m sorry. It does seem constraining, I’m sure, but you understand, you might have to fly.† She had a large glass of white wine on the counter where she had been working. Tuck looked at it and said, â€Å"But performing major surgery under the influence is no problem, right?† That was subtle, Tuck thought. Very smooth. I am a dead man. Her eyes narrowed, but the polite smile never left her lips. â€Å"Sebastian,† she called, â€Å"you’d better come in, dear. I think Mr. Case has something he wants to discuss with us.† Sebastian Curtis came through the french doors looking tall and dignified, his gray hair brushed back, his tan face striking against the gray. To Tuck he looked like any number of executives one might see at a yacht club, a retired male model perhaps, a Shakespearean actor finally finished with the young prince and lover roles, seasoned and ready to play Caesar, Lear, or more appropriately, Prospero, the banished wizard of The Tempest. Tuck, still in his borrowed clothes, baggy and rolled at the cuffs, felt like a beggar. He fought to hold on to his righteous indignation, which was an unfamiliar emotion to him anyway. Sebastian Curtis said, â€Å"Mr. Case. Nice to see you. Beth and I were just talking about how pleased we are with your work. I’m sure these impromptu flights are difficult.† â€Å"Mr. Case was just suggesting that we keep an eye on our alcohol consumption,† Beth Curtis said. â€Å"Just in case we might have to perform an emergency surgery.† The jovial manner dropped from the doctor like a veil. â€Å"And just what kind of surgery might you be referring to?† Tuck looked at the floor. He should have thought this through a little more. He fingered the dog tags in his pocket. The plan was to throw them on the table and demand an explanation. What had happened to the skel-eton, the owner of the tags? And for that matter, what would happen to Tucker Case if he threw this in their faces? Mary Jean used to say, â€Å"In ne-gotiations, always leave yourself a way out. You can always come back later.† Go slow, Tuck told himself. He said, â€Å"Doc, I’m concerned about the flights. I should know what we’re carrying in case we’re detained by the authorities. What’s in the cooler?† â€Å"But I told you, you’re carrying research samples.† â€Å"What kind of samples?† It was time to play a card. â€Å"I’m not flying again until I know.† Sebastian Curtis shot a glance at his wife, then looked back to Tucker. â€Å"Perhaps we should sit down and have a talk.† He pulled a chair out for Tucker. â€Å"Please.† Tuck sat. The doctor repeated the gesture for his wife and then sat down next to her, across the table from Tuck. â€Å"I’ve been on Alualu for twenty-eight years, Mr. Case.† â€Å"What does that have to do†¦?† Curtis held up a hand. â€Å"Hear me out. If you want answers, you have to take them in the context that I give them.† â€Å"Okay.† â€Å"My family didn’t have the money for medical school, so I took a scholarship from the Methodist Missions, on the condition that I work for them when I graduated and go where they sent me. They sent me here. I was full of myself and full of the Spirit of the Lord. I was going to bring God and healing to the heathens of the Pacific. There hadn’t been a Christian missionary on the island since World War II, and I was warned that there might be a residual Catholic influence, but the Methodists have liberal ideas about spreading the Word of God. A Methodist missionary works with the culture he finds. But I didn’t find a Catholic population here. What I found was a population that worshipped the memory of an American pilot and his bomber.† â€Å"A cargo cult,† Tuck said, hoping to move things along. â€Å"Then you know about them. Yes, a cargo cult. The strongest I’d ever heard of. Fortunately for me, it wasn’t based on the hatred of whites like the cargo cults in New Guinea. They loved Americans and everything that came from America. They took my medicine, the tools I brought, food, reading material, everything I offered them, except, of course, the Word of God. And I was good to them. The natives on this island are the health-iest in the Pacific. Partly because they are so isolated that communicable diseases don’t reach them, but I take some credit for it as well.† â€Å"So that’s why you don’t let them have any contact with the ship when it arrives?† â€Å"No, well, that is one of the reasons, but mainly I wanted to keep them away from the ship’s store.† â€Å"Why?† â€Å"Because the store offered them things that I couldn’t or wouldn’t give them, and the store only accepted money. Money was becoming an icon in their religion. I heard drums in the village one night and went into the village to find all the women crouched around a fire holding wooden bowls with a few coins in the bottom. They were oiled and waving their heads as if in a trance, and as the drummers played, the men, wearing masks fashioned to look like the faces on American currency, moved around be-hind the women, copulating with them and chanting. It was a fertility ce-remony to make the money in the bowls multiply so they could buy things from the ship’s store.† â€Å"Well, it does sound better than getting a job,† Tuck said. Curtis didn’t see the humor. â€Å"By forbidding them to have contact with the ship, I thought I could kill the cargo cult, but it didn’t work. I would talk of Jesus, and the miracles that he performed, and how he would save them, and they would ask me if I had seen him. Because they had seen their savior. Their pilot had saved them from the Japanese. Jesus had just told them that they had to give up their customs and taboos. Christianity couldn’t compete. But I still tried. I gave them the best care I could. But after five years, the Methodist Missions sent a group of officials to check on my progress. They cut my funding and wanted to send me home, but I decided to stay and try to do the best I could without their support.† â€Å"He was afraid to leave,† Beth Curtis said. Sebastian Curtis looked as if he was going to strike his wife. â€Å"That’s not true, Beth.† â€Å"Sure it is. You hadn’t been off this island in years. You forgot how to live with real people.† â€Å"They are real people.† As amusing as it was to watch the perfect couple illusion go up in flames before his eyes, Tuck put out the fire. â€Å"A Learjet and millions in electronics. Looks like you did pretty good with no funding, Doc.† â€Å"I’m sorry.† And he looked as if he was. â€Å"I tried to make it on what the islanders could raise by selling copra, but it wasn’t enough. I lost one of my patients, a little boy, because I didn’t have the funds to fly him to a hospital that could give him the care he needed. I tried harder to convert the natives, thinking I might get another mission to sponsor us, but how can you compete with a Messiah people have actually spoken to?† Tuck didn’t answer. Having spoken to the â€Å"Messiah† himself, he was convinced already. Sebastian Curtis drained his glass of wine and continued. â€Å"I sent letters to churches, foundations, and corporations all over the world. Then one day a plane landed out on the airstrip and some Japanese businessmen got out. They wouldn’t fund the clinic out of charity, but if I could get every able-bodied islander to give blood every two weeks, then they would help. And every two weeks the plane came and picked up three hundred pints of blood. I got twenty-five American dollars for every pint.† â€Å"How’d you talk the natives into it? I’ve given blood. It’s not that pleasant.† â€Å"They were coming on a plane, remember? Airplanes are a big part of these people’s religion.† â€Å"If you can’t beat ’em, join ’em, huh?† â€Å"They always brought something on the plane for the natives. Rice, machetes, cooking pots. I got all the medicines I needed and I was able to get the materials to build most of this compound.† Beth Curtis stood up. â€Å"Oh, as much as I love hearing this story, I think we should eat. Excuse me.† She went to the kitchen area, where a large pot was boiling on the stove, reached into a wooden crate on the floor, and came up with a large live lobster in each hand. The giant sea bugs waved their legs and antennae around looking for purchase. Beth Curtis held them over the pot, puppeting them. â€Å"Oh, Steve, you got us a room with a hot tub. How wonderful,† she made the left lobster say. â€Å"Yes, I’m very romantic,† she said in a deeper voice, bouncing the bug with the words. â€Å"Let’s go in now. I’m a little tense.† â€Å"Oh, you’re wonderful.† Then she dropped the lobsters into the boiling water. A high-pitched squeal came from the pot and Beth Curtis went to the crate for another victim. â€Å"Beth, please,† the doctor said. â€Å"I’m just trying to lighten things up a little, ‘Bastian. Be still.† She held the second lobster over the pot, then looked at Tucker as she began her narration. â€Å"This is the crazed doctor talking. There’s always a crazed megalomaniacal doctor. It’s traditional.† Sebastian Curtis stood up. â€Å"Stop it, Beth!† She affected a German accent. â€Å"You see, Mr. Bond, a man spends too much time on an island alone, he changes. He loses his faith. He begins to think of ways to improve his lot. My associates in Japan came to me with a proposal. They would send me to a seminar in San Francisco to brush up on organ transplant surgery. I would no longer be selling blood for pocket change. They would send me specific orders for kidneys, and I could deliver them within hours for a cool half-million apiece. A dying man will pay a lot for a healthy kidney. In San Francisco I met a woman, a beautiful wo-man.† Beth came out of character for a moment, grinned, and bowed quickly, then went back to terrorizing the lobster. â€Å"I brought her here, and it was she who devised the plan to get the natives to comply with having their organs removed. Not only beautiful, but a genius as well, and she had a degree as a surgical nurse. She used her abundant charms on the natives† – she held the lobster where it could have a good view of her cleavage – â€Å"and the savages were more than happy to donate a kidney. Meanwhile, I have become rich beyond my wildest dreams, and as for you, Mr. Bond, now it’s time for you to die.† She dropped the lobster into the pot and began to shake with a diabolical laugh. She stopped laughing abruptly and said, â€Å"They should be ready in about ten minutes. Salad, Mr. Case?† Tuck couldn’t think. Somewhere in that little puppet show of the damned was a confession to cutting out people’s organs and selling them like so much meat, and the doctor’s wife not only didn’t seem to have any regrets about it, she was absolutely gleeful. Sebastian Curtis, on the other hand, had his head down on the table, and when he did look up, he couldn’t make eye contact with Tuck. A minute passed in uncomfortable silence. Beth Curtis seemed to be waiting for someone to shout â€Å"Encore!† while the good doctor gathered his wits. â€Å"What I’d like you to understand, Mr. Case, is that I – we – couldn’t have taken care of these people without the funds we’ve received for what we do. They would have no modern medical care at all.† Tuck was thinking again, trying to measure what he could say and what he wasn’t willing to reveal. He couldn’t let them know that he knew any-thing at all about the Shark People, and, as Vincent had implied, he’d better find out more before he threw down the dog tags and Pardee’s notebook. The doc was obviously stretched pretty tight by the situation, and Mrs. Curtis – well, Mrs. Curtis was just fucking scary. Play it chilly. They’d brought him here because they thought he was as twisted as they were. No sense in ruining his image. â€Å"I understand.† Tuck said. â€Å"I wish you’d been a little more up front about it, but I think I get all the secrecy now. But what I want to know is: Why can’t I drink if you guys do? I mean, if you guys can perform major surgery when you’re half in the bag, then I can fly a plane.† Beth said, â€Å"We wanted to help you with your substance abuse problem. We thought that if you weren’t exposed to other drinkers that you’d relapse when you went back home.† â€Å"Very thoughtful of you,† Tuck said. â€Å"But when exactly am I supposed to go home?† â€Å"When we’re finished,† she said. The doctor nodded. â€Å"Yes, we were going to tell you, but we wanted you to become used to the routine. We wanted to see if you could handle the job first. We’re going to do the operations until we have a hundred million, then we will invest it on behalf of the islanders. The proceeds will assure we can continue our work and that the Shark People will be taken care of as long as they are here.† Tuck laughed. â€Å"Right. You’re not taking anything for yourself. This is all a mercy mission.† â€Å"No, we may leave, but there’ll be enough to keep someone running this clinic and shipping in food and supplies forever. And then there’s your bonus.† â€Å"Go,† Tuck said. â€Å"Go ahead.† â€Å"The plane.† Tuck raised an eyebrow. â€Å"The plane?† â€Å"If you stay until we finish our work, we will sign the plane over to you, plus your salary and any other bonuses you’ve accumulated. You can go anywhere in the world you want, start a charter business if you want, or just sell it and live comfortably for the rest of your life.† Tuck shook his head. Of all the weirdness that had gone on so far, this seemed like the weirdest, if only because the doctor seemed so earnest. It might have had something to do with the fact that it was one of those things that a guy hopes all his life he is going to hear, but convinces himself that it’s never going to happen. These people were going to give him his own Learjet. He didn’t want to do it, he fought not to do it, he strained, but nevertheless, Tuck couldn’t stop himself from asking. â€Å"Why?† â€Å"Because we can’t do it without you, and this is something that you can’t get any other way. And because we’d rather keep you than have to find another pilot and lose the time.† â€Å"What if I say no?† â€Å"Then, you understand, we’d have to ask you to leave and you would keep the money that you’ve already earned.† â€Å"And I can just go?† â€Å"Of course. As you know, you are not our first pilot. He decided to move on. But then again, we didn’t make him this offer.† â€Å"What was your first pilot’s name?† The doctor shot a look at his wife. She said, â€Å"Giordano, he was Italian. Why?† â€Å"The aviation community is pretty small. I thought I might know him.† â€Å"Do you?† she said and there was too much sincerity in the question for Tuck to believe that she didn’t know the answer. â€Å"No.† Sebastian Curtis cleared his throat and forced a smile. â€Å"So what do you think? How would you like to own your own Learjet, Mr. Case?† Tuck sat staring at the open wine bottle, measuring what he could say, what answer they not only wanted to hear, but had to hear if he was going to leave the island alive. He extended his hand for the doctor to shake. â€Å"I think you’ve got yourself a pilot. Let’s drink to the deal.† An electronic bell trilled from the bedroom and the doctor and his wife exchanged glances. â€Å"I’ll take care of it,† Beth Curtis said. She stood and put her napkin on the table. â€Å"Excuse me, Mr. Case, but we have a patient in the clinic who requires my attention.† Then the whiplash mood swing from officious to acid. â€Å"She presses that buzzer so much you’d think it was attached to her clit.† Sebastian Curtis looked at Tuck and shrugged apologetically. How to cite Island of the Sequined Love Nun Chapter 42~43, Essay examples

Racial Prejudice And White Privilege Essay Example For Students

Racial Prejudice And White Privilege Essay Racism is still after 200 years one of the most dominant political/social issues of our time. The case of the white mother who had given birth to a half black baby as a result of a sperm bank mix-up really highlights the topics of racism and white privilege in the United States. The white mother has filed a lawsuit for damages for emotional distress against the sperm bank. There are several points to address: the white mother treating her black child different, the social and cultural surroundings that in part that are racist, and the validity of her law suit. White privilege is a result of the cultural/social background of the United States as well as the subtle racism that’s still exists. This case says a lot about the cultural background in the United States in relation to white privilege. I would argue that this case isn’t a problem of a racist couple, but rather a racial and intolerant society. The mother’s main concerns stem from the society and cultural pressure. Her fears of her parents judging the baby, the â€Å"black hair cut† Clifton (2014), and the white school are all valid concerns. She has the concerns of what a black mother would normally have. My problem with this statement is it generalizes once again. Racism and stereotypes are intertwined. By generalizing what all black mothers go through, it is using stereotypes to justify arguments. The child’s black hair cut situation really stuck in my head. The expectation of how a black girl should have her hair done is insane to me. According to Clifton (2014) â€Å"As just one example, getting a young daughter’s hair cut is not particularly stressful for most mothers, but to Jennifer it is not a routine matter because Payton has the typical hair of a African American Girl.†. . . weightless knapsack of special provisions, maps, passports, codebooks, visas, clothes, tools and black checks.† White privilege, racism, and cultural stereotypes are complex topics that ultimately are interconnected. As a result of the interconnection and its deep roots in American culture, ultimately it will take a countrywide effort to confront these issues. The racially intolerant societies in America, as well as the double-edged sword of white privilege, and the subtle racism that is all too common all have an impact on American people. The case of the women having a mixed baby is not the problem, the problem is the black hair cut style or the example of black children being sent to the office for less serious offenses then their white counterparts. In conclusion, I believe that white privilege exists because of cultural stereotyping as well as subtle racism.

Japanese Corporate Culture

Introduction Corporate culture is defined as rules, values, beliefs, and norms, which are shared by all stakeholders of the firm. Norms influence the individual’s preferences and behaviour in the organisation. Culture is present in every organisation and it develops as company grows (Sarra and Nakaghigashi 319). It determines the conduct of workers in an organisation coupled with how a firm conducts its business.Advertising We will write a custom essay sample on Japanese Corporate Culture specifically for you for only $16.05 $11/page Learn More Numerous researches on corporate culture have been carried out and the findings indicate that the nature of corporate culture can influence business’ performance either positively or negatively (Kubo and Saka 271). Experts have proposed certain factors that a corporate culture should embody in order to improve economic performance of the company. A good corporate culture should be based on the needs of all stakeholders, employees, customers, and investors (Batyko 17). The culture should be tested for its fitness in the business environment in addition to being flexible to accommodate changes. Flexibility of corporate culture is significant as the business environment keeps on changing and such changes should be reflected in the culture if a company has to flourish in a competitive market (Rashid, Sambasivan, and Johari 727). Corporate culture becomes obsolete with time, and thus it should be revised regularly. A corporate culture might lead to success of a business for a given period after which diminishing results are observed. Research indicates that a strong corporate culture, which is compatible with the business environment, will lead to increased profits for the firm (Lund 219). Corporate culture is thus an important aspect of business and it cannot be ignored in the contemporary business world. The Japanese corporate culture is based on the values that were laid down by Konosuke Matsushita – one of the most famous ancient entrepreneurs in Japan (Batyko 18). The entrepreneur identified customers and employees’ needs as the major components of corporate culture. However, corporate culture should be consistent with the environment within which the business operates. The entrepreneur also emphasised on the need for good relationship among employees, as well as their inclusion in major decision-making process. This essay will analyse the nature of corporate culture in Japan, identify its strengths and weaknesses, and determine whether it helps or hinders companies’ performance.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In this paper, the corporate culture in Japan will be analysed thoroughly and a conclusion will be made on whether it promotes the success of companies in the country. Analysing the corporate culture in Japan, the essay will classify the companies into two: the large and small companies General overview of the Japanese corporate culture The Japanese culture of management stands out clearly in large corporations. Management is obliged to create a culture that supports the inclusion of workers in every undertaking (Rashid, Sambasivan, and Johari 726). The aim of inclusions of employees in every undertaking is to maintain a culture of harmony among the stakeholders of the company. The management of the companies are expected to treat their workers with due respect and provide the best incentives to ensure that employees remain committed to delivering quality services. Most companies in Japan are focused on attaining the best quality of products to satisfy the needs of the customers. In a bid to achieve this goal, they recruit the best employees and offer them competitive salaries to maintain them and win their loyalty. In additional to inclusion of workers in the decision-making process, proper commu nication is embraced. Any problem arising in the course of carrying out business is resolved immediately (Cooper-Chen and Tanaka 98). Communication between workers and the management is maintained all the year round and is characterised by frequent feedbacks. For a corporate culture to be effective, the employees’ needs should be addressed. Communication creates a venue through which employees can air their grievances to the management. Communication further creates a good relationship between the managers and employees, which is essential if the company is to achieve its goals. The customers’ needs should be considered when formulating a corporate culture. Customers require high quality goods, which retail at reasonable prices. In other words, customers will remain loyal to firms that give value to their money.Advertising We will write a custom essay sample on Japanese Corporate Culture specifically for you for only $16.05 $11/page Learn Mo re Employees’ incentives and work environment The employees’ working conditions in Japanese companies heavily depend on the size and nature of the firm (Lee and Yu 357). Employees in large companies enjoy better working conditions than those working in smaller ones. The large companies are more efficient than the small ones due to the motivation created through the provision of favourable working conditions to workers (Rashid, Sambasivan, and Johari 725). Employees work for more hours in large companies than in small companies. This aspect means that the output in large companies is higher than in small companies. In addition to the basic salary, workers are compensated for the overtime hours worked (Kubo and Saka 266). This aspect creates a further incentive for workers in large companies to work for additional hours to earn extra income. In the process of devoting more time to work, the output increases, thus leading to extra profits for the companies. Statistics s how that the working hours in large and medium sized companies in Japan are more than 12 hours a day (Sarra and Nakaghigashi 329). Some employees are in support of the long working hours, while others are reluctant to embrace it. Those opposing the long working hour-schemes assert that subjecting workers to long working hours is tantamount to exploitation, and it is against the workers’ rights (Lund 219). Some scholars claim that companies will initially receive brilliant results for the additional time devoted by workers in the short run, but it will have diminishing results in the end due to fatigue (Batyko 19). Companies offer incentives for workers seeking for permanent jobs by availing higher salaries to the permanent employees as compared to casual labourers. Many employees will thus sign agreements for permanent jobs with the companies. The corporate culture in Japan’s large companies tends to exhibit certain similarities. The Japanese job market is based on the â€Å"simultaneous recruitment† and â€Å"lifetime employment† models. Most large companies in the country subject their employees to long working hours in a bid to improve performance (Kubo and Saka 270).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the other hand, the employees enjoy numerous employment benefits from the companies in order to remain motivated. Job security is guaranteed under the lifetime employment model and an employee may only leave the company at his or her own discretion. Job placement is based on skills and educational background and only the best employees are selected to occupy vacant positions (Rashid, Sambasivan, and Johari 728). Each employee has the responsibility of working industriously and demonstrate loyalty to the employer. The companies have an appealing incentive scheme for employees and graduates. Firstly, the companies pay their employees competitive salaries coupled with giving job security guarantee. Additional benefits that accrue from employment include housing benefits, life insurance, bonuses, pensions, and recreational facilities among others (Cooper-Chen and Tanaka 104). Secondly, the best workers receive promotions, which come with increased salaries and additional benefits. Th e benefits given to workers ensure that companies retain the best workers, thus increasing efficiency, which results in greater profits and increased chances of success. Bonuses are also afforded twice per year, viz. in the mid-year and at the end of the year. The culture of subjecting workers to long working hours came into existence in the 1920s when it was noted that human labour is an important factor of production in large companies (Batyko 12). However, the scheme has faced opposition from labour unions, thus forcing the companies to reduce the working hours for their employees. Corporate culture in small firms differs greatly from that of large firms. In smaller companies, new employees are recruited as unskilled workers and put under a senior skilled supervisor to teach them (Batyko 13). Such employees spend long periods learning from the experienced supervisors. They are exposed to deep learning of concepts in specific areas as opposed to shallow, but broad coverage seen in large companies. Employees in smaller companies use smaller tools to accomplish their tasks and due to repetition and specialisation, they may produce high quality goods using simple tools (Batyko 17). In most cases, the small companies’ products are used as raw materials in large companies and they rarely sell them directly to the consumer. Labour unions Despite the workers being free to join labour unions, there is a link between companies and the labour unions (Sarra and Nakaghigashi 329). Unions are denied the right to exist as separate entities, and thus companies and labour unions are two inseparable set ups (Kubo and Saka 266). The independence of the labour unions is thus compromised and they cannot achieve a lot. The corporate culture in Japan is successful in eliminating labour strikes, and thus it is rare for employees to go on strikes especially due to the connection between companies and the labour unions (Makino and Roehl 40). In addition, employees are committ ed to the company they work for, and thus they may not be willing to harm the economic wellbeing of the firm. Management corporate culture Another aspect that defines corporate culture in Japan is the aspect of management (Rashid, Sambasivan, and Johari 722). Companies in Japan recruit managers who have the right skills to manage a workforce for the success of the business. The majority of companies in the country have adopted an all-inclusive leadership style (Lund 225). In other words, managers exercise a democratic leadership style that accommodates the inputs of workers in the decision-making process. Decisions are based on a consensus, and thus it is not a one person’s mandate. The inclusion of workers in the decision-making process instils a sense of inclusion and recognition among employees. Workers also feel motivated working on targets that they have created. Employees also tend to compete in terms of performance in various departments in a bid to please their employ ers in order to win promotions. In addition, the inclusion of workers in decision-making brings employees together, thus creating a culture of harmony and teamwork, which may go a long way in improving performance. In addition, managers show concern over the employees’ personal lives; hence, they do not just issue orders to workers (Kubo and Saka 264). This scenario creates a good relationship between the management and employees promoting motivation and understanding. In a recap, the leadership of major companies in Japan plays a key role in the success of their businesses. Proposed changes to Japanese corporate culture Researchers have proposed various changes to the Japanese corporate culture. Among those changes is the mobility of labour (Kubo and Saka 270). The nature of employment in the country is based on a lifetime employment. Employees remain in a given company for the entire live until they are incapacitated and they cannot deliver. This aspect is a great barrier t o labour mobility; hence, new ideas believed to come with mobility of labour are excluded in the workplace. Another proposed change is the structure of management. The representatives of management of companies in Japan are reluctant to take new risks, as they are opposed to changes in the organisation structures (Lee and Yu 351). They are reluctant to recruit foreign workers into their firms and they cannot risk mergers and acquisition (Lund 219). The management should create a reward system for employees for their hard work, innovation, and inventions (Rashid, Sambasivan, and Johari 720). They should create a committee within organisations to scrutinise new investment opportunities. In addition, there should be sufficient incentives for managers to take risks. The proposals for changes in corporate culture started over three decades ago. In the 1980s, some large companies were convinced of the need for change in the corporate structure and they laid off some of their workers only to replace them with other modern methods of increasing production such as promotions, which they believed would boost their sales even when the quality was not high. Inward attitude nature The Japanese corporate structure somehow does not provide room for merge and acquisition (Sarra and Nakaghigashi 307), due to the emphasis made on the inward outlook of companies. The Japanese companies insist on individual success, and thus they overlook the benefits that may accrue from restructuring. The problem is further compounded by the view that the tax rates for some forms of businesses are prohibitive. The tax levied on partnership businesses is high, thus preventing businesses from merging to create such forms of businesses and pool resources together (Rashid, Sambasivan, and Johari 718). Japanese investors also rarely welcome outside investors into their businesses due to the inward attitude that exists. They insist on quality of goods and services in a bid to ensure customer satisfac tion and improve the working conditions for their workers, thus overlooking the importance of businesses coming together for some common purpose through mergers and acquisition, which would go a long way in mobilising resources and lowering costs of operation (Kubo and Saka 265). Therefore, the Japanese corporate culture should embrace diversity as it allows organisations to maximise on disparate ideas of people coming from different regions across the world. Critics The corporate culture in Japan has been criticised for its inflexible nature. Critics argue that the nature of the Japanese corporate culture today is a major hindrance to the development of small and medium size companies. The culture is inflexible, as it does not allow major business developments such as merger and acquisitions. On the issue of merger and acquisition, the corporate culture is not compatible with such restructuring undertakings, which characterise the contemporary businesses across the world. The Japan ese corporate culture emphasises the inward outlook, vertical integration, and provision of quality products for customers. It ignores outsourcing where certain services can be sourced from outside the organisation (Lee and Yu 349). The other critic is the overreliance on the academic community (Lee and Yu 341). The culture only believes that major invention and innovations can only be achieved through employment of academic principles (Sarra and Nakaghigashi 309). This idea is contrary to other ideas in other countries like the US whereby innovation and invention are believed to come from industrial experiments (Lund 223). The Japanese corporate culture also faces criticism due to its emphasis on long job tenures in an attempt to maintain the original workforce (Lee and Yu 348). This aspect is a great barrier to labour mobility, which according to critics leads to the introduction of new ideas in an organisation coupled with increasing competitive intensity (Kubo and Saka 269). Cri tics also argue that the number of women in leadership in Japan is less than required under the current corporate culture. Research based on the leadership trait theory indicates that women leaders possess up to five out of nine traits that are important to leadership, and thus barring them from attaining leadership positions is a factor that contributes to failure of Japanese companies. The alleged five traits are said to be inborn in female leaders, and thus they are believed to deliver more in leadership positions as compared to men. Communication and decision-making In the Japanese corporate culture, the term â€Å"ringi† is used to refer to the process of acquiring inputs from stakeholders before making a decision (Sarra and Nakaghigashi 299). The term is made up of two parts, viz. â€Å"rin†, which refers to the act of submitting a proposal to the authorities or those higher in the hierarchy, and â€Å"gi†, which refers to the process of discussions and de liberations (Lee and Yu 343). In the Japanese corporate culture, a decision must be reached through consensus and not by one person. Employees make proposals to their supervisors on certain key issues through a document referred to as â€Å"ringisho†, which is similar to a circular and it is circulated to all the stakeholders (Kubo and Saka 267). The proposal is peer-reviewed and those involved show support or rejection of the idea by appending a seal on the document. The document finally reaches the top management and the proposal is either upheld or rejected. The originator of the idea must be notified of its acceptance or rejection. If rejected, one is given the opportunity to make changes to the document and repeat the procedure. This aspect ensures that everyone in the company is involved in the making of key decisions. This involvement is healthy since everyone will work on a decision he/she has made. The corporate culture in Japan thus includes the interest of its empl oyees, which is necessary for an inclusive corporate culture. Comparison with other countries One of the factors that makes the Japanese corporate structure unique is the decision-making process. In Japan, consultations have to be made with all stakeholders, and thus a lot of time, which could be used in production, is wasted (Lee and Yu 347). This aspect comes out as both strength and weakness. It becomes strength since decisions are made carefully and the probability of achieving the set target increases. This aspect is in contrast with the decision-making process in other countries whereby the process is executed under the watch of those in management, and thus less time is wasted and quick decisions are made (Lund 223). However, in instances where such decisions are quickly made, chances are that slight mistakes may occur, thus leading to less achievement. Contrary to corporate cultures in other countries, the work life in Japan is more essential than personal life (Kubo and Sak a 268). In Japan, a series of meetings is held even during out of duty hours to deliberate on certain issues concerning the company. An example of such an after-work meeting is the Nomikai party held occasionally to bring together the management and employees to discuss the way forward for companies (Lee and Yu 341). This scenario is different from other countries, where there is a balance between work and personal life and few after-work meetings are held. Additionally, Japanese employees are encouraged to remain in a company through monetary rewards and promotions (Kubo and Saka 262). The more a worker stays in a specific company, the more his/her salary is. The Japanese managerial style is different from companies in other countries. The nature of management in Japanese companies emphasises a bottom up flow of information as opposed to a top- down flow, which is evident in most other countries (Lund 219). The Japanese corporate culture allows employees to formulate policies for c ompanies. Managers cultivate good relationship with their subordinates in a bid to create a culture of harmony in companies. The harmony created is healthy for companies for when workers work in teams efficiency is boosted, which in most cases results in huge profits. The role of decision-making is given to subordinates who place their suggestions to the top managers for consideration in making key decisions. Conclusion Corporate culture determines the success or failure of a business. Therefore, businesses should adopt a corporate culture that best favours the organisational operations. A good corporate culture should include the interest of all stakeholders coupled with being compatible with the business environment. Compatibility of the corporate culture with the environment is a major determinant of the businesses’ success and research indicates that a weak, but compatible corporate culture can outdo a strong corporate culture that is incompatible with the operational env ironment (Lund 219). The corporate culture in Japan differs greatly from corporate cultures in other countries. In Japan, workers are retained for lifetime as long as they can deliver effectively. In a bid to keep employees, competitive salaries and other fringe benefits are availed. However, the system of corporate governance in Japan is criticised for its shortfalls, which include management style that does not encourage innovation and invention. It has also been criticised for its inflexible nature that does not provide room for changes. Overall, the Japanese corporate culture promotes organisational performance, because its merits overrule its demerits. Works Cited Batyko, Richard. â€Å"The Impact of Corporate Culture on Public Relations in Japan: A Case Study Examining Tokyo Electric Powerand Toyota.† Public Relations Journal 6.3 (2012): 1-19. Print. Cooper-Chen, Ann, and Michiyo Tanaka. â€Å"Public relations in Japan: The cultural roots of Kouhou.† Journal of P ublic Relations Research 20.1 (2008): 95-114. Print. Kubo, Izumi, and Ayse Saka. â€Å"An inquiry into the motivations of knowledge workers in the Japanese financial industry.† Journal of Knowledge Management 6.3 (2002): 262-271. Print. Lee, Kim, and Kelvin Yu. â€Å"Corporate culture and organisational performance.† Journal of Managerial Psychology 19.4 (2004): 340-359. Print. Lund, Daulatram. â€Å"Organisational culture and job satisfaction.† Journal of business industrial marketing 18.3 (2003): 219-236. Print. Makino, Shige, and Tome Roehl. â€Å"Learning from Japan: a commentary.† Academy of Management Perspectives 24.4 (2010): 38-45. Print. Rashid, Abdul, Murali Sambasivan, and Juliana Johari. â€Å"The influence of corporate culture and organisational commitment on performance.† Journal of management development 22.8 (2003): 708-728. Print. Sarra, Janis, and Masafumi Nakaghigashi. â€Å"Balancing social and corporate culture in the global economy: the evolution of Japanese corporate structure and norms.† Law Policy 24.4 (2002): 299-354. Print. This essay on Japanese Corporate Culture was written and submitted by user Eleanor Rutledge to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

To kill a Mockingbird. Themes (ignorance)

To kill a Mockingbird. Themes (ignorance) TKAM \The dictionary defines ignorance as the lack of education or knowledge. Throughout TKAM Harper Lee writes about ignorance and it's affects on society. We learn about the sweet childish ignorance of Scout and Jem compared to the mean coldness of Mr.Ewell. Ignorance shows itself in many different ways such as racism, sexism, and class- ism.Jem and Scout are sheltered from the world and all it's evilness. Their ignorance is used as a shield to protect them from knowing the terrible realities of Maycomb. Although Scout and Jem aren't as ignorant as many of the more educated adults are, there ignorance stands out as different because theirs doesn't make them racist or sexist. When they lose their innocence they are losing their shield of ignorance. Their ignorance comes and goes throughout the book until the very end, "After that, it didn't matter weather they went or not.Hemispheric IgnoranceJem said he would take me. Thus began our longest journey together" (p. 254). I think this is about their Journey into adult hood. When they are attacked by Mr. Ewell (the most racist man in town), it is like racism came crashing down on them when he attacked them. they lose their ignorance on that long journey away from their childhood.Scout and Jem's NaivetÂÆ'Â © is much different then the ignorance of the town. Their Naivety is stopping them from becoming one of the cruel townspeople. It's interesting because the children's ignorance is there to shield them from the ignorance of the Maycomb people. After Scout loses her ignorance she gains empathy for many people. It is shown with Boo Radley, when she walks him to his house. When she was younger she was terrified of him, she wouldn't even go near his house without running. But she puts...

The Future of Wi-Fi Research Paper Example | Topics and Well Written Essays - 2500 words

The Future of Wi-Fi - Research Paper Example Wi-Fi is fast becoming a comparatively low-cost, high-bandwidth wireless technology that's being embedded in a growing number of devices as well as a growing number of locations, including vehicles and carrier hotspots, like proliferating hotbeds of connectivity. This paper continues with a discussion of the role of how Wi-Fi technology and Wi-Fi enabled devices are expanding connectivity and increasing download speeds. The paper will then explore the benefits of the latest advancements in Wi-Fi technology and the challenges to implementing it. The conclusion discussions will comprise how Wi-Fi will change the future of wireless networks and shape how business and personal communication and collaboration are done. Introduction The vision of Wi-Fi blanketing entire cities in the United States has not been realized to the extent many people envisioned. Some people believe it may never come to pass while others believe that Wi-Fi technology has too many benefits and features for it pass into obsolescence. This paper explores various concepts of Wi-Fi. The basic aim of this research is to show the importance of Wi-Fi technology in today’s changing world. This paper will discuss advantages and disadvantages of Wi-Fi technologies. This paper will also discuss the ways companies make use of Wi-Fi technology in order to carry out their activities. Wi-Fi is a networking technology and usually abbreviated as Wireless Fidelity. In the past it was acknowledged as Hi-Fi. Additionally, Wi-Fi is a straightforward and efficient networking technology that is used to link companies, people and organizations to the internet for their personal and business related use. However changing trends result in tremendous changes to PC related stuff with new Wi-Fi-supportive applications. In this scenario, there are lots of examples related to high-end Mobile Phones that require no wires or device for establishing a connection between two devices or computers. Wi-Fi has grown to be a common technology that is used widespread either at home or in office environment. Additionally, the usage of Wi-Fi networks usually depends upon the needs of users. It offers various benefits such as there is no aspect of Roaming (access to get connect even far away from home), no need to change Wire from one place to another and also offers conferencing facilities (Eogogics, 2011; Turban, Leidner, McLean, & Wetherbe, 2005, pp. 249-251; WellOiledPC, 2011). In view of the fact that Wi-Fi networking technology emerged and progressed in a short span of time however this technology finished with approximately billion of customers round the globe. In this scenario, a market growth survey was conducted by a market researcher In-Stat. According to this research 294 million customers were using electronics devices along with networking technology in the year 2007. Moreover, important aspect in growth is its growing still now. Some researchers and analysts say that this rapidly growth wil l probably exceed up to 1 billion by 2012. Thus, this fastest growth in Wi-Fi networking technology results in numerous factors that are liked with our daily lives or it leads toward the business solution. Another aspect in its growth is its low price over the past few years (Reardon, 2008). Wi-Fi networking technology is a standard way for enhancing sales and visibility for achieving competitive edge in the market.