R. L.

JALAPPA INSTITUTE OF TECHNOLOGY

KODIGEHALLI, DODDABALLAPUR
DEPARTMENT OF MECHANICAL ENGINEERING
3th Semester

Date
SUB CODE
SECTION

06-09-2013
10ME33

3rd sem
A sec

SUBJECT: Basic Thermodynamics

U
S
N

Internal

Assessment-I
1

Max. Marks: 50
Note: 1. Question No.1 is compulsory.

Time :

1
2

hour

2. Answer any two full questions from the remaining.

3. Draw neat sketches wherever necessary.
PART-A
1. a) Briefly Explain system, boundary and Surrounding and their types with examples .What
do you understand by Universe in this context?
b) With a neat sketch explain constant volume gas thermometer.
OR

(06 Marks)
(04Marks)

c) What are thermodynamic state, process, path, equilibrium and properties?

(05 Marks)

d) To a system 100 KJ work is supplied. If initial volume is 1m3 and P = (4-2V) where P is in
bar and V in m3. Prove final volume will be approximately 50% of initial volume.
(05 Marks)
PART-B
2 a) Discuss Macroscopic and Microscopic approaches with examples.

(04 Marks)

b) A Thermometer uses pressure as a thermodynamic property and has values of 25 and 250 for
ice and steam points respectively. If ice and steam points are assigned 37.2 and 60.2 on the
temperature scale. Prove that the actual temperature corresponding to a pressure value of 90
will be 55.6C when T = a+b ln(p)
(08 Marks)
c) The Resistance of a motor winding is 115 at room temperature of 27C. The Resistance
after running the motor is 150 . If R T= Ro (1+5*10-4 T) where Ro is for 0C and T is in
Kelvin. Show that the temperature of motor at full load is 700K above room temperature.
(08 Marks)
th
3 a) Explain Zero law of Thermodynamics.
(04 Marks)
b) The readings of two thermometers X and Y agree at ice and steam points but elsewhere
are related by equation Tx=a+bTy+cTy2 , when these were immersed in an fluid Tx registered
20C and Ty registered 18C. Show Tx will read around 0.85C more than Ty when it reads
50C?
(08 Marks)
c) A gas is contained in a piston cylinder arrangement and is at 1.5 bar and 0.5m 3. The gas is
heated till it becomes 3 times its initial volume, which is the best way to supply heat among
the following.
i) P= C ii) T=C iii) Pv 1.3 = C sketch these processes and explain why one process is better
than the other?
(06+02Marks)
4 a) Show work is a path function? What is state function?

(04 Marks)

b) A spherical balloon of size 2.5m diameter contains gas at 100 Kpa and is heated till pressure
reaches 172.8 Kpa . The pressure is found to be proportional to cube of diameter .Show the
work required to inflate the balloon is 258 KJ.
(08 Marks)

c) 10 kgs of air is contained in a system at 200 Kpa, 400 K is compressed isothermally till
volume becomes 25% of initial volume. During this process it is also stirred with a torque of
1N-m at 100 Rpm for 100 min. Show the total work supplied to system is 2220KJ. (R is
0.287 Kpa/K/kg)
(08 Marks)
*** All THE BEST**
- Planning premises are important for the success of planning as they reveal facts and
information relating to the future such as economic conditions, production costs competition,
availability of material, resources, population trends etc
3 types of planning premises:
a) Internal and External Premises.
b) Tangible and Intangible Premises.
c) Controllable and non-controllable Premises.
a) Internal and External Premises:
- Premises may exist with in and out side the company.
Internal Premises are those which occur internally. This includes sales forecasts, policies and
programmes of the organisation, capital investment in plant and equipment.
External Premises are those which occur externally. This includes Technological changes,
population growth, demand for Industry product, government policies and regulation etc.
b) Tangible and Intangible Premises:
- Tangible Premises are those which can be quantitatively measured.
ex: Population growth, Industry demand, Capital and resources invested in the organisation.
- Intangible Premises are those which can be qualitative in character cannot be so
measured.
ex: Attitudes, Economic Environment, Behavior of the owner.
b) Controllable and non-controllable Premises:
- Controllable premises: Some of the premises are controlled those premises are called as
controllable Premises.
ex: Technical manpower, input technology, machinery, Financial investment etc
-Non-Controllable Premises: Some of the premises are uncontrolled by the organisation.
ex: Strikes, non-availability of raw materials, change in government policies, Economic
changes etc
Step3 Deciding the planning period:
- Once upper level management have selected the basic long-term goals and the
Planning premises, the next task is to decide the period of the plan.
The factors which influence the choice of a period are as follows:
1) Lead time in development and commercialization of a new product.
2) Time required to recover capital investments.
3) Length of commitments already made.

Step4 Determination of alternative course:

- Search and Identify some alternative course of action.
- It is very rare that for a plan there will be no alternatives.
- In this plan alternatives are listed.
Step5 Evaluating the alternatives and selecting the best course of action:
- Once the alternative is found, then the next step is to evaluate them with respect to
the premises and goals.
- A desired and best suitable alternative is selected by comparative analysis with
reference to cost, risk and gain etc keeping goals and objectives in mind.
Step6 Developing Derivative plans:
- In order to complete the task, the selected plan must be translated into programs,
working plans and financial retirements in the sub-units.
- These sub-derived plans from main plan are termed as derivative plans.
Step7 Measuring and controlling the process:
- Each activity of plan is monitored on a continuous basis and if any deviation is Noticed,
then the manager will initiate suitable corrective action.

2 a) Define Management? Explain the functions of management?

Mary Parker Follet : She says, management is the Art of getting things done through
people
A manager is one who contributes to the organizations goals indirectly by directing the efforts of
others not by performing the task himself.
2 weakness i) Art: Application of knowledge but also acquisition of knowledge.
ii) Various functions of manager.
Henri Fayol : Management is conduct of affairs of business, moving towards its
Objective through a continuous process of improvement and optimization of resources
George R Terry : He defines management as a process consisting of planning, organizing,
Directing and controlling, performed to determine and accomplish the objectives by the use
of people and resources
Functions of management
CONTROLLING
INNOVATION
DIRECTING

PLANNING
REPRESENTATION
ORGANIZING

There are 4 Main functions:

1) Planning: Long, short, various level.
The function that determines in advance what should be done.
It is looking ahead and preparing for the future.
In other words, it is the determination of what is to be done, how and where it is to be done,
who is to do it and how results are to be evaluated.
2) Organizing: Human and Material staffing.
Organizing is the grouping of activities necessary to attain objectives.
An organization should be designed to clarify who is to do, what and who is responsible for
what results.
Staffing Filling and keeping filled positions in the organization structure.
Staffing is also knows as Human Resources Management.
3) Directing: Communicating, Leadership, Motivation.
Interpersonal aspect of managing by which sub-ordinates are led to understand and contribute
effectively and efficiently to attainment of enterprise objectives.
2 major activities
i)
Giving orders to employees.
ii)
Leading and motivating them to accomplish the goals.
4) Controlling: Standards, Compare, Action.
Main objective of control is to identify the variations between the set standards and actual
performance and then to take necessary steps to control it and prevent such deviation in future.
Also we have other 2 functions
5) Innovation.
6) Representation.
b) Explain management as an Science or Art.
Management as a science :
Science is used to denote 2 types of systematic knowledge
i) Natural or Exact Science
ii) Behavioural or Inexact Science
We must remember that management is not like the Natural or Exact science (such as physics,
chemistry etc) these science are called Exact Science because here it is possible for us to

study the effects of any one of the many factors affecting a phenomenon individually by
making the other factors inoperative for the time being.
But the same thing is not possible in management where we have to study man and a
multiplicity of factors affecting him. for example it is not possible to study the effect of, say,
only monetary incentives on a workers productivity.
Science is used in
1) Methods of inquiry are systematic and empirical.
2) Information can be ordered and analyzed .
3) Results are cumulative and communicable
So management is a systematic and unbiased way of handling the things.

Management as a Art :
Science one normally learns why of a phenomenon.
Art one learns the How of it
Management is more an art than science unless he has the skill to apply the knowledge and out
come of science, it is waste.
Art is thus concerned with the understanding of how a particular work can be accomplished.
It is the art of getting things done through others in dynamics and mostly non repetititive
situations.
The resources of men, money, machine and material have to be co-ordinated against several
constraints to achieve given objectives in the most efficient manner.
The manager has to constantly analyze the existing situations, determine the objectives, seek
alternative, implement, co-ordinate and evaluate information and make decisions.
We may thus conclude that management involves both elements- those of a Science and an Art.
c) Bring out the differences between Management and Administration?
Characteristic
Administration
Management
1. Main function
Planning, organizing & Staffing
Leading,
Motivation
&
controlling
2. Status
Acts as a owner
Acts as an agency
3. Skills
Requires good administrative skills Requires more technical
skills
4.
Level
in
the Top Level
Lower Level
organization
5. Position
Managing Director, owner, CEO Managers,
supervisors,
etc
foremen etc
6. Objectives

Makes the policies objectives and Implements the plans and

goals to be achieved
policies

7. Involvement

No
direct
involvement
production or services

d) Explain the Levels of management and skills required?

in Directly involves in the

executions of plans and
achieving goals

1) Supervisory level or First-line Management: have direct responsibility for producing goods
or services .
Ex: Foreman, supervisors, clerical supervisors
2) Middle Management:
Coordinate employee activities.
Determine which goods or services to provide.
Decide how to market goods or services to customers
Ex : Assistant Manager, Manager (Section Head)
3) Top Management: provide the overall direction of an organization
Ex: Chief Executive Officer, President, Vice President
Managerial Skills:
Skill : Ability to translate knowledge into action
1) Conceptual Skill Refers to the ability of a manager to take a broad and farsighted
view of the organization and its future.
- His ability to think in abstract, his ability to analyse the forces working in a situation,
innovative ability and his ability to assess the environment and the changes taking place in it.
2) Human relation skill Ability to interact effectively with people at all levels
a) to recognize the feeling and sentiments of others.
b) to judge the possible reaction to and outcomes of various courses of action he may
undertake.
c) to examine his own concepts and values which may enable him to develop more useful
attitude about himself.
3) Technical skill It refers to a persons knowledge and efficiency of person in any types
of process or technique.
- Managers understand the nature of job that people under him have to perform.
3 a) what is planning? Discuss the importance of planning?
- Planning is the most basic function of management. It is referred to as "Deciding in
advance as to what to do, how to do, when to do and who has to do it etc.
- It is an intellectual process, which requires a manger to think before acting.
- As regarded by Koontz and ODonnell, planning is a continuous process.
Important of planning process:
1.Minimizes Risk and Uncertainty
- Planning plays a vital role in decision making in such complex situations.
- Planning provides logical facts and procedure to managers for making decisions.
- This logical decision making based on plans to organization minimizes uncertainty and risk.
- In a developing country like India, with rapidly changing social and economic conditions,
planning helps the managers to cope up with uncertainty and risk.

2. Leads to success :
- Here planning does not ensure success, but planning leads to success. This is because if the
work is planned in advance, there will be no confusions arising and things will happen as per
plan and achieve goals.
3. Focuses Attention an the organizations goals :
- Planning helps the managers to focus attention on the organizations goals and activities.
- This makes it easier to apply and co-ordinate the resources of the organization more
economically.
4. Facilitates control :
- Planning sets goals, target and means to accomplish these goals. These goals and plans
become standards against which performance can be measured.
- Thus good plans help effective control on the activities.
5. Trains Executives :
- Planning is also an excellent means for training executives.
- They become involved in the activities of the organisation.
b) What is rational decision? Explain the steps involved in it.
A Decision is a rational if appropriate means are chose to reach desired ends.
Six steps involved in the process of Rational Decision Making:

1)

Recognising the problem:

- 1st step in decision-making is problem
recognition.
- When there is a deviation from past experience.
ex: This year sales are falling behind last year.
- When there is a deviation from the plan.
ex: A department is exceeding its budget.
- When other people bring problems to the
manager.
ex: Customer may complain about late
deliveries.
Worker may complain about poor
working condition.
- When competitors outperform the managers
organisation.
ex: Other companies might develop new
process in operating procedures.

2) Deciding priorities among problem: - The manager should identify the problems which he
can solve, the problems which he feels that his subordinates can solve and the problems which
are to be referred to the higher officer.
- With this decision, the manager is left with very few problems to solve.
3) Diagnosing the problem: - Managers should follow system approach in diagnosing a
problem.
- He should make a thorough study of all the sides of a problem coupled with organisation
before arriving at solution.
- If the diagnosis is made correctly, then finding solution becomes easy.
4) Development of alternate solutions:
- For every problem there will be some alternate solution. It is very rare there is a problem with
only unique solutions.
- Some times, in the absence of past history of alternate solutions, the manager has to depend
only on his own ability in finding alternatives.
5) Measuring and comparing the consequences of alternatives solutions:

- The alternative solutions are measured and compared for their consequences.
- This involves a comparison of the quality and acceptability of these alternatives
6) Decision Implementation and follow up:
- Convert the decision into action.
- Communication of the decisions to the concerned employees in clear and simple terms.
- If there is any opposition from the employees, steps should be taken to convince them to
accept the same.
c) Mention the types of planning? Explain the hierarchy of plans.
There are 3 types of planning:
1) Strategic Planning
2) Tactical planning
3) Operation planning

Hierarchy of plans:

Hierarchy of Plans

The Top management sets the goals and objectives. These occupy the top priority. The goals
or objectives include long -term plans and strategies of an organisation.
ex: A company aims to improve their production by 20% during next 2 years. Such objectives
are very broad ideas and are achieved by strategies.
Strategies: A Plan designed to achieve a particular long-term aim.
Strategies are carried out by means of 2 types of plans known as Single-use-plans and Standing
plans.
Single-use-plan: These plans are developed to achieve a specific goals.
These plan are non-recurring in nature.
ex: Budgets, Construction of Bridge, Dam etc
Standing Plan: Plans are developed for projects that happen again and again.
ex: Admission procedure in a collage, planning for Machine Break down, Planning for employee
absence etc
Action plans are the plans executed by the lower level organisation. These are routine plans
executed by the foreman and supervisors of the shop.
4 a) According to Mintzberg, what are the different roles of a manager when he occupy
different positions in different situations. Explain in brief.
1) Interpersonal Roles: It consists of Figure head, Leader and Liaison.
Figure head Every manager has to perform some duties of a ceremonial nature such as
attending the wedding of an employee, taking an important customer to lunch etc.

Leader Every manager must motivate and encourage his employees.

Liaison Every manager must cultivate contacts outside his vertical chain of command to
collect information useful for his organization.
- Communication between 2 or more groups in the organization. Which involves co-operation,
working together etc
2) Informational Roles: It consists of Monitor, Disseminator and Spokesman.
Monitor A manager monitors his environment and collects information through his personal
contracts with colleagues and sub-ordinates.
Disseminator Manager passes some of the information directly to his sub-ordinates and to his
bosses.
Spokes man He communicates the information or goals of organization to
his staff and the progress of work to his superiors.
3) Decisional Roles: It consists of Entrepreneur, Disturbance handler, Resources
Allocator and Negotiator.
Entrepreneur A manager continuously looks for new ideas and tries to
improve the organization by going along with changing work environment.
Disturbance handler A manager work like a problem solver. He finds solutions
of various un-anticipated problems both within and outside the organization.
Resources Allocator In this role the manager must divide work and delegate
authority among his sub-ordinates.
Negotiator Negotiates with the employees and tries to resolve any internal problems like trade
agreements, strikes etc
c) What are single use and standing plans? Explain with examples
Standing Plans are those plans, which are put to use again and again, for routine and repetitive
matters. onces established, standing plans continue to be applied until they are modified.
Ex: Planning for machine break down, planning for employee absence etc
Single use plans are non- recurring in nature and are used for cases which are unique and nonrepetitive in nature. such plans are used to deal with problems that probably will not be repeated
will not be repeated in the same form in future
Ex: Organizing a conference, making budgets, a survey project.
c) What are the major drawbacks in planning?
Planning is an expensive and time consuming process. It involves significant amount of
money, energy and also risk.
Planning sometimes restricts the organisation to the most rational ( ability to think
sensible) and risk-free opportunities.
The scope of planning is said to be limited in the case of organisations with rapidly
changing situations.
Establishment of advance plans tends to make administration in Flexible (able to change
the situation under certain circumstances).
Another limiting factor in planning is the difficulty of formulating accurate premises
(land and building occupied by business).
Planning many sometimes face people resistance (limit).