2) Which best explains why producers are at the beginning of all food chains?

They transfer energy from the sun into food.

They eat all the organisms in the ecosystem.

They turn dead animals into nutrients.

They provide shelter for smaller animals.

4) Which best describes the producers of an ecosystem?

They provide food to herbivores.

They provide carbon dioxide to the atmosphere.

They provide sunlight to the other plants.

They provide hydrogen to the atmosphere.

6) Which describes a consumer?

an organism that cannot produce its own food

an organism that produces its own energy

an organism that produces its own food

an organism that feed on waste products and return the nutrients back to the environment

10) In the food chain, identify the roles of the organisms following the arrow.

producer--> primary consumer--> secondary consumer--> decomposer

decomposer--> secondary consumer--> primary consumer--> producer

primary consumer--> secondary consumer--> producer--> decomposer

producer--> decomposer--> primary consumer--> secondary consumer

Food Chain and Food Web

Food chain and food web

Food Chain and Food Web Vocabulary Quiz: Thursday, October 31st Vocabulary Word Definition Producer An organism that makes its own food. Consumer An animal that eats plants or other animals. Decomposer An organism that breaks down dead plant and animal material. Photosynthesis The process by which plants make their own food using sunlight Food Chain A series of organisms that depend on one another for food. Food Web Several food chains that are connected. Community All the living things in one place that interact. Ecosystem The living and nonliving things that share an environment and interact. Population All the members of a single type of organism in an ecosystem. Omnivore An animal that eats both plants and animals. Herbivore An animal that feeds on just plants. Carnivore An animal that feeds on meat or flesh of an animal.

G7 Science Food Web and Food Chain

All animals, most protists, all fungi, and many bacteria are het- erotrophs. Unlike autotrophs, heterotrophs cannot manufacture their own food. Instead, they get energy by eating other organisms or organic wastes. Ecologically speaking, heterotrophs are consumers. They obtain energy by consuming organic molecules made by other organisms. Consumers can be grouped according to the type of food they eat. Herbivores eat producers. An antelope that eats grass is a herbivore. Carnivores eat other consumers. Lions, cobras, and praying mantises are examples of carnivores. Omnivores eat both producers and consumers. The grizzly bear, whose diet ranges from berries to salmon, is an omnivore. Detritivores (dee-TRIET-uh-VAWRZ) are consumers that feed on the “garbage” of an ecosystem. This waste, or detritus, includes organisms that have recently died, fallen leaves, and animal wastes. The vulture shown in Figure 18-8 is a detritivore. Many bacteria and fungi are detritivores that cause decay by breaking down complex molecules into simpler molecules. So, they are specifically called decomposers. Some of the molecules released during decay are absorbed by the decomposers, and some are returned to the soil or water. Decomposers make the nutrients that were contained in detritus available again to the autotrophs in the ecosystem. Thus, the process of decomposition recycles chemical nutrients. Copyright © by Holt, Rinehart and Winston. All rights reserved. 368 CHAPTER 18 ENERGY FLOW When one organism eats another, molecules are metabolized and energy is transferred. As a result, energy flows through an ecosystem, moving from producers to consumers. One way to follow the pattern of energy flow is to group organisms in an ecosystem based on how they obtain energy. An organism’s trophic (TRAHF-ik) level indicates the organism’s position in a sequence of energy transfers. For exam- ple, all producers belong to the first trophic level. Herbivores belong to the second trophic level, and the predators belong to the third level. Most terrestrial ecosystems have only three or four trophic lev- els, whereas marine ecosystems often have more. Food Chains and Food Webs A food chain is a single pathway of feeding relationships among organisms in an ecosystem that results in energy transfer. A food chain may begin with grass, which is a primary producer. The chain may continue with a consumer of grass seeds—a meadow mouse. Next, a carnivorous snake may kill and eat the mouse. A hawk then may eat the snake, as shown in Figure 18-9. The feeding relationships in an ecosystem are usually too com- plex to be represented by a single food chain. Many consumers eat more than one type of food. In addition, more than one species of consumer may feed on the same organism. Many food chains inter- link, and a diagram of the feeding relationships among all the organisms in an ecosystem would resemble a web, as shown in Figure 18-10. For this reason, the interrelated food chains in an ecosystem are called a food web.

Food chain and web in an Ecosystem

Food chain and web

Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follett’s Organizations as communities The Hawthorne studies Maslow’s theory of human needs Mcgregor’s Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published “adminisration Industrielle et Generale” (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or “red tape” Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follett’s Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating “communites” of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New “social setting” led workers to do good job Good “Human relations” = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslow’s Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human “needs,” also has had a major impact in the behavioual apporach to management Maslow’s hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregor’s Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyris’s theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No “one best way” to manage The “appropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on “hard facts” about what really works

Food chains and food webs

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