Enterprise 2.0: Do Companies Need It to Survive?

Minor Web 2. 0/3. 0 & Knowledge Sharing Essay 2: Enterprise 2. 0. Do companies need it to survive? Z22-D Project Management Business English Smilena Spasova Lecturer: M. Adams 09-03-2012 Surviving as a company, no matter being small, middle-sized or large, in today’s unstable economy beset by a severe recession, instability and uncertainty resembles fighting for your life in a battle field. Only those who are more prepared, move faster and more efficient and have strategic advantage over their enemies are the ones who get to keep their lives. Enterprise 2. is what is needed for companies to gain and master those skills. It helps them structure and preserve corporate knowledge, cut costs, increase efficiency, enlarge employees and customers’ satisfaction and tap into new sources of innovation and expertise. Combined together, therefore the benefits of using Enterprise 2. 0 are exactly what companies need not only to survive, but also to have a lasting advantage over thei r competitors. Enterprise 2. 0 is a term that was first defined by Andrew McAfee 1 in 2006 as a description of how companies use the existing Web 2. technologies within their internal and external set of techniques to conduct their business. In other words, it is a combination between the integration of Web 2. 0 tools and architecture within enterprises’ structures and processes with a careful consideration of the human element – the culture. Examples for such tools are Blogs, Wikis, Intranet, Discussion Boards, Social Media Platforms, RSS feeds and many more which main goal is to provide users with open space for communication, collaboration, asset sharing, personalization and aggregation. One of the main advantages that Enterprise 2. gives to companies is in relation to Knowledge Management. In 1991 Ikujiro Nonaka 2 said: â€Å"In an economy where the only certainty is uncertainty, the only sure source of lasting competitive advantage is knowledge. †Companies acknowledge that statement today better than they have ever done before. Unfortunately in a lot of cases efforts, money and resources are wasted in the wrong direction when enterprises try to find the right way to capture, leverage and store collective knowledge. One of the reasons for that is that they don’t use the proper tools to achieve that goal.Enterprise 2. 0 however proposes the solution. For example, by simply incorporating Wikis into the company’s daily workflow, all of a sudden employees will have the chance to take part in building a collective memory by expressing and contributing with their tacit knowledge. The difference compared to the â€Å"old-school† Knowledge Management techniques is that by using the new Enterprise 2. 0’s way knowledge can be stored, edited and corrected but it can’t be lost because it has already been made explicit by sharing on the Wiki.So, even if an employee retires or decides to quit the company, informati on doesn’t go with him by having existed only in his head. Another benefit of using Enterprise 2. 0 is that it cuts costs drastically. Whereas In the era of Web 1. 0 Marketing efforts required an enormous amount of money, today most of the Web 2. 0 applications are free and reside in the cloud. Consequently, all the resources should be spent in time and effort to invent the right strategy, rather than to negotiate prices with traditional media representatives.What is more, the emerge of Social Media and platforms like Get Satisfaction3 gives a totally new perspective on the Customer Service practices within companies and the included expenses. Due to Enterprise 2. 0 employees can now have a live chat with customers rather than using the â€Å"old† methods like traditional telephone or e-mail. Bringing faster solution and demonstrating personal attitude and attention is therefore increasing consumer satisfaction and this way contributing to the company’s positive image. Enterprise 2. also helps companies work more efficient. If for example, employees are enabled to use the RSS feeds feature they need to spend only 10 minutes per day for staying up-to-date with all the new and relative topics, instead of receiving 100 distracting emails or having to browse randomly through the intranet â€Å"News† section which demands way too much time. The RSS feeds also enable structured and relevant information which can be customized and corrected on a daily basis. What is more, increased 1 2 3 http://nonwork. andrewmcafee. rg/ http://www. economist. com/node/13517582 http://getsatisfaction. com/explore/customer-support efficiency can be observed when due to easy collaboration, sharing and data transferring by means of a Web 2. 0 platform employees tend to deliver their projects faster. As a result, because of the psychological aspect of Enterprise 2. 0, a. k. a the human element, employees’ satisfaction level can significantly increase. W orking more efficiently makes people feel that they are contributing to the company in a positive way.Taking part in a platform where employees can add, edit and discuss content will make them feel significant and belonging to a community that shares a common goal. A virtual reality where it doesn’t matter what position within the company the user possesses in order to express an opinion or share an idea, can lead to lower Power Distance Authority4. Small steps incorporated via Enterprise 2. 0 strategy can lead to great transformations in employees’ attitude towards their employers.And a company with a high dissatisfaction level of its staff can never survive in the course of time. Last but not least Enterprise 2. 0 is the best solution for discovering and implementing new ways of innovation and expertise. â€Å"A difficult economic environment argues for the need to innovate more, not to pull back. † – says Ken Chenault, CEO of American Express. Having c arefully chosen combination of all the right Web 2. 0 tools to suit the company’s needs is however an innovation itself. Enterprise 2. is a way to transform closed, authority driven working atmospheres into a collaborative environment driven by employees’ intrinsic motivation, needs for belonging and self-actualization. A company that can be characterized by those terms therefore has already established the basic platform for open innovation. For example, a simple, random and not so clear idea shared by an employee on the Internal Social Media platform, can very quickly, easily and naturally transform into a feasible and actually very smart and realistic one.This idea though wouldn’t have come to live if the person didn’t have the motivation or the possibility to share it. That is why companies need to consider Enterprise 2. 0 in their workflows – enabling space for new topics, discussion and collaboration to emerge. Without innovating both interna lly and externally and upgrading expertise in such a transitional and constantly developing environment, businesses are just doomed to go down. In conclusion, Enterprise 2. 0 is no longer just an advantage for companies who implement it into their activities, on the contrary – it’s a necessity for survival.Only the businesses who know how to correctly manage their collective knowledge and preserve it, conduct their processes with greatest efficiency and lowest cost possible, keep their employees satisfied and spend their resources for constant development in their daily workflow as well as products will keep on existing. And in order to achieve those results and therefore survive, companies need to integrate Enterprise 2. 0 into their management and communication techniques both internally – with their employees – and externally – with their customers and business partners. 4 ttp://www. investopedia. com/terms/p/power-distance-index-pdi. asp#axzz1o XVBCP5S Number of words: 1156 References Wiki Service (Spring 2006). Enterprise 2. 0: The Dawn of Emergent Collaboration. Referenced on 8 March 2012, at: http://www. wikiservice. at/upload/ChristopheDucamp/McAfeeEntrepriseDeux. pdf Slide Share (12 March 2010). Enterprise 2. 0: Knowledge Management – People at the Center. Referenced on 8 March 2012, at: http://www. slideshare. net/TSystemsMMS/enterprise-20-knowledgemanagement-people-at-the-center Chartered Institute of Management Accountants (13 June 2011).Video – enterprise 2. 0: where does the value lie? Referenced on 8 March 2012, at: http://www. cimaglobal. com/Events-and-cpdcourses/Events/Enterprise-Web-20-event/Videos-1/ Spigit (unknown). Maslow’s Hierarchy of Enterprise 2. 0 ROI. Referenced at 8 March 2012, at: http://www. spigit. com/spigit-blog/maslow%E2%80%99s-hierarchy-of-enterprise-2-0-roi Investopedia (unknown). Power-Distance Index – PDI. Referenced on 8 March 2012, at: http://www. investoped ia. com/terms/p/power-distance-index-pdi. asp#axzz1oXVBCP5

Technical Data Corporation

Harvard Business School 9-283-072 Rev. December 1, 1987 Th Jeff Parker was 38 years old, and held BS (1965), Master of Engineering (1966) and MBA (1969) degrees from Cornell University. After receiving his MBA, Parker had been employed in a number of positions in the investment industry. From 1969 to 1971, he worked for Smith Barney is m This case was prepared as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 1983 by the President and Fellows of Harvard College. All rights reserved.No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photocopying, recording, or otherwise — without the permission of Harvard Business School. Distributed by HBS Case Services, Harvard Business School, Boston, MA 02163. Printed In U. S. A. 1 at er ia Jeff Parker lc an Since it was founded, TDC had proved t o be a more successful venture than Parker had thought probable when he started the company. By mid-1982, the company's revenues were running at an annual rate in excess of $1,000,000 and net profits after taxes were at a $270,000 annual rate. o tb e re Technical Data had been established in November of 1980. The necessary funds for starting the company had been raised by selling a package of debentures and stock representing 10% of the equity in the company to outside investors for $100,000. Parker retained 85% of the company. The outside investors were all active participants in the bond market. pr od uc ed Interdata Corporation supplied a wide variety of economic data and information services to a broad spectrum of firms. Interdata was a privately-held company with 1981 revenues of approximately $83 million. w ith u tp Technical Data was a supplier of data analysis services to the financial community specifically, to participants in the bond market, including bond traders, bond s alesmen, pension fund managers and bankers. er m is si on Technical Data Corporation fro m Scribbled at the bottom of the last worksheet was Parker's initial estimate of the value of his company. His calculations indicated a range of reasonable values from $5 to 10 million. Parker was somewhat aghast at the magnitude of this amount, given the firm's somewhat modest start only one and one-half years previously.When TDC was created in November, 1980 the total capitalization of the company was under $200,000. LA D C us to Jeff Parker, President of Technical Data Corporation (TDC), was going over some worksheets he had recently prepared. He was scheduled to meet the next day with Will Hollister, Chairman of Interdata Corporation. Hollister had asked Parker to discuss a possible investment by Interdata in TDC. Eventually, Hollister had said, Interdata was interested in buying the whole company. m Pu b lis h in g Technical Data Corporation . 283-072 Technical Data CorporationHarris Upham as a fixed income securities salesman. From 1972 to 1975, he was Vice President and Manager of the Corporate Bond Department of A. G. Becker. From 1975 to mid-1977, Parker helped develop a west-coast based bond operation for Loeb Rhoades. In mid-1977, Parker left San Francisco to come to Boston to work for Fidelity Management as a senior, fixed income portfolio manager. At Fidelity, Parker was responsible for managing the fixed income portion of a number of large pension fund portfolios. Th is Virtually all of the data analysis services embodied in TDC's product had been developed by Jeff Parker.During the period he had been employed as a bond trader and as a portfolio manager, he had written a number of proprietary programs to analyze bond data. In 1980, Parker had purchased an APPLE II micro-computer. He transferred all the programs he had developed over the years on large time-sharing systems so that they would run on the APPLE. The process of producing the â€Å"pages† to be sent out over the Telerate system was fairly simple. The requisite data were typed into the APPLE by a clerical worker. Then, the individual 2 m Also, TDC had introduced a number of new analytical services for use by traders of longterm bonds.By April of 1982, the company had expanded the number of pages of information offered from 19 to 40. There were always new ways to analyze or present data on yields and prices. at er ia lc Over the year and a half that the business had been in existence, a number of improvements had been made in the basic product. For example, when first introduced, the analysis of bond prices, yields and futures prices was updated only once a day. However, Technical Data had recently hired someone to update the data and analysis more frequently, in some cases as often as hourly. In the longer run, plans called for continuous updating by computer. n no tb e re pr TDC charged approximately $150. 00 per month per customer for access to its services. This fee was extremely modest in comparison to the other costs incurred by bond market professionals. By mid-1982, the company had over 500 paying subscribers, slightly under 10% of all the Telerate screens in existence. A representative list of customers is provided in Exhibit 2. od uc ed w Technical Data had the right to send out up to 40 â€Å"pages† of information over the Telerate system. Then, Telerate customers could contract separately with TDC to buy access to the TDC pages.Otherwise, the Telerate user could not gain access to the information. ith ou tp er The method of distributing the product was somewhat unusual. The data analysis was sent out over a computer network known as Telerate, the dominant distributor of fundamental data (e. g. , prices and volumes) in the bond business. By mid-1982, Telerate had over 6,000 customers, each of whom had a computer terminal linked electronically to Telerate's central computer. m is si on fro m The product had several components, all designed to provide information useful to bond market traders.For example, one service provided by TDC was an analysis of yield spreads on government securities of different maturities (e. g. , the difference between the yield available on a short-term treasury bill and the yield to maturity on a long-term government bond). A description of the basic product is contained in Exhibit 1. LA D C us to Parker left Fidelity in late 1980 to form TDC. The business plan called for the company to develop an information analysis system for sale to participants in the fixed-income securities business. The latter group would include bond traders, fixed-income salesmen, bankers and pension fund managers. Pu b lis h A Brief History of Technical Data Corporation in g . Technical Data Corporation 283-072 analysis programs were run to create summary reports useful to traders in the bond market. These reports were in turn transmitted directly to the Telerate central computer for transmission over the Telerate system. By mid-1982, TDC had 6 employees, including Parker. Parker was responsible for generating most of the ideas about product enhancements or new product introductions. Jody Morse, a Vice President of the firm, was in charge of office operations.Marketing of TDC's products was done on three levels. First, the Telerate system had certain pages set aside for advertisements. Also, advertisements were placed directly in relevant trade journals. The second level of marketing entailed direct contact by an employee of TDC on the phone. Possible users were identified and a phone call was placed to describe the product in some depth. Parker employed two people in this capacity. He called them â€Å"smilers and dialers. † The third level of marketing was done by Parker. Parker actively sought national exposure in the media.He made numerous presentations during meetings of bond market professionals. And, he made himself easily available to reporters for comments on current conditions in the bond markets. By mid-1982, Technical Data had an excellent reputation for delivering a high quality yet inexpensive product which was useful to investors in fixed income securities. Th Telerate had experienced tremendous growth over the past few years. The number of terminals in place was expected to reach 7,000 over the next year and a half. The company was just beginning to expand into the European market.A further complication in defining the size of the potential market for TDC was that there were suppliers of financial data other than Telerate. It was entirely feasible to provide the basic TDC services over other networks. And, perhaps even more importantly, the scope of TDC's product line could easily be expanded so that the potential market would be very large. In the last decade, there had been an 3 is m at er This list shows the approximate distribution of the existing Telerate customer base. However, Telerate had not come close to capturing 100% of all th e possible consumers of financial data on fixed-income securities. a lc an Total no Customer Type -U. S. Banks Brokers Mortgage Bankers Savings & Loans Insurance Companies Trading Operations and Money Managers Miscellaneous w ith Defining the market to which TDC's products were directed was somewhat difficult. A narrow definition suggested that the current subscribers to the Telerate system were the market. In turn, the distribution of Telerate's customers by type of business is given below: ou Telerate Systems, Inc. Approximate % of Total U. S. 20 % 25 20 7 2 20 6 100 % tb e re pr od uc ed tp er m The Market is si on fro m LA D C us to m Pu b lis h in g . 283-072Technical Data Corporation explosion in the number of types of securities in which money could be invested: stock options, financial futures, bond options, futures contracts on stock market indices were all relatively new investment media. Investors were hungry for information which would help them deal with the myriad choi ces among securities, and it was to this market that TDC would provide its services. For example, the company could provide a service similar to its bond market service to investors in common stocks. The dominant supplier of data in the stock market was a company called Quotron.Quotron had over 50,000 terminals around the world as compared with the 6,000 Telerate terminals. TDC could arrange to distribute a stock analysis service over the Quotron system on terms similar to those governing TDC's relationship with Telerate. It was also possible that TDC could deliver its current bond-based product to Quotron subscribers. To give some idea of the scope of possible products and distribution media, a copy of the Technical Data corporate charter is provided as Exhibit 3. The Competition Th is The company intended in the Fall of 1982 to introduce a brand new service over the Telerate system.Whereas the existing product provided data analysis of longer-term government securities and the rel ated financial futures, the new product would provide similar analysis for short-term financial securities (e. g. , U. S. Treasury Bills, certificates of deposit, and bankers's acceptances). Specialization by investors in the long-term or short-term end of the market suggested that there would not be much overlap in the client base. Both sets of customers, however, were very likely to have Telerate screens already installed as Telerate supplied raw data on securities of all maturities. m Parker had developed a strategic plan for the next several years which called for continued expansion and refinement of the company's current Telerate-based product. at er ia lc Future Plans and Projections an no Parker believed he had a significant advantage over other competitors, given his substantial knowledge of the market. His experience as a bond trader and as portfolio manager was an important asset. tb e re pr However, at least with respect to TDC's existing market niche, TDC's market penet ration was limited more by the ability of the company to contact otential customers and to sign them up than it was by direct competition. od uc ed Also, one of the reasons Interdata had contacted Parker was that the company was interested in expanding its data analysis capabilities. Like Telerate, Interdata was known principally as a supplier of raw data. w ith ou tp Indeed, Parker had discovered that Telerate was interested in developing its own analytical products to transmit over its system. It was possible that such products might be directly competitive to those offered by TDC.Parker knew, however, that Telerate would have to build a completely new department to produce analytical programs. Telerate had traditionally only provided raw financial data to the bond market. er m is si on fro m There were many current and possible competitors in the business of supplying data and analysis to the financial community. Some of these competitors were substantially larger in size than Te chnical Data. LA D C us to m Pu b lis h in g . Technical Data Corporation 283-072 Additionally, TDC planned to diversify away from Telerate as the sole distribution medium for its products.Specifically, the company was discussing arrangements with Quotron and Radiodata. As noted above, Quotron was the dominant supplier of financial information pertaining to the stock market. They were very much interested in performing a similar role in the fixed income markets. And, Parker's firm could provide services to stock investors similar to those provided for bond investors. In particular, Parker and TDC had expertise in some of the recently introduced financial securities – options and futures contracts on stock market indices such as the Standard & Poors 500. Th s m Financial Performance In November of 1980, when the company was formed, sales were zero. By mid-1982, sales were running at an annual rate of slightly over $1,000,000. From the day the company was formed to the end of A pril, 1982, the increment to retained earnings was $179,335. At that date, cash and marketable securities were slightly less than $400,000. Some recent financial statements and the associated notes to the financial statements are included as Exhibit 5. at er ia Current plans called for the introduction of two new software programs by the Fall of 1982.Parker hoped that introducing a complete line of programs with a common user interface would preempt the market, and would effectively create a barrier to entry. lc an no tb At Technical Data, Huebscher was in charge of overseeing the complete process of developing new stand-alone software programs. He would write some of the software himself, and he would assess the attractiveness of programs offered to TDC for resale by outside programmers. e re pr od Parker had recently hired a graduating MBA from Harvard Business School to be a product manager for the software series.Bob Huebscher had been a project manager for a software firm in Bo ston before entering business school. uc ed w In the last three years, the number of micro-computers being used by investment professionals had expanded dramatically. More generally, during this time period, over 1. 5 million so-called personal computers had been sold which could conceivably run software created by TDC. The introduction in late 1981 of a personal computer by IBM was an important event from TDC's perspective because its customer base was more likely to buy personal computers from IBM than from some of the other firms active in the industry. th ou tp er m is si on TDC was scheduled to introduce in July, 1982 the first of what was intended to be a broad line of financial software. The initial product was a yield calculator, and is described in Exhibit 4. The preliminary response in the market to pre-released versions of this product had been overwhelmingly enthusiastic. fro m LA Finally, TDC was in the process of introducing several stand-alone software products. These products were intended to be used by professional participants in the investment community on a personal computer. D C us to Radiodata was a relatively new company.They intended to supply information over the middle part of the FM radio band. The middle part was not used for radio transmission, but could provide a reliable means for transmitting data to specially equipped terminals. m Pu b lis h in g 5 . 283-072 Technical Data Corporation The asset requirements of TDC were minimal. In addition to normal office furniture, the company owned a number of personal computers. A fully equipped APPLE II computer, however, only cost $4,000. 00. When TDC had been formed, Parker had arranged to use the office space of a company active in the bond business.In return for free rent, Parker provided the company with the use of his programs. However, in the Spring of 1982, the company had signed a five year lease on new space in a downtown Boston building. The annual rent on the new office was $45 ,000. In March of 1982, Technical Data had entered into preliminary negotiations with Telerate to extend its contract to distribute its product. The company was attempting to sign a five year contract which would involve TDC paying Telerate a royalty of its Telerate-based revenues. It was very likely that these negotiations would be successfully concluded in the near future.Proforma Revenues and Expenses Th is Parker was in somewhat of a quandry as to how to value the company. Although TDC had been very successful from the start, a great deal of the potential value from operating the company came from future profits. In order to maintain the high rate of growth, the company would have to develop and introduce new products and sustain a strong marketing program. Parker decided that the best way to arrive at an appropriate price for the company was to obtain data on price earnings ratios being accorded in the stock market to comparable companies.Then, these multiples could be applied to the expected earnings of TDC over the next 12 months to arrive at a price. There were several sources of information on price earnings multiples. Parker had found a report which contained data on companies in the computer services industry. The list was compiled by an investment banking firm called Alex Brown & Sons. 6 m at er ia lc an Valuation no tb The three sets of revenue and expense forecasts are provided in Exhibits 6, 7 and 8.Attached to Exhibit 6 are estimates of the market shares necessary to achieve the customer and revenue targets in the base case forecast. e re pr od With respect to expense forecasts, Parker took the approach that at most expenses would be 50% of revenues. Assuming for simplicity an effective tax rate of 50%, the net margin on sales was expected to be 25%. uc ed w The revenue projections were broken down into a number of categories representing specific product line forecasts. In the first year of the forecast period, the bulk of the revenues were ex pected to come from the current Telerate business. th ou tp er Parker had developed three different forecasts for the revenues and expenses of the firm over the next three fiscal years ending October 31: expected values (base case); optimistic (best case) values; and, pessimistic (worst case) values. m is si on fro m LA D C us to The salary levels of the TDC employees depended in part on the level of profitability of the firm. As of April 30, 1982, Jeff Parker was receiving an annualized salary of $125,000. For the six months ended April 30, 1982, the total salary payments of TDC were $126,000. m Pu b lis h in g . Technical Data Corporation 83-072 There were two parts of the report which were of interest to Parker. The first was a list of some financial data on firms in the computer services industry for the period ending March 9, 1982. The list showed prices, dividend yields and price earnings ratios as well as other related data. The list is attached as Exhibit 9. The second part of the Alex Brown report was a graph showing the relationship between the price earnings ratios accorded firms in the sample and the expected long term growth rates of earnings for each. The graph is reproduced as Exhibit 10.Parker had also compiled a list of data on recent initial public offerings. That is, the data described the financial characteristics of companies issuing stock for the first time. These data are attached as Exhibit 11. Finally, Parker had gathered some more detailed information about some companies in businesses not disimilar to that of Technical Data. Some summarized data on Management Science of America, Quotron, Cullinane Data Base and Monchik Webber are shown in Exhibit 12. Th is m at er ia lc an no On the other hand, Parker didn't want to give away the company.He had worked hard for years, and this was the big payoff. He and his family had a lot at stake in the negotiations. This was one of the most important decisions he had ever had to make. tb e re pr T he final issue confronting Parker was how to negotiate with Hollister and Interdata. He knew Hollister well, and wanted to stay on good terms with him, regardless of the outcome of the negotiations. Therefore, he thought he would have to be reasonable in his demands. od uc ed For the purposes of estimating a reasonable discount rate, Parker had gathered some information on the financial markets in April of 1982.These data are provided in Exhibit 13. w ith ou With respect to alternative valuation methods, Parker was interested in seeing if he would arrive at a value different from those estimated by using price earnings ratios if he used discounted cash flow techniques. The questions here involved what the cash flows would be for Technical Data, what the appropriate time horizon for forecasting should be, and what discount rate to use. tp er m is si on There were several issues facing Parker. The first was how to use the information he had gathered above to arrive at a fair price for his company.A second issue was whether or not there was some other way to approach the valuation issue. fro m LA The Meeting with Hollister of Interdata Corporation D C us to m Pu b lis h in g 7 . 8 Th Exhibit 1 is at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m 283-072 m LA D C us Technical Data Corporation to m Pu b lis h in g . Th at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m Exhibit 1 (Continued) is m Technical Data Corporation LA D C us to m Pu b lis h 283-072 9 in g . 283-072 Technical Data Corporation Exhibit 2 Technical Data One Federal Street Boston, Massachusetts 02110 617 482 3341Th is 10 m at ACLI Government Securities Aetna Life Insurance Alex Brown & Sons Alliance Capital Management Allied Corporation American General Armco Bache Halsey Stuart Bankers Trust Bank of America Bear Stearns A. G. Becker Brown Brothers Harriman Cargill Investment Services Chase Manhattan Bank Chemical Bank Chicago Corporation Clayton Brokerage C OMARK Conti Commodities Continental Bank Connecticut General Dean Witter Reynolds Discount Corporation Donaldson Lufkin Jenrette Drexel Burnham Lambert Dry Dock Savings Drysdale Securities Ehrlich-Bober & Company Federal Home Loan Bank Federal National Mortgage Assoc.Fidelity Management & Research First Boston First City National Bank, Houston First National Bank of Boston Ford Motor Company Forstmann Leff Associates G. E. Pension GNP Commodities Goldman Sachs E. F. Hutton REPRESENTATIVE SUBSCRIBER LIST Harvard Management Heinold Commodities International Business Machines International Monetary Market Jennison Associates Kidder Peabody Lehman Bros. , Kuhn Loeb Lloyds Bank Mark Twain National Bank Mass. Financial Services MEG Asset Management Mercantile Bank of Canada Merrill Lynch Mobil Oil Morgan Guaranty Moseley Hallgarten Neuberger Berman Norton Simon Paine Webber Wm.E. Pollock T. Rowe Price Putnam Advisory Refco Partners Richardson Securities Scudder Stevens & Clark The Securit ies Group Shearson/American Express Smith Barney Standard Oil of Ohio State of California State of Illinois State of Minnesota State of Wisconsin Thompson McKinnon Travelers Insurance The Treasury Group Tucker Anthony Union Carbide Wertheim & Co. Wheat First Securities The World Bank er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m LA D C us to m Pu b lis h in g . Technical Data Corporation 283-072 Exhibit 3 TECHNICAL DATA CORPORATION CORPORATE CHARTERTechnical Data is in the business of providing decision support systems to the professional investment community. Essentially, the company provides products which enable investors to analyze data in order to make better investment decisions. The data which can be analyzed using Technical Data's products are those pertaining to virtually all publicly traded securities. Examples of securities would include U. S. Government bonds, commodity futures, common stocks and options on stocks. For each possible security, the rel evant data set would include current and historical prices, volume and open interest. Th is m at r ia lc an no tb e re Correspondingly, there are two methods of distributing Technical Data's products to the final customer. The first is over some electronic communications medium. An example would be the Telerate system. Technical Data's customers gain access to the data and analysis by subscribing to certain pages on the Telerate system. There are a number of other competing communications systems, including Quotron and Radiodata. The other distribution method for Technical Data is direct sales of products to consumers. An example would be a software package to be used on a microcomputer to analyze data. r od uc ed w ith ou There are essentially two modes in which the analysis of data can be done using Technical Data products. The first is what can best be described as â€Å"on-line:† that is, the data are analyzed as they are (continuously or periodically) updated on the rele vant securities market. The second mode of analysis is one in which the data are analyzed without immediate, computerized access to updated information. An example of the latter mode would be an analytical package provided to an investor in the form of a stand-alone software routine.The user of such a package would normally be responsible for entering the relevant data. tp er m is si on fro m The analytical tools provided by Technical Data are designed to provide information deemed useful to investors in making investment decisions in an easily understood format. With regard to format, both numerical and graphical displays are employed. LA D C us There are a number of ways in which these data can be analyzed. These include: price or volume trend analysis (so called technical analysis); fundamental analysis (e. g. , the pricing of options); and, relative pricing analysis (e. . , the spreads between the yields on various fixed income instruments). to m Pu b lis h in g 11 . 12 Th Exhib it 4 is at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on fro m 283-072 m LA D C us Technical Data Corporation to m Pu b lis h in g . Technical Data Corporation 283-072 Exhibit 5 Income Statements* Year October 31 1981 371,557 20,216 17,139 8,240 417,152 391,773 3 Months January 31 1982 201,304 6,262 8,637 655 216,858 207,566 3 Months April 30 1982 241,568 4,557 10,957 1,138 258,220 246,125 6 Months April 30 1982 442,872 10,819 19,594 1,793 475,078 453,691Revenues: Subscription Income Equipment Sales Interest Other Total Revenues Note: Operating Revenues Costs and Expenses: Cost of Equipment Sales Salaries and Wages Other Operating Expenses Rent Interest Total Expenses Pre-Tax Income Taxes: Th is m at er ia lc an no tb e re pr od Current 23,025 39,866 Deferred 2,275 10,224 Total Taxes 25,300 50,090 Net Income 58,124 59,364 Earnings Before Interest & Taxes 78,660 104,192 Note: Depreciation & Amortization 9,154 2,724 Note: Telerate Royalty 74,598 26,911 Note: Rent 0 0 *S ee the summary of accounting principles at the end of this exhibit. s si on 13,984 145,719 161,650 0 12,375 333,728 83,424 3,818 46,325 53,886 0 3,375 107,404 109,454 C us 3,432 60,551 72,492 0 3,375 139,850 118,370 to m fro m LA D uc 45,123 11,410 56,533 61,837 110,788 2,724 26,927 0 ed w ith ou tp er m Pu b lis h 7,250 106,876 126,378 0 6,750 247,254 227,824 84,989 21,634 106,623 121,201 214,980 5,448 53,838 0 in g 13 . 283-072 Technical Data Corporation Exhibit 5 (Continued)Assets: Current Assets: Cash Marketable Securities Accounts Receivable Prepaid Expenses Other Total Current Assets Property & Equipment: Computer Equipment Office Equipment Motor Vehicles Total Property Less Accumulated Depreciation Net Property and Equipment Other Long-Term Assets TOTAL ASSETS Liabilities: Current Liabilities: Accounts Payable Accrued Liabilities Taxes Payable Deferred Subscription Income Total Current Liabilities Long-Term Debt Deferred Income Shareholders Equity: Common Stock Retained Earni ngs 67,927 3,886 20,107 91,920 8,876 83,044 1,238 422,734 73,174 3,886 20,107 97,167 11,525 85,642 1,163 559,953 150,199 49,941 138,041 271 0 338,452 233,048 49,941 187,112 1,476 1,571 473,148 174,384 224,197 217,804 1,135 3,425 620,945 October 31 1981 January 31 1982 April 30 1982 m is si on fro m LA D C us to uc ed w 13,984 56,412 23,025 113,747 207,168 90,000 2,275 19,110 11,625 55,336 198,951 285,022 90,000 2,275 ith ou tp er m Th is 14 m at er ia lc an no tb e re TOTAL SHAREHOLDERS EQUITY pr od 65,167 58,124 123,291 65,167 117,487 182,654 Pu b 75,566 3,886 20,107 99,559 14,174 85,385 1,088 707,418 15,022 27,583 95,740 232,295 370,640 90,000 2,275 65,167 179,335 244,502 lis h in g . Technical Data Corporation 283-072 Exhibit 5 (Continued) Summary of Significant Accounting Policies The Company bills subscription income in advance on an annual or monthly basis.Such billings are recorded as a liability (deferred subscription income) and taken into income ratably over the period tha t they are earned. Marketable securities are recorded at cost, which approximates market value. Th is m at er ia lc an no tb e re pr od uc ed w ith ou tp er m is si on Deferred income taxes relate to timing differences in the recognition of certain expenses for income tax purposes, principally depreciation. fro m Investment tax credits are accounted for on the flow-through method as a reduction of income taxes in the year in which the credits are available for tax purposes. LA D Organizational expenses are being amortized over a period of sixty months. C us Property and equipment are recorded at cost.Depreciation is computed on the straight-line method over the estimated useful lives of the assets for financial statement purposes, and principally accelerated methods for tax purposes. Costs of maintenance and repairs are charged to expense and significant renewals and betterments are capitalized. to m Pu b lis h 15 in g . 283-072 Technical Data Corporation Exhibit 6 Proforma Profit P rojections Expected Values Actual May/1982 Fiscal '82–'83 Fiscal '83–'84 Fiscal '84–'85 Growth Rates REVENUE SOURCE: Telerate: Customers $ Per Month Revenues Quotron: Customers $ Per Month Revenues Radiodata: Customers $ Per Month Revenues Newsletter: Customers $ Per Year Revenues Software: Customers Products $ Per Product Revenues New Bill Product:+ Customers $ Per Month Revenues See Assumptions Below) 553 156 1035216* 750 165 1485000 150 170 306000 250 100 300000 300 100 30000 200 10 250 500000 350 100 420000 0 3041000 760250 900 190 2052000 300 187 673200 500 110 660000 500 125 62500 1000 210 2520000 450 206 1110780 700 125 1050000 15. 47 12. 82 30. 27 C us to m fro m LA D tp er m 700 125 87500 200 30 250 1500000 700 125 1050000 400000 7718280 1929570 is si on uc ed w 200 20 250 1000000 500 125 750000 250000 5447700 1361925 ith ou TOTAL REVENUES no tb Other New Products: Stocks & For. Exchange e re pr od _______ 1035216 Th is Assumptions: 1. Expense Ratio (%) 2. Tax Rate (%) m at er *Annualized ia lc NET PROFIT an 50. 00 50. 00 The â€Å"Bill† Product was the data analysis service focusing on short-term financial securities (e. g. , Treasury Bills) which TDC intended to distribute over Telerate. 16 Pu b 73. 21 10. 00 90. 53 67. 33 11. 80 87. 08 52. 75 11. 80 70. 78 0. 00 73. 21 0. 00 73. 21 41. 42 11. 80 58. 11 NA 59. 31 59. 31 lis h in g . Technical Data Corporation 283-072 Exhibit 6 (Continued) Actual May/1982 ESTIMATED MARKET SHARES: Telerate (Bonds): Total Market TDI Customers Share Quotron: Total Market TDI Customers % Share Radiodata: Total Market TDI Customers % Share Telerate (Bills): Total Market TDI Customers % Share 7000 750 10. 71 24000 150 0. 63 2500 250 10. 0 7000 350 5. 00 8000 900 11. 25 48000 300 0. 63 3700 500 13. 51 8000 500 6. 25 9000 1000 11. 11 60000 450 0. 75 4900 700 14. 29 9000 700 7. 78 13. 39 15. 47 1. 84 58. 11 73. 21 9. 54 40. 00 67. 33 19. 52 13. 39 41. 42 24. 72 Fiscal '82–'83 Fiscal '83†“'84 Fiscal '84–'85 Growth Rates Th is m at er ia lc an no tb e re pr od uc ed w ith ou tp er Note: The other market share figures are not meaningful because TDC's expected share is very small. m is si on fro m LA D C us to m Pu b lis h in g 17 . 283-072 Technical Data Corporation Exhibit 7 Proforma Profit Projections Best Case Values Actual May/1982 Fiscal '82–'83 Fiscal '83–'84 Fiscal '84–'85 Growth RatesREVENUE SOURCE: Telerate: Customers $ Per Month Revenues Quotron: Customers $ Per Month Revenues Radiodata: Customers $ Per Month Revenues Newsletter: Customers $ Per Year Revenues Software: Customers Products $ Per Product Revenues New Bill Product: Customers $ Per Month Revenues Other New Products: Stocks & For. Exchange (See Assumptions Below) 553 156 1035216* 800 165 1584000 300 170 612000 400 100 480000 400 125 50000 1000 190 2280000 500 187 1122000 600 125 900000 600 150 90000 1200 210 3024000 600 206 1481040 22. 47 12. 82 38. 17 41. 42 10. 00 5 5. 56 50. 00 22. 47 83. 71 41. 42 9. 54 54. 92 41. 42 73. 21 9. 54 168. 33 41. 42 11. 80 58. 11 123. 61 73. 70 73. 70 si on fro m tp er uc ed 200 10 250 500000 500 100 600000 100000 m is 300 20 275 1650000 700 125 1050000 400000 7492000 1873000 w

Charles Dickens Great Expectations Essay example -- Great Expectations

Dickens through Great Expectations seemed to have depiction of women and according to Martin Chilton should not be surprising that he did. Charles Dickens stated in 1842 â€Å"Catherine is as near being a donkey as one of her sex can be† (Chilton). Catherine was Dickens wife from 1836 to 1858; they had many kids together. Many believe Dickens terrified and depressed his wife of many years. Dickens had trouble depicting a mature female. Chilton states, "his own relations with women were all damaged, incomplete or destructive" (Chilton). There is obviously a connection between his personal experience and they way he depicts Mrs. Joe and others. Dickens relationship with women gave him many feelings to draw upon to display in his writing. Martin Chilton thought Miss Havisham was Dickens himself. The women in Great Expectations live under year’s of oppression. The cast of characters we saw were not educated and were in difficult personal situations. Peter Scheckner says, â€Å" the genealogies in this work show that virtually every female in the novel is a victim of oppressive circumstances, if not of economics then of a sex... ... middle of paper ... ...trated with the large majority of the female characters most of the time but evidently he would struggle without them. I truly, believe though if he had a more supportive stepmother, he would have ended up in a better situation and would be able to sustain his success. Charles Dickens was a novelist who wrote intense stories about the journey of Pip to fulfill his expectations. He was a man who had a difficult family situation. It was evident he was cruel to his wife Catherine and the fact that he did not even communicate to his ex wife that their son had died, he later sent a letter after the fact. These deplorable behaviors led to his depiction of many evil female characters in Great Expectations. Men in the novel were portrayed in a far better light and the depictions of women were disturbing to many has most Victorian women of the time were the total opposite.

Cost Accounting and Management Decisions Assignment

Cost Accounting and Management Decisions - Assignment Example 1). Management of this company believes in ranking the automobiles by the quantity of contribution margin earned for internal decision-making purposes. They view direct labor, direct material, and the variable manufacturing overhead as product costs while fixed manufacturing overhead as period costs (Hicks, 2002, p. 36). A major change in the company’s manufacturing has been conversion of most of the plants to produce smaller cars instead of the bigger cars that are seen as fuel inefficient. In the recent past, Ford Motor Company has concentrated of production and sell of small cars that achieve higher mileage on less fuel. This strategy has been influenced by the desire to cut on the global air pollution, something responsible for the global warming. The current global challenges have made the company embark on manufacturing varieties of the automobiles to ensure that the costs are balanced. For this reason, management has lately discouraged any production of goods that do no t produce adequate sales to cover up its variable manufacturing costs (Weygandt, Kimmel and  Kieso, 2011, p. 23). The company has maintained the main manufacturing lines of cars, trucks, buses, tractors, and their spare parts. Ford’s success motorsport has been evident in their ability to manufacture rally cars, stock cars, formula one, sports cars, as well as touring cars. It is also important to note that the company has maintained its presence in all parts of the world, having assembly lines in many countries in order to serve many regions. Changes in the Variable/Fixed Cost Structure of the Company on Cost-Volume Analysis Decision by Managers First, it is important to note that fixed costs do not change as a whole but register changes per unit when production volume changes, and on the other hand, variable cost indicates constant unit cost but changes in total when a decrease or an increase in production is registered. Ford’s fixed costs may include rents for the plants and machinery while variable costs may include direct labor. This means that fixed cost is as important as variable cost and monitoring the changing trends stands to help managers make informed decisions. World over, absorption costing is commonly used for both internal and external information in an organization. Most companies use absorption approach entirely because of its attention on full costing of units of a particular product. In order to make informed choices, most managers assume that fixed manufacturing overheads directly vary in relation to the automobile units sold, something that never works (Weygandt, Kimmel and  Kieso, 2011, p. 103). Managers who make this mistake may assume that since costing is done per unit base, an additional manufactured should cost the same, while reality shows an additional expense. Ford Motor Company is a multinational manufacturer, employing very many employees in all the plants across the globe. Labor has been an important factor in ensuring that production consistency is achieved in this company. In the current economic uncertainties, managers in this company are sometimes faced with the dilemma of laying of workforce in an attempt to maintain profitability. Such a decision is informed by the notion that direct labor is variable cost, something that is disputable because most of its workers are highly skilled and are under employment contracts. For this reason, any decision made by the

Something about fairy tales Essay Example | Topics and Well Written Essays - 1750 words - 1

Something about fairy tales - Essay Example This works against the argument that many of the medical advances that have been made have been accomplished through ‘designer’ practices in response to top-dollar demands. At the same time, Postrel argues against the ‘anti-nature’ claim by citing several examples in which modern medicine has changed the ‘natural’ condition of decay and death, even allergic response, without anyone calling foul. Basically, I agree with Postrel that cloning science is not an attack on nature and is not intended to produce designer babies or yuppy science. I also agree that the majority of people who benefit from these technologies seems to be the middle class, maybe because there are more middle class families and thus more demand or maybe because rich people taking advantage of these advances prefer to keep their stories quiet. The technologies would not be developed, though, unless there was someone interested in benefiting from the results, especially in our overly capitalistic society. However, I do understand the point of view of the other side in being worried that this technology might be carried too far. As it can be seen in almost every other facet of life, moderation can provide tremendous benefits, but excess can lead to disaster. For this paper, I plan to explore the archetypes present within the fairy tale story of â€Å"Snow White.† Preliminary research has indicated that while archetypes are readily identified within the story even by very young children, there remain several interpretations regarding what these archetypes are. For example, Stephen Flynn (2005) interprets the story in terms of its female archetypes while Virginia Walker and Mary Lunz (1976) reveal numerous archetypes recognized by young children when the story is aurally communicated. My primary question in conducting this research is to determine if there is a consensus opinion regarding the identification of archetypes within the story and

Restrucure education for creativity Essay Example | Topics and Well Written Essays - 1250 words

Restrucure education for creativity - Essay Example Like earlier efforts to build canals, railroads, highways, and other physical infrastructure to power industrial growth, the United States today needs to massively increase its public and private investments in human infrastructure (Florida, 2007). Today's era demands substantial assistance in educating and training people from the initial stage up to the higher stages of learning making good education as an avenue for the enhancement of human creativity. Various learning institutions must be a motivating force in boosting the full potentials and creative capacities of students in fulfilling not only basic human rights but also the dictates of the economy. We all know that experience is the best teacher, especially experience with the guidance of God; Florida asserts "Learned by doing" and it is true among students rich with an ocean of ideas and concepts. Transforming these students into skilled and talented persons may preserve the national economic competitiveness. Universities are the heart of the Creative Economy. America's strong university system is the source of much of our best scientific, social, and creative leadership. However our concept of what university must be is limited, yet still it serves as the laboratories of new research and technology of modern society (Florida, 2007). A university is a natural source of ethnic, socioeconomic, a... Principle 6: The University as Creative Hub Universities are the heart of the Creative Economy. America's strong university system is the source of much of our best scientific, social, and creative leadership. However our concept of what university must be is limited, yet still it serves as the laboratories of new research and technology of modern society (Florida, 2007). A university is a natural source of ethnic, socioeconomic, and cultural diversity. A student may get pleasure from learning seeing the positive perspective of multicultural diversity; sharing and exploring language and cultural differences adds life and vigor to students' creative minds. Students' skills are avenues in learning; whether it is singing, dancing, gymnastics, games, physical education or sports. Sports contribute much in encouraging students' learning ability; teaching students through rigid disciple. Developing these skills may contribute not only academically but also economically. Enhancing these skills to Olympics level may carry prestige and honor not only for the society alone but for the whole country. "Rigorous teaching of literacy and genuine creativity can be mutually supportive: good literature at the heart of the primary curriculum provides an essential basis for both." - Information provided by Miles Tandy,Warwickshire Advisory Services The Dilemma In other country, The Commons education committee warns that creativity is a "second-order priority". Labour MP Barry Sheerman said that the funding structure "suggests that creativity is a 'second-order priority'" for the department for Children, Schools and Families (DSCF). He further noted that, "schools were enthusiastic about the benefits of creativity - but

American History - 13 Essay Example | Topics and Well Written Essays - 1750 words - 1

American History - 13 - Essay Example Reagan actively supported anti-communist struggles in Afghanistan and Central America. In his second term, Reagan softened his stand and negotiated with Gorbachev, agreeing to scale back the arms race. His 1987 speech in West Germany, â€Å"Mr. Gorbachev, Tear Down This Wall† was a clarion call for the end of the Cold War. A series of summits and treaties, in collaboration with Gorbachev, including the INF, drastically reduced Cold War tensions. Mikhail Gorbachev, who came to power in 1985, attempted to reform the USSR’s failing economy, and repressive political system, through his policies of glasnost (openness) and perestroika (restructuring). Ronald Reagan yielded his hard-line stance largely because of Gorbachev’s overtures He openly promoted a new international order free of Cold War competition. In 1989, Gorbachev signed the START I Treaty, ending the Cold War. His permissive attitude led to the dissolution of the USSR in 1991. George H. W. Bush only concluded the process initiated by Reagan and Gorbachev. East-West tensions continued to subside and Bush signed the START I arms control treaty in Moscow in 1989. Following this, Bush, along with Gorbachev, formally announced the end of the Cold War at the Malta Summit. The Berlin Wall, symbol of the Cold War, came down in November 1989, and communist governments in the erstwhile Soviet Union were progressively replaced by democratically elected governments. 1. 30-5. The Supreme Court judgment in Edwards vs. Aguillard (1987) is significant as a testament to the need for a strong judiciary to keep the legislature in check. It demonstrates the attempt made by the Christian Right to impose its belief on impressionable school children and destroy the secular fabric of society, by equating the theory of evolution with the theory of intelligent design as valid theories. It exposes the guise of academic freedom assumed in order to impose religious beliefs. Creationism is unequivocally defined as

Anita Whitney Essay Example | Topics and Well Written Essays - 2250 words

Anita Whitney - Essay Example On her defence, Whitney distanced herself from the claims that the group or herself never intended to an instrument of violence fashioned to overthrow the government as alleged by the state (Whitney 46). Issues During the reign of governor of California, William Stephens, syndicalism was criminalized and those found guilty of it were to be charged by the state for a criminal offence. In this regard, syndicalism was defined as an attempt to replace capitalism with other economic systems through confederation of collectivized unions. Rule In the adjudication of this case, the question that was before the judges was to judicially determines if the 1919 act that enshrined syndicalism as a criminal offence in California violated the provision of the fourteenth Amendments that highlighted equal protection and due process clauses. In the ruling of the court, the judges in a vote that resulted into 9-0 arrived into a determination that it did not violate the provision necessitating Whitneyâ €™s conviction (Whitney 49).... ation of Whitney’s case was to be used as a list of authorities in this case, it culminated into the overruling of the Whitney v California case (Whitney 57). In the ruling from the United States Supreme Court, the court determined that the government could not reprimand inflammatory speeches unless it can be proved that the intent was to incite and the speech itself also has the potential to incite as alleged. Conclusion From the ruling of Whitney V California case, it will be found that the provision of the law do overlap and without critical legal evaluation of the provision of the law, determination of the cases can be very detrimental to the accused, it therefore requires full understanding of a statute and its intention before the judiciary enforces it. Illinois v Gates, 462 U.S.213 Facts In this case that took place in May 1978, the police in Bloomingdale, Illinois, did receive an anonymous letter that gave detailed information on the conduct of Sue and Lance Gates as d rug dealers. It accounted for their itinerary and how they transit drugs from one point to the next, the police then took initiative to make a follow up of the reported case with approval of the warrant to make a search on Sue and Lance from the court. When the police tracked the two, they indeed found marijuana in their car and additional drugs in the house together with other weapons. The case was taken to the Supreme Court after it was ruled that the search was against the law and that the decision of the judge to issue a warrant on anonymous tip was unlawful (Carmen and Walker 51a). Issues The issues surrounding the case were whether it was in order for the police to use a warrant based on anonymous source to conduct a search. Earlier in the Illinois circuit courts, the case had been

Film studies Case Study Example | Topics and Well Written Essays - 500 words

Film studies - Case Study Example Q2: The past time is the key actor in the movie, even when it was the high time to live right now. The main character Yuddi made a girl to fall in love with him by referring to time, promised to remember that moment, but left her. Furthermore, he said to Tide that he wanted to both live fast and catch the moment. In general, it seems like the key motif of this movie is impossibility to live the life to the full, when you realize that you do not know who your real parents are. This secret broke the normal life of Yuddi and caused his young and fast death. Q3: Even though Ge Lan enjoyed her life in laugh and happiness, the revealed secret of her origin made her restless. She simply could not be patient in her heart and call her foster family ‘parents’. Nevertheless, in the end of her search she found her mother who lied in her face that she had not given birth to her. However, final scene showed the reason of this rejection. Probably, her birth mother realized that she was incapable to provide Ge Lan with everything she needed. She wanted her to stay happy, and Mambo Girl will never know that. Q4: With the development of film plot, the main character Ah Jong appears as an intelligent man, who had no intend to kill people just for fun. Thus, the more Detective Lee knew about him, the less he wanted to chase him in order to arrest. On the contrary, he became his close friend, because he respected Jong’s code and ethics. It corresponded with his own attitude to cruelty of crime bosses and friendship. Consequently, he decided to kill the person who had killed his friend. He also knew for sure, that police would not provide punishment he

Investigating Dynamic Malware Analysis tool Research Paper

Investigating Dynamic Malware Analysis tool - Research Paper Example It has been identified that the sandbox tools are effective in terms of updating the malware signature databases and understanding the behavioral patterns of such codes. Malware is identified as a form of malicious software that can cause tremendous level of damage to a standalone platform or to an entire organizational setup if ignored. One of the major issues being faced by the online security companies is regarding identification of the continuous evolutionary pattern of the malware programs. The functionality of the malware programs gradually depends on their types, which further does have multiple counts. Popular examples of malware programs includes ‘Ransomware Trojans’, ‘Keyloggers’, ‘Rootkit virus’ and multiple more. Within the drastic evolution in the areas of software fields and data execution patterns, multiple unauthorized individuals have started using these kinds of malicious contents for attaining illegal access to those systems from where they can gather crucial data for sufficing their needs (Malware Help. Org, 2014). Taking into consideration of the loss caused by such malicious programs, multiple static and dynamic malware detection tools have also been developed that often prove effective in mitigating the risk associated with malware attacks on crucial data storage and execution systems. Static and dynamic malware detection analysis are few such tools that are provided by the software vendors, which are capable of identifying existing malware codes within a system and blocking or terminating them at the same instance (Egele et al.,2010). The entire concept of dynamic malware analysis mainly depends on the signature identification technique. When a new malware detection tool comes under the supervision of an analyst, he / she continuously updates the database of that tool with all the possible malware signatures, which the system is previously subjected. With the help of an

Advantages of Living with Parents in College Essay Example for Free

Advantages of Living with Parents in College Essay When we see graduation caps in the sky, accompanied with laughter, applause and cry, it is a signal that we just welcome ourselves to the new world after high school. As we step into a college world as a new and fresh collegian, there are many facets that we have to think and decide, especially accommodation. Some people choose to live in the college dorms – making new friends and having more social activities, some other choose to share a house with couple of housemates, or just simply rent a flat and live independently. But, there are some that just decide to stay in town and live with their family. This last choice has three main advantages that we can consider: expense, support, and facilities. The first basic advantage of living with family, or parents, is expense. Imagine hearing your door knocked in the morning, and facing your landlord who demands your rent paid as the start of the day? Or when you can’t dial any number in the phone because you haven’t paid the telephone bill? And, the worst, when you don’t even have enough money to buy yourself breakfast because your parents haven’t sent you any monthly money? Well, you won’t have that drove of problems when you live with your parents. Expenses like food (especially healthy and delicious food), telephone, electricity, and many other will be covered by your parents, so that you can still save your own personal money. You don’t even have to pay more for movies or other leisure things when you hang out with your family. This first aspect of living with family is very, very efficient and helpful to save money! Another important facet of living with your parents is support. Being with family and living in your own home help you a lot when you have your transition phase from high school or college. It would be easier not to face other transition major adaptations, like being lonely in your own room, feeling aloof from family, meeting new hostile roommate who you are not connected to and start to adjust your own finance. You will have your family right beside you, and you will always feel like home. You will also be discipline and controlled since you still have curfew and ‘parents rules’. You can also keep your old friends around you, and you won’t even have to give up your old routines like playing tennis with your dad every Saturday or working in the grotesque diner down the street. This second advantage can make you feel like you are still the old you and you don’t even have to give up a thing. Last but not least, facilities can also be another advantage of living with your parents. You will still have anything you need for college like computer, electricity, internet, printer, scanner, or even fax machine, and they are all for free! Yet again, no expenses wasted. You also don’t have to wait the jamming docket bus that comes late in the morning, because you have transportation that keeps you punctual – somehow going to college in your mum’s car is okay! There won’t be any piling laundry because they are all taken care of. You can also have your own bathroom with hot water and hairdryer, plus clean towels every night. The point is it will be much easier for you to have your needed facility when you’re at home, especially without spending any cent. Living outside your house, like in the dorms or flats, won’t give you this kind of comfort. These three advantages show us that living with parents might be embarrassing and less challenging, but it can be considered since it saves a lot of money and gives you a lot of comfort and support. It can even be less expensive than sharing a house with other housemates! From not paying much of expenses, living in your old room every night, and having more facilities, doesn’t it sound like fun?

The McCarthy Essay Example for Free

The McCarthy Essay The McCarthy Trails and the Salem witch trials have always drawn comparisons to each other in many ways. People were punished unfairly and without any real form of proof. As we continue throughout history, events similar to the McCarthy and Salem Witch Trials have sprung up occasionally in current events. The methods of persecution in these events have varied from the minor to the extreme. Due to these unfair practices, many victims had their livelihoods destroyed and some were even killed due to another person’s word over theirs. In both of these situations, the accusers were hungry for power and would do anything possible to achieve this power. In any case, reputations were ruined, lives were lost, or families were decimated. The methods of persecution for criminals have varied greatly throughout the ages. Incarceration, torture, and death are common methods that have been used as punishments for crimes. During the McCarthy and Salem Witch Trials, people were punished in many ways. During the Salem Witch Trials, the accused were first placed in jail to await a hearing. In all, over 150 people were arrested and placed in jail. Even more were accused but were never pursued by the proper authorities. If found guilty of witchcraft, the victims were sentenced to death by hanging. Between June and September of 1692 nineteen of the accused were hanged. On September 19th, 1962 one man was pressed to death when he failed to plead guilty or not guilty. At least four deaths occurred from the accused dying while incarcerated. The punishments during the McCarthy trials while less severe, still had a devastating impact on the persons involved. People accused of being communist had their names added to a blacklist created by Hollywood. The only way to be removed was to meet before the House of Un-American Activities Committee and prove your innocence. If a person that was called before the House of Un-American Activities Committee refused to name other people involved in these communist groups then you would be added to the blacklist. Over 320 people were placed on the list which stopped them from working in the entertainment industry. The United States government then decided to use the Alien Registration Act to place over forty-six people in jail. Senator Joseph McCarthy then accused 205 people in the State Department of being communists. Investigations were launched and many thousands lost their jobs after admitting to being members of the communist party. Senator McCarthy ruined the lives of many, all to increase his own power and self-image. It is amazing that an event like the Salem Witch Trials was allowed to repeat itself with the McCarthy trials. The Salem Witch Trials, McCarthyism, and even recent events all draw similarities to each other. Events where people have been wrongly prosecuted have happened throughout history. The similarities begin with a culture that is in a state of panic. The Salem Witch Trials were the result of a very strong effort to find witches brought on by panic about strange events. The same was true for McCarthy in the Senate. He was on a mission to find communists, and an already panicked public was very willing to believe him. Both were based on incorrect facts and gained momentum due to their leaders instilling public hysteria. Both trials ended when the accusations proved to be false and unsubstantiated. In my current event, a victim had Secret Service agents show up at her house because she supposedly had anti-American posters in her home. The poster that the agents were referring to was one with President Bush holding a rope, with the words: We Hang on Your Every Word. George Bush, Wanted: 152 Dead. It refers to the number who was put to death in Texas while Bush was the governor. The woman had her information taken down and her name added to some type of list. Many of these types of situations have been springing up around the country. Terrorism in recent years is the main cause of this; just like witch hysteria and communism of the past. Acts like the Patriot Act inflict on certain rights of Americans. Warrantless wiretapping has become a serious issue in recent years, with groups such as the ACLU attacking such policies. Overall, these events do draw many similarities to each other and their effects will never be forgotten. The Salem Witch Trials, McCarthyism, and recent events also have much dissimilarity between them. During McCarthyism, the punishments for being accused were much less severe. You could get blacklisted under McCarthyism, but you received a fair trial and no one was ever killed during these events. The worst scenario was either a job loss or a tarnished reputation. The Salem Witch trials involved superstition that went beyond the Christian religion. People were mainly accused by a group of girls that pointed the finger to many innocent women. If they admitted to being a witch then they were sparred from death. Today, rights granted by the constitution are being stressed by the government with the hope of keeping American people safe. You may be investigated, but no harm has since come because of these new policies. As time continues, we will see how future events transpire and how similar they are to the past. The McCarthy Trails and the Salem witch trials have had a great affect on our history. Victims were unfairly reprimanded during these events. The methods of persecution ranged from death to defamation of character. Power hungry individuals led the hysteria, sacrificing others to build up their power. What we do know is that these types of events continue to arise, even in today’s world. Whether we have learned from these events will remain to be seen.

Coordination Compounds and Ligands

Coordination Compounds and Ligands In order to explain the formulae and structures of the complex compounds, or complexes, formed by transition metal salts with molecular species such as ammonia, Werner coined the terms primary valence and secondary valence, as explained in Chapter 1. These concepts remain valid today except that the term oxidation state has replaced primary valence and the term coordination number has replaced secondary valence. Werner had recognized that a transition metal salt could form a complex compound in which the metal ion became bonded to a number of groups which need not necessarily be the counter anions originally present in the salt. The orientations in space of these metal-bound groups would lead to the complex having a particular geometric structure. In this chapter the structures of transition element complexes are examined in more detail and some definitions of key terms are provided. One definition of a metal complex or coordination compound is a compound formed from a Lewis acid and a Brà ¸nsted base, a Lewis acid being an electron pair acceptor and a Brà ¸nsted base a proton acceptor. Thus the interaction of the Lewis acid metal centre in Ni(ClO4)2 with the Brà ¸nsted base ammonia to form a complex according to equation 4.1 Ni(ClO4)2 + 6NH3 † Ã¢â‚¬â„¢ [Ni(NH3)6](ClO4)2 (4.1) provides an example of the formation of a coordination compound. In writing the formulae of metal complexes it is conventional to include the complete coordination complex within square brackets, an example being provided by [Co(NH3)5Cl]Cl2, in which the coordination complex is [Co(NH3)5Cl]2+ with two chloride counterions. The Brà ¸nsted bases attached to the metal ion in such compounds are called ligands. These may be simple ions such as Cl-, small molecules such as H2O or NH3, larger molecules such as H2NCH2CH2NH2 or N(CH2CH2NH2)3, or even macromolecules, such as proteins. The co ordination number (CN) of a metal ion in a complex can be defined as the number of ligand donor atoms to which the metal is directly bonded. In the case of [Co(NH3)5Cl]2+ this will be 6, the sum of one chloride and five ammonia ligands each donating an electron pair. Although this definition usually works well for coordination compounds, it is not always appropriate for organometallic compounds. An alternative definition of CN would be the number of electron pairs arising from the ligand donor atoms to which the metal is directly bonded. To apply this definition, it is necessary to assume an ionic formulation and a particular oxidation state for the metal ion, so that charges can be assigned to the ligands as appropriate and the number of electron pairs determined. Types of Ligand Where a ligand is bound to a metal ion through a single donor atom, as with Cl-, H2O or NH3, the ligand is said to be unidentate (the ligand binds to the metal through a single point of attachment as if it had one  tooth). Where two donor atoms can be used to bind to a metal ion, as with H2NCH2CH2NH2, the ligand is said to be bidentate, and where several donor atoms are present in a single ligand as with N(CH2CH2NH2)3, the ligand is said to be polydentate. When a bi- or polydentate ligand uses two or more donor atoms to bind to a single metal ion, it is said to form a chelate complex (from the Greek for claw). Such complexes tend to be more stable than similar complexes containing unidentate ligands. A huge variety of ligands appear in coordination complexes, Any of a variety of elements may function as donor atoms towards metal ions, but the most commonly encountered are probably nitrogen, phosphorus, oxygen, sulfur and the halides. In addition, a large number of compounds are kno wn which contain carbon donor atoms; these are known as organometallic compounds. Bidentate ligands may be classified according to the number of atoms in the ligand which separate the donor atoms and hence the size of the chelate ring formed with the metal ion. Thus 1,1-ligands form a four-membered chelate ring when bound to a metal ion, 1,2-ligands a five membered ring, and so on. Cyclic compounds which contain donor atoms oriented so that they can bind to a metal ion and which are large enough to encircle it are known as macrocyclic proligands. Bicyclic proligands are also known which can completely encapsulate a metal ion. Some of these systems have given the names cryptand or sepulchrate, Certain polydentate ligands are particularly good at linking together several metal ions and are refered to as polynucleating ligands. Geometry In coordination chemistry, a structure is first described by its coordination number, the number of ligands attached to the metal (more specifically, the number of à Ã†â€™-type bonds between ligand(s) and the central atom). Usually one can count the ligands attached, but sometimes even the counting can become ambiguous. Coordination numbers are normally between two and nine, but large numbers of ligands are not uncommon for the lanthanides and actinides. The number of bonds depends on the size, charge, and electron configuration of the metal ion and the ligands. Metal ions may have more than one coordination number. Typically the chemistry of complexes is dominated by interactions between s and p molecular orbitals of the ligands and the d orbitals of the metal ions. The s, p, and d orbitals of the metal can accommodate 18 electrons (see 18-Electron rule; for f-block elements, this extends to 32 electrons). The maximum coordination number for a certain metal is thus related to the electronic configuration of the metal ion (more specifically, the number of empty orbitals) and to the ratio of the size of the ligands and the metal ion. Large metals and small ligands lead to high coordination numbers, e.g. [Mo(CN)8]4-. Small metals with large ligands lead to low coordination numbers, e.g. Pt[P(CMe3)]2. Due to their large size, lanthanides, actinides, and early transition metals tend to have high coordination numbers. Different ligand structural arrangements result from the coordination number. Most structures follow the points-on-a-sphere pattern (or, as if the central atom were in the middle of a polyhedron where the corners of that shape are the locations of the ligands), where orbital overlap (between ligand and metal orbitals) and ligand-ligand repulsions tend to lead to certain regular geometries. The most observed geometries are listed below, but there are many cases which deviate from a regular geometry, e.g. due to the use of ligands of different types (which results in irregular bond lengths; the coordination atoms do not follow a points-on-a-sphere pattern), due to the size of ligands, or due to electronic effects (see e.g. Jahn-Teller distortion): Linear for two-coordination, Trigonal planar for three-coordination, Tetrahedral or square planar for four-coordination Trigonal bipyramidal or square pyramidal for five-coordination, Octahedral (orthogonal) or trigonal prismatic for six-coordination, Pentagonal bipyramidal for seven-coordination, Square antiprismatic for eight-coordination, and Tri-capped trigonal prismatic (Triaugmented triangular prism) for nine coordination. Some exceptions and provisions should be noted: The idealized descriptions of 5-, 7-, 8-, and 9- coordination are often indistinct geometrically from alternative structures with slightly different L-M-L (ligand-metal-ligand) angles. The classic example of this is the difference between square pyramidal and trigonal bipyramidal structures. Due to special electronic effects such as (second-order) Jahn-Teller stabilization, certain geometries are stabilized relative to the other possibilities, e.g. for some compounds the trigonal prismatic geometry is stabilized relative to octahedral structures for six-coordination. Isomerism The arrangement of the ligands is fixed for a given complex, but in some cases it is mutable by a reaction that forms another stable isomer. There exist many kinds of isomerism in coordination complexes, just as in many other compounds. Stereoisomerism Stereoisomerism occurs with the same bonds in different orientations relative to one another. Stereoisomerism can be further classified into: Cis-trans isomerism and facial-meridional isomerism Cis-trans isomerism occurs in octahedral and square planar complexes (but not tetrahedral). When two ligands are mutually adjacent they are said to be cis, when opposite each other, trans. When three identical ligands occupy one face of an octahedron, the isomer is said to be facial, or fac. In a fac isomer, any two identical ligands are adjacent or cis to each other. If these three ligands and the metal ion are in one plane, the isomer is said to be meridional, or mer. A mer isomer can be considered as a combination of a trans and a cis, since it contains both trans and cis pairs of identical ligands. Optical isomerism Optical isomerism occurs when the mirror image of a compound is not superimposable with the original compound. It is so called because such isomers are optically active, that is, they rotate the plane of polarized light. The symbol Άº (lambda) is used as a prefix to describe the left-handed propeller twist formed by three bidentate ligands, as shown. Similarly, the symbol Ά (delta) is used as a prefix for the right-handed propeller twist.[7] Structural isomerism Structural isomerism occurs when the bonds are themselves different. Linkage isomerism is only one of several types of structural isomerism in coordination complexes (as well as other classes of chemical compounds). Linkage isomerism occurs with ambidentate ligands which can bind in more than one place. For example, NO2 is an ambidentate ligand: it can bind to a metal at either the N atom or at an O atom. http://t2.gstatic.com/images?q=tbn:ANd9GcRKxYHqV_eczrlInNE3ZAbZOBh-Q1JBpMbyWoRehkKI8y1KEukt=1usg=__PClvZyGR5yoOsiA5HEgW1Zjyvko= Naming Coordination Compounds A complex is a substance in which a metal atom or ion is associated with a group of neutral molecules or anions called ligands. Coordination compounds are neutral substances (i.e. uncharged) in which at least one ion is present as a complex. You will learn more about coordination compounds in the lab lectures of experiment 4 in this course. The coordination compounds are named in the following way. (At the end of this tutorial we have some examples to show you how coordination compounds are named.) A. To name a coordination compound, no matter whether the complex ion is the cation or the anion, always name the cation before the anion. (This is just like naming an ionic compound.) B. In naming the complex ion: 1. Name the ligands first, in alphabetical order, then the metal atom or ion. Note: The metal atom or ion is written before the ligands in the chemical formula. 2. The names of some common ligands are listed in Table 1. For anionic ligands end in -o; for anions that end in -ide(e.g. chloride), -ate (e.g. sulfate, nitrate), and -ite (e.g. nirite), change the endings as follows: -ide http://www.chemistry.wustl.edu/~edudev/LabTutorials/arrow.jpg-o; -ate http://www.chemistry.wustl.edu/~edudev/LabTutorials/arrow.jpg-ato; -ite http://www.chemistry.wustl.edu/~edudev/LabTutorials/arrow.jpg-ito For neutral ligands, the common name of the molecule is used e.g. H2NCH2CH2NH2 (ethylenediamine). Important exceptions: water is called aqua, ammonia is called ammine, carbon monoxide is called carbonyl, and the N2 and O2 are called dinitrogen and dioxygen. 3. Greek prefixes are used to designate the number of each type of ligand in the complex ion, e.g. di-, tri- and tetra-. If the ligand already contains a Greek prefix (e.g. ethylenediamine) or if it is polydentate ligands (ie. can attach at more than one binding site) the prefixes bis-, tris-, tetrakis-, pentakis-, are used instead. (See examples 3 and 4.) The numerical prefixes are listed in Table 2. 4. After naming the ligands, name the central metal. If the complex ion is a cation, the metal is named same as the element. For example, Co in a complex cation is call cobalt and Pt is called platinum. (See examples 1-4). If the complex ion is an anion, the name of the metal ends with the suffix -ate. (See examples 5 and 6.). For example, Co in a complex anion is called cobaltate and Pt is called platinate. For some metals, the Latin names are used in the complex anions e.g. Fe is called ferrate (not ironate). 5. Following the name of the metal, the oxidation state of the metal in the complex is given as a Roman numeral in parentheses. C. To name a neutral complex molecule, follow the rules of naming a complex cation. Remember: Name the (possibly complex) cation BEFORE the (possibly complex) anion.See examples 7 and 8. For historic reasons, some coordination compounds are called by their common names. For example, Fe(CN)63à ¯Ã¢â€š ¬Ã‚ ­ and Fe(CN)64à ¯Ã¢â€š ¬Ã‚ ­ are named ferricyanide and ferrocyanide respectively, and Fe(CO)5 is called iron carbonyl. Examples Give the systematic names for the following coordination compounds: 1. [Cr(NH3)3(H2O)3]Cl3 Answer: triamminetriaquachromium(III) chloride Solution: The complex ion is inside the parentheses, which is a cation. The ammine ligands are named before the aqua ligands according to alphabetical order. Since there are three chlorides binding with the complex ion, the charge on the complex ion must be +3 ( since the compound is electrically neutral). From the charge on the complex ion and the charge on the ligands, we can calculate the oxidation number of the metal. In this example, all the ligands are neutral molecules. Therefore, the oxidation number of chromium must be same as the charge of the complex ion, +3. K4[Fe(CN)6] Answer: potassium hexacyanoferrate(II) Solution: potassium is the cation and the complex ion is the anion. Since there are 4 K+ binding with a complex ion, the charge on the complex ion must be à ¯Ã¢â€š ¬Ã‚ ­ 4. Since each ligand carries -1 charge, the oxidation number of Fe must be +2. The common name of this compound is potassium ferrocyanide. Applications of Co-ordination Compounds (1) Estimation of hardness in water, as Ca++   and Mg2+   ions form complexes with EDTA. (2) Animal and plant world e.g. chlorophyll is a complex of Mg2+   and haemoglobin is a complex of Fe2+   vitamin B12   is a complex of Co2+. (3) Electroplating of metals involves the use of complex salt as electrolytes e.g. K[Ag(CN)2] in silver plating. (4) Extraction of metals e.g. Ag and Au are extracted from ores by dissolving in NaCN to form complexes. (5) Estimation and detection of metal ions e.g. Ni2+ ion is estimated using dimethyl glyoxime. (6) Medicines e.g. cis-platin i.e. cis [PtCl2(NH3)2]   is used in treatment in cancer Importance and Applications of Coordination Compounds: Importance and applications of coordination compounds find use in many qualitative and quantitative chemical analyses. The familiar color reactions given by metal ions with number of ligands. Similarly purification of metal can be achieved through formation and sub sequence decomposition of their coordination compounds. Inflexibility of water is predictable by simple titration with Na2EDTA.the Ca2+ and Mg2+ ions form stable complex with EDTA. The selective estimation of these ions can be done due to difference in the stability constants of calcium and magnesium complexes. Some important extraction processes of metals like those of silver and gold, make use of complex formation. Importance and applications of coordination compounds are of great importance in biological system. The pigment responsible for photosynthesis chlorophyll is a coordinated compound of magnesium. Haemoglobin, the red pigment of blood which acts as oxygen carrier is a coordination compound of iron. Coordination compounds are used as catalysts for many industrial processes. Applications of articles can be electroplating with the silver and gold much more smoothly and evenly from the solution of the complexes. In black and white photography, the developed film is fixed by washing with hypo solution which dissolves the unrecompensed AgBr to from a complex ion [Ag9S2O3)2]3- There is growing interest in the user of chelate therapy in medicinal chemistry. An example is the treatment of problem caused by the presence of metal in toxic proportion in plant and animal. Thus, excess of copper and iron are removed by chelating ligands D-penicillamine and desferrioxime B via the formation of the coordination compounds. EDTA is use in the conduct of guide poisoning. Some coordination compounds of platinum effectively inhibit the growth of tumours. Sonochemical Asymmetric Hydrogenation with Palladium Enantioselective hydrogenation is one of the most versatile methods of asymmetric synthesis, with heterogeneous catalysis, using chiral modifiers, rapidly becoming an alternative to the .traditional. homogeneous methods. The role of modifiers in asymmetric hydrogenations is to enhance catalysis, with the bonding mode and geometry of adsorption being important, as well as the modifier concentration and the type and position of the substituent groups in the aromatic ring. Ultrasonic irradiation (sonication) is known to be  beneficial in catalytic asymmetric hydrogenations. Sonication removes catalyst surface impurities, and gives enhanced adsorption to the chiral modifiers. Now a team from Michigan Technological University, Houghton, U.S.A. (S. C. Mhadgut, I.Bucsi, M. Tà ¶rà ¶k and B. Tà ¶rà ¶k, Chem. Commun., 2004, (8), 984-985; DOI: 10.1039/b315244h) has revisited the Pd-catalysed, proline-modified, asymmetric hydrogenation of isophorone (3,3,5-trimethyl-2-cyclohexen-1-one (wit h a C=C bond)). They examined the catalyst, the modifier and the effects of sonication. Pd/Al2O3 was found to give a better, thoughlow, enantiomeric excess (ee) than Pd/C. Prolineand its derivatives (isomeric hydroxyl-prolines, prolinols and proline esters) were tested as chiral modifiers for Pd/Al2O3. Proline was the best modifier, and both enantiomers gave ee  £ 35%. Presonication was found to enhance the enantioselectivity when both the Pd/Al2O3 catalyst and the proline modifier were present. .Modifier-free. presonication and the presence of substrate during pretreatment decreased the enantioselectivity. The reaction was performed at 50 bar pressure and 25 °C. Presonication for 20 minutes gave the highest optical yields, and increased optical yields across all the H2 pressure range. Maximum ee occurred at a 1:2 isophorone:proline ratio, and with optimised conditions and presonication, the ee for the Pd/Al2O3-(S)-proline catalytic system was  £ 85%. Ultrasonic cleaning of the catalyst enhanced both the adsorption of the modifier and the modifier- induced surface restructuring of the Pd. The high ee was due to proline adsorption on the Pd surface. New catalysts that can strongly adsorb proline could thus become important in heterogeneous catalysis for C=C double bond hydrogenation of a,b-unsaturated carbonyl compounds.

The Validity Of Essiac As a Cure For Breast Cancer :: Biology Health Medicine Essays

The Validity Of Essiac As a Cure For Breast Cancer Doctors continue to study breast cancer, one of the leading causes of death in women, in attempt to find an all out cure. More and more women are diagnosed with breast cancer each year. In 1995, an estimated 182,000 women in the United States were diagnosed, of which 10% to 15% were already locoregionally advanced (Ames et al, 1996). Breast cancer has been plaguing women since 1600 B.C. where it was treated with such methods as amputation or by burning the lesion (Eberlein, 1994). A variety of supposed panaceas have been proposed as cures, however, the most modern technology and research has identified three main modalities in the treatment of cancer: surgery, radiation and chemotherapy. These modalities are most advantageous in ridding the body of cancer and prolonging life as noted in key research studies. THE SEVEN MOST COMMONLY USED, MEDICALLY ADVANCED PROCEDURES FOR ERADICATING BREAST CANCER While doctors do not completely disregard homeopathic cures as cancer treatments, due to the cell's high rate of metastasis, time is most definitely of the essence. Numerous medical journal studies have alluded to seven specific procedures for combating a neoplasm of the breast. The Johns Hopkins Bayview Medical Center backs up this assertion and explains the procedures on their home page at (http://www.jhbmc.jhu.edu/opa/cancer.html). Of the seven treatments, a MODIFIED RADIAL MASTECTOMY is the most prevalent treatment of early identified breast cancer and the most favored by physicians. This procedure includes the full removal of the breast, underarm lymph nodes and the lining of the chest muscles. Seldom used today, but a common procedure of the past, a RADICAL MASTECTOMY was also an option recommended for women, entailing a removal of the entire breast, chest muscles, all underarm lymph nodes, and additional fat and skin. The TOTAL and SIMPLE MASTECTOMIES, yet another scientifical ly worthwhile option in the fight against breast cancer, involve the removal of only the breast, and sometimes a removal of a few underarm lymph nodes closest to the breast to check if the cancer has begun to spread to other parts of the woman's body. PARTIAL and SEGMENTAL MASTECTOMIES remove the malignant tumor as well as a wedge of normal tissue surrounding the tumor, including some skin and the lining of the chest muscle below the tumor, again checking for metastasis. Slightly newer, more advanced treatments involve directly targeting the cancerous tumor, including extra prophylactic measures.

The Devlopment of Reflexive Anthropology Essay -- Cultural Anthropolog

The Devlopment of Reflexive Anthropology Reflexive anthropology has pressured scholoars to recognize their own biases and look increasingly inwards when studying â€Å"other† cultures. Reflexive anthropology is a break away from the traditional study of a clearly defined â€Å"us† and â€Å"them,† that seeks to shift towards indentification rather than difference. It attempts to uncover the politics behind ethnography. Reflexivity shows how â€Å"we† are effected by â€Å"others†, and how â€Å"others† are effected by â€Å"us.† It holds anthropologists accountable for what they write, and how they represent culture. Anthropologists like Dorinne Kondo and Renato Rosaldo have greatly influenced the devlopment of reflexive anthropology through their enthnographies. When Kondo, a Japanese-American woman, went to Japan to for research, she was unprepared for how her own identity would complicate her study. Because she looked Japanese, and in some ways â€Å"felt Japanese,† but did not have the cultural knowledge and language skills of a true â€Å"native,† she was pressured by others to conform. They wanted her to be a â€Å"Japanese women,† and she (initially) readily complied. In doing so, the lines between â€Å"informant† and â€Å"ethnographer† became blurred, as she examined her own transition, and her own â€Å"dissolution and reconstitution of self.† It become increasingly impossible for Kondo to write an ethnography from a distanced, us/ them, point of view, as she was (outwardly) becoming more like â€Å"them.† Kondo states: I emphasize here the collusion between all parties involved, for it is important to recognize the ways in which informants are also actors and agents and that the negotiation of reality that takes place in the doing of ehtnography involves complex and ... ...after the death of his wife that Rosaldo felt the anger and grief that he believed was related to the Ilongots’ feelings. Through his own sad experience, Rosaldo thought that could understand the Ilongot’s deeper reason for headhunting. Rosaldo’s belief that people might truly be able to understand each other on all levels is quite problomatic. He even states that â€Å"the notion of position also refers to how life experiences both enable and inhibit particular kinds of insight† (19). Whereas he applies this comment to his own ablity to understand headhuntung because of his feelings about his wife’s death, he dismissed other cultural factors that differentiate the Ilongot people from himself. Although he is able to feel some sort of connection to his informants through his own pain, he is in no position to be able to state that he understands the culture’s ritual.

Experience is knowledge :: essays research papers

Option # 1 Write an essay with the theme of your first quotation â€Å"A man should never be ashamed to own he has been in the wrong, which is by saying, in other words, that he is wiser today than he was yesterday.† - Alexander Pope (1688-1744)   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Experience is Knowledge†   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Many regrets may burden ones mind throughout their life. This is a totally normal part of ones life that one may have no control over. â€Å"A man should never be ashamed to own he has been in the wrong, which is by saying, in other words, that he is wiser today than he was yesterday.† - Alexander Pope (1688-1744) It is important that one will learn from their mistakes and take out a valuable lesson learned through their actions. The world does not stop for your sake, it simply keeps going and does not put into consideration that the day did not go accordingly to plans.   Ã‚  Ã‚  Ã‚  Ã‚  It is perfectly normal for one to feel question or doubt of a certain action performed. Anyone that is human would have this reaction to something that was a difficult decision to make. As many will come to see, life was not equipped with a pause button to put everything on hold so life as we know it can be put back into order. So many little things happen everyday, if a person would let all of these things get under their skin, life would be better known as â€Å"hell.† The best advice one could use would be to learn from the mistakes made, and become wiser with each one made.   Ã‚  Ã‚  Ã‚  Ã‚  Should mistakes be looked at as something to be ashamed of? Being a human, mistake are inevitable. There is no such thing as someone who has not ever questioned an action performed or a decision made. Humans are given a conscious, this is strictly for making decisions. It helps one makes decisions by questioning everything. By doing this, uncertainty is not out of the question. Wrong choices, and bad actions are not something one should ever be ashamed of. Wrong choices, and bad actions that are performed more then once are something one should be ashamed of.   Ã‚  Ã‚  Ã‚  Ã‚  Wisdom comes with experience, engorging oneself in many opportunities comes with its mistakes. If one can comes out of a bad experience with some sort of knowledge that will help them, or teach them anything, it was not something to be ashamed of.

Managing Change and Leading People Essay

â€Å"Impact of Organisational culture on role and responsibilities of the managers within the organisation† (Word count 2900 / Word limit 3000) Haque, A. U. 139________ According to Schein (2004) the core concept of organisational culture is developing an atmosphere and the procedures are created to ensure that employees are properly managed. Glendon and Stanton elaborate the that visible expression of an organisation is considered as a climate (2000, p. 198 ). By investigating in more depth, it is evident in the past literature, â€Å"Organisational culture is an outline of collective fundamental conjectures that the individuals together collectively discover a way that is valid to overcome problems of external adaption as well internal integration, and the validity is a reason that fresh employees are being told that this is the right way to feel, think, and perceive in association to those problems† (Schein 1992, p. 12). Lundberg (1990) explains the key attributes of the organisational culture: a framework that is designed on the common and shared beliefs, interests, perceptions, and values that individuals not only embrace and governs. It is set of rules and principles that not only make the organisation unique but define the organisational behavior or a common psychology driven from the set of rules (p. 19). Therefore, it can be said that organisational culture are the set of norms, beliefs, and patterns that serves the purpose of the organisation’s existence. The organisational culture is visible at all three levels of the organisation. The above mentioned figure explains that in the first level â€Å"artefacts† there are more visible values that are easily noticeable like dress code, workplace related patterns etc. In second layer there are espoused values that explains the norms and philosophy of organisational working pattern  where as the third level consist of strong beliefs that are generally accepted for granted without any objection or protest. These are underlying assumptions and workforce take it for granted. Denison (2010) strongly emphasis that over a time period, all types of organisations forms its own culture that serves as a special and unique identity and individuality differentiating it from the other organisations. This shows the significant of the organisational culture that why it is important for the present day leaders and managers to comprehensively understand it. The better a manager understands the organisational culture, more he or she can motivate and the workforce to achieve the organisational targets and objectives because the actual vision and purpose of existence of a company is in the heart of beliefs, norms, and culture of the organisation. The leaders and managers can only make themselves and their workforce to live up to the core values or corporate values when they ensure that from inspiring workforce to walk to talk and practically implement those values. The need to understand the organisational culture arise more for the leaders and managers to ensure the resources are allocated in effective and efficient ways. As per Schien (1985), in the manner things are being done is a significant notion that urges on the significance of understanding about the organisational culture in more depth (Deal and Kennedy, 1982, p. 04). The Above figure 2. reveals that the essentiality of understanding the organisational culture. The model shows that organisational culture is similar to an iceberg, as it appear to be small at upper surface but deep down is much larger than it appears. If leaders or managers do not properly understand organisational culture, they will not be able to perform their respective assigned tasks nor bring out the best from their respective workforce. Watson (2006) strongly highlights that in the present era, the shift in managerial thinking has been remarkable as now leaders and managers are more encouraged to make efforts in developing a strong organisational culture.  One of the example is Ford company where leaders play integral part in the formation of the organisational culture (Siriginia, 2012). On the other hand, Schein (2004) argue that leadership is bind with the culture in more than one way. TATA motors is an absolute example that organisational culture has from time to time played vital role in the responsibilities and roles of the leaders. The empirical research of O’Farrell (2006) at the Australian public service indicates that principles, code of conduct, statements of values has immense affect on the role and responsibilities of the managers. For instance, Ford motor company’s vision of aiming to become leading automotive consumer choice, this is a vision bounded in the culture of a company driving the managers towards more excellence in their respective performances as it has increased the role and responsibilities of the managers to accomplish and view the vision together with the workforce. â€Å"It is our responsibility as leaders, managers and administrators to transform the vision of the organisation into reality† (O’Farrell, 2006. p.8). This explains that the roles and responsibilities of the managers cannot be separated from the organisational According to Lester (2010) managers role turns at time into disciplinarian in small organisations as he or she attempts to ensure that the missions and targets are accomplished by the employees due to the organisational culture. However, it is not just limited to the small organisation as Ryanair is not a small business, but manager’s role is more disciplinarian due to organisational culture (Riley, 2013). Therefore, it can be said that no matter how simple or complex organisation may appear but managers have a definite role to play that is being architect by the organisational culture. Malinger et al., (2009) emphasized that the organisational culture is indeed a tone setter for the leaders and managers in not only accomplishing the organisational objectives, but the changes are also managed by the managers and leaders due to the existing organisational culture. The same study revealed that managers role may not emerge as clearly as it should have been due to the reason it is at time overshadowed by the organisational culture. To support the statement, a survey at a Goodwin company indicated that managers may not succeed in the bringing the changes in the organisation due  to the lack of employee’s personal motivation. This means that no matter how much strong influences of organisational culture may have on the responsibilities of the managers but there is no guarantee that employees will accept the changes if lacks motivation. Hence, we can say that the responsibilities of the manager further exceed as to motivate and convince the workers towards accepti ng and embracing the changes for the organisational interest. The role of a manager increase more when the organisational culture demands to bring the changes inside the organisation. The manager become more of mentor and a coach to ensure that employees are trained to accept and respond in right manner towards the required changes. In the example of Head Start, the managers and leaders role and responsibilities include empowering the workforce in order to bring the best out of them. The ‘Program Culture’ is the responsibility of the managers to make sure that every individual understand the culture of the organisation and positively contribute towards the organisational success (ECLKC, 2013). In other words, the manager’s prime role is to create an environment that promotes a healthy relationship among employee with employees, employees with the management, and employees with their respective jobs. Training and development is essential for the managers to ensure that employees are understanding the organisational culture an d contributing towards the organisational interest rather than personal goals and interests (Bennis, 1989). Lister (2010) propose that the role of managers shaped by the firms with organisational culture that promote the role of disseminated leadership culture where workers are integral part of the formation of the strategies related to business, will urge the managers to have more close coordination and interaction with the employees. From the above figure, it is clear that the corporate culture and strategy of the organisation must be align so that managers can accomplish their goals. Similarly, the research report of Head Start Program published by ECLKC (2013) revealed that the role of manager is to communicate with the workforce properly to make sure that the organisational operations are being carried out in a swift and smooth patterns. However, Riley (2013) strongly argue that leaders and managers’  personal style has more influence in shaping the organisational culture. Considering the case study of Ryanair, the â€Å"macho† management culture is dominated and result of the leadership style of Michael O’Leary. Despite, this notion, the management literature suggest that in majority of the cases, it is the organisational culture that has impact on the changing responsibilities and roles of the organisation, such as in the case study of TATA motors and Ford (Sriginia, 2012). Therefore, it can be said that manager’s may have more interaction with the subordinates to encourage their participation in the decisions. Furthermore, Reed Business Information, (2011) states that individuals inside the organisation forms the organisational culture. Individuals with more authority do lead the firms and have huge influence on the culture as a result of power linkage between subordinates and managers or leaders. For this reason, it is essential to develop a comprehensive understanding about the group’s distinct behaviors so that organisational culture and its influences on responsibilities and roles of the managers can be analyzed. Manager’s main task is to make certain that right things are done in right manner. This means that it is responsibility of the manager to establish the channels in which job is done in correct manner without enticing the workforce to react in a negative way. Mowbray (2010) consider trustworthiness, motivation, wisdom, intelligence, skills to foster others, and attentiveness are some of the key attributes required by the managers to accomplish the organisational objectives through workforce. Similarly, Kouzes and Posner (1993) also argue that the role of the manager is to built an effective team inside the organisation, that can only be possible when managers posses these types of attributes. The similar findings is evident in extract of Lister (2010) that manager’s role is to lead by examples. It is the responsibility of the manager to double check that employees are motivated and performing for increasing organisational outcomes. The core values of the organisation must be lived by the managers themselves. For this reason, it is important that manager should set examples. Ron Williams of Atena is example of how leading from the front is important as he is the first person who encourages his workforce to be the first person  to be informed about the bad news. The organisational culture of Atena has four phases that are (i) Integrity, (ii) Excellence, (iii) Inspiration, and (iv) Caring respectively. These four components are the core competencies of the organisation. The manager is responsible to make certain that quality services are being delivered in an effective and efficient way. The others are being respected and inspired to perform better. These core concepts are the actual components that encourages and develops the role of leader to be more result oriented within this framework. One of the element of Atena is discussed here to explain the impact of culture and that is inspiring each other to find new ways to make a world better place. RIB – Reed Business Information (2011) also states that managers must have adaption in his approach to develop a culture of positivity at workplace that a firm requires and inspire and empower other employees to do the tasks with positive attitude and intent. However, workwell model (2010) for health management, that is being issued by the Business In The Community – BITC does not consider the management behavior as the hub and therefore does not take in account the managers and employee’s behavior can have influence on the environment but it considers environment as a key consideration that will have a strong influence on the choices and feelings. Since the role of manager as being identified by various researchers as â€Å"inspiring and motivating employees† (Bennis 1989; Lister 2010; and Sirginia, 2012). Therefore, it can be state that full understanding of the organisational culture is essential to increase employee engagement, which is the responsibility of the managers within the organisation. Mowbray (2010) consider that code of conduct is one of the important responsibility of the manager to ensure that all the employees are following the code of conduct regularly. These code of conducts are in reality part of the organisational culture’s artefacts. This means that it is the duty of the managers to make sure that the employees are following the code of conduct inside the organisation. This way, it can be said that the management behavior is reflected as well developed through the organisational culture. Furthermore, Mowbray (2010) stressed on the role of  the manager to maintain a steady focus on the organisational management, people and talent management, and service management. We notice that the values must be promoted and lived by the managers themselves in a practical manner as Blue Skies case study, it was clear that the core values of the firm were not personally lived by the managers and owner which lead to the turmoil and severe consequences. On the other hand, it is viewed that IKEA Group corporate is preferred by the employees as they feel proud to be part of it. The reason behind it is the values are centre of the culture (IKEA, 2013). The principles, values, and missions are being reflected by the code of conduct as a guiding source for the managers to carry out their responsibilities. These codes enable the managers to manage conflicts and resolve disputes at the workplace. For this purpose, effective communication is very important. It is one of the key responsibility of the managers to monitor and evaluate that the smooth communication is flowing in horizontal as well vertical direction. In case of Head Start values and beliefs are most crucial for the managers and leaders to understand and deliver the best to ensure that the conflicts are resolved. Any conflict or issue is an obstacle that will hinder the organisation from performing properly. Therefore, manager’s responsibility is to make certain that the conflicts are being resolved in a way that will contributed to the success of the organisation. As the communication channels improve, there is more and more effectiveness and efficiency in the workin g of the organisation. Everything that a manager manages is with the ultimate goal of reaching and accomplishing the organisational objectives. Planning, organizing, controlling, monitoring, directing, staffing, and coordinating are all the primary roles of the managers in the organisation. All these roles are linked with the one ultimate objective that is to make the most of the available resources to achieve goals and targets of the organisation. It is evident clearly that vision and mission are part of the organisational culture that are translated by the managers through above mentioned roles of the managers. For instance, the manager’s behavior play vital role in the influencing the behavior of the others was identified in the process of NHS  managers’ quality assurance done by the management consultancy PwC – PricewaterhouseCoopers (PwC, 2009). This means that positive behavior of a manager is important to develop a positive culture so it can be said that it is the responsibility of the managers to ensure that positive workplace environment is established within the organisation. However, the roles and responsibility varies from managers to managers and organisation to organisation because of its own unique culture. It is not that only manager’s role and responsibilities are being influenced by the organisational culture. There are other things like the behavior, attitude towards work, and commitment and engagement of both employees as well managers are also influenced by the culture of the organisation. On the basis of above analysis it can be said that the organisational culture is like an umbrella under which all the values, beliefs, codes, principles, norms, and procedures groom to give rise to the unique identity of the organisation. The organisational culture is not limited to only written principles, it is something that from walk to talk must be embraced by each and every individual, transformed through the managers and lived by each and every individual. Organisational culture has three significant level that are similar to the iceberg, where underlying assumptions are covered inside rituals and generally taken for granted beliefs. Furthermore, it is also clear that role of manager is to make certain that employees are led by setting examples, building effective teams, promoting smooth channels of communications, conflict management, planning, organizing, coordinating, directing, monitoring, etc are all key roles of the managers. Moreover, it is the responsibility of the manager to make sure that employees are properly trained and embrace the organisational culture properly. The more employees are familiar with the organisational culture, more are the chances of smooth operations and long time sustainability. The organisational culture not only differentiate the organisation from the other in line competitors but helps in the business succession planning and developing the environment to retain the best talents inside the organisation. Employees who have better understanding of the organisational culture, works to promote the organisational goal with more devotion and  motivation. This means that talents are retained by the organisations. However, sometime the norms and beliefs may hinder in the way of progress and change as managers and leader unconsciously follow the same routes that they have been following from long time. It is essential to develop a system through which top management review that the organisational culture is positive and progressive, proving the opportunities for the workforce to be more professional and participative. References: Bennis, W. (1989). â€Å"Why Leaders Can’t Lead†. Training and Development Journal. 43 (4), 38. Deal, T.E. and Kennedy, A.A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, MA: Peruses Books. Denison, D. (2010). What is an Organisational culture? why culture matters to your organisation . Available: http://www.youtube.com/watch?v=Rd0kf3wd120. Last accessed 16th Dec 2013. ECDK, (1997). â€Å"Influencing Organizational Culture.† Leading Head Start into the Future. 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