The differences between Eudicots and Monocots plants Coursework

The differences between Eudicots and Monocots plants - Coursework Example The author has rightly presented that every plant has two main systems a root system and a shoot system, a root system consists of roots and branch roots and the shoot system contains stem, branches, and leaves. Roots are responsible for providing the plant with water and other minerals contained in the soil. It also anchors the plants and holds the plant to the ground. The stem has the responsibility to transport water minerals from roots to the leaves and branches and food and oxygen from leaves to other parts. Leaves carry the responsibility of making food for the plants through the process of photosynthesis. The plant can make its food by itself combining carbon-dioxide and sunlight by the process of photosynthesis. The vegetative parts of a plant are root, stem, and leaves but flowers, fruits, and seeds are its reproductive organs. Flowering plants produce seeds of two basic types, monocots, and Eudicots. There are many differences between the Monocots and Eudicots. In monocots, there is only one cotyledon in the seed but in Eudicot plants, the seed has two cotyledons. In monocot plants, the root xylem and phloem are distributed in a ring while in Eudicots root phloem is the xylem. In monocots, the vascular tissues are there on the stem in a scattered form but Eudicots have its vascular tissues distinctly arranged. Leaves veins in monocot plants are formed in a parallel pattern while Eudicots have a leave veins in a net shape.

Upton Sinclair Essay Example for Free

Upton Sinclair Essay Upton Sinclair was born on September 20th 1878, in Baltimore Maryland. His life was spent alternating between politics, writing and in civil rights movements. His first major book was written in 1903 Manassas, but it is The Jungle that would throw him into instant fame and make known his stand in the complications brought forth by capitalism. He was a socialist and tried running for office in 1906, having a go at the congress in New Jersey through the socialist party of America where he lost slightly. His literary works are full of critical writings where he would mirror authoritatively many of the issues affecting the Americans. He was a socialist and was always at clash with conservative politicians who were painting him as a violent communist despite the fact that he had denounced communism. His writings are not only political or social but he also gave a shot at psychic (William J. helm, 1994). His most recorded success in elections was in 1934 when he was nominated to run in office, this time not with the socialist party but with the Democratic Party. He was however to lose as his most conservative people in California could not buy his political ideas. The communists thought of him as a capitalist while the capitalist believed he was a communist and was out to change the state for the worse. An analysis of his accomplishments would reveal that they did not lie in politics but in his advancement of civil rights. His notable achievement however is in the labor movements. His writings and campaigns were strong injection to the labor unions. This shall remain the focus of this paper as it seeks to establish the impact and significance of Upton Sinclair on the American workers and the labor movements. Of particular interest in this paper will be his novel The Jungle and its impact of food legislations. The epitome of Upton Sinclair criticism of the capitalist system in the United States can be captured in The Jungle. It is here that he exposes many of the social evils that were being perpetuated in the society especially against the low-income earners. It exposes many scandals that before had remained hidden from the public’s eyes while at the same time urging for change (Jon Blackwell, n. d). The story is based on an emigrant family that moves to the United States, Chicago, in search of the American dream and prosperity only to be raped by the ruthless capitalist system. The whole family has migrated in to Chicago in the hope of a better life but the unscrupulous employers including corrupt officials gives the family no piece and they start dying one after the other. The working conditions of the stockyards in Chicago are intolerable. The situation is exacerbated by rampant corruption that thrives. For one to get something done, it is a must that an official be bribed in the process. The key character in The Jungle is one Jurgis and it is through him that the woes of the workers are brought to the fore. His family is on the verge of extinction as a string of deaths have caught the family. He is a troubled man and totally devastated by the employers and the farmers who keep turning employees away. This novel is a clear attack of industrialization and the intense mechanization of America. It portrays the fast waning optimism of people especially the workers who have to survive a life of bondage and wage slavery. The spotlight of the jungle is on the hard conditions that workers in the Chicago’s meat factories have to undergo. Workers of all ages including women and children are being exploited. It gives a vivid account of how farmers were being ground after having fallen accidentally in to the processing tanks with the full knowledge of the owners of the factories. The Jungle caused a major row pitting the public, the government and meat processing factories. The cleanliness of the meat was in question. This novel had exposed much of the evils and the malpractices that were being subjected to the workers. Sinclair intent and purpose of the novel was mostly to be centered on the woes of the workers, it was just that the publics attention become focused more on the hygiene of the meat. The Meat Inspection Act for example was passed after this novel had brewed enough uproar. To Sinclair, The Jungle did not just contain empty words, but they had to be followed up by real actions. He sent a copy of the book to the then president, Theodore Roosevelt. His was not on the hygiene of the meat but rather was on the wage slavery now dominant in American factories. The workers were being mistreated and poorly paid. However the authority’s attention was not on the â€Å"wage slavery† but on the meat quality and hygiene. The working conditions of the workers were ignored and instead the investigators focused more on the cleanliness of the processing factories. This would lead to his famous statement later to the effect that his works were intended to strike at the care of the matter and rather not the â€Å"stomach† this indicates the passion through which Sinclair was committed to securing the welfare of the workers to a point that he would confront the powers that were there then. Roosevelt only agreed to respond to the meat factory allegations after immense pressure from the civil societies including Sinclair himself. His efforts to secure the rights of the workers and improve their welfare can be seen in his campaigns for the seat of governor of California. His political ideology was being centered on the workers. His EPIC movement (End Poverty in California) was promising to alleviate the situation of the workers (Deibre Donahue, 2006. ). The Flivver King, a story of Ford America a book by Upton Sinclair in 1937 also roused and sensitized the workers on the woes facing them in their workplaces. It traces the origin of the Ford Motor Company and how after it was established it was treating its employees well as it only employed qualified workers, its focus in on the scientific management of the Ford Motor Company factories. After sometimes, the Ford Company took to breaking down the labor and introduced specialization meaning that even the low skilled workers could do the job with low pay (http://www. amazon. com/flivver-king-story-ford-america/dp/0882860542). This book traces how the Ford Company has over time phased out the skilled labor and in its place with the low skilled people and exploiting them. The workers in the Ford Company would wish to start a union but there were set backs as Ford’s â€Å"spies† are working to undermine their efforts each time they try to congregate. It explores how Ford was transformed in to selfishness by maintaining the same small pay but continuing to wreak billions. This book was of great significance as it led to great inspirations to the workers and also led to the formation of the United Autoworkers Union. It would result to a wave of workers movements and unionization that hit the big companies in the 1940s. It indicates the harsh realities that the workers had to contend with as they tried to form unions that would collectively agitate for their rights (Philip S. Foner, 1964). Upton Sinclair works are popular not for their qualities as novels but for their social impact. He is able to capture workers conditions and the low pay that characterized their remuneration. In the jungle he gives the heartrending details of stories of the workers who fell in to the vats and not being retrieved in time, they would die in there with no efforts by the factory owners to retrieve the bodies. These books went a great deal in inspiring the formation a workers union. By focusing at the problems facing the laborers, they were able to bring them together under a communality of purpose. The situation as it was in the factories for example in the, Ford Company, was that the owners were not taking any efforts to coalesce the workers interests lightly. The confrontations between the two would sometimes turn bloody. Unlike the communists who were expecting to push the ideas of the workers suffering down their throats, Sinclair takes a far much smoother approach through a well-researched story. The inspiration of Sinclair’s works upon the foundation of the workers union in America cannot be underscored. They made a great deal in presenting the reality in the factories. The United Workers Union is one such labor movement alongside others that were directly inspired by the novel on the Ford Company. Reference William J. helm, 1994. Upton Sinclair: overview. In reference guide to American literature 3rd ed. Edited by Kamp. St James press. Amazon Com, 1996. The Flivver King: A story of Ford –America. Retrieved on http://www. amazon.com/flivver-king-story-ford-america/dp/0882860542 Jon Blackwell. 1906: rumble over ‘The Jungle’ retrieved on 24/11/07 from http://www. capitalcentury. com/1906. html Jacob powers. Upton Sinclair, the flivver king. Retrieved on 24/11/07 from://upinmichagan. org/ver-sinclair. html Deibre Donahue, 06/23/2006. ‘Radical’ Life, times of Upton Sinclair USA TODAY. Retrieved on 24/11/07 from http://www. usatoday. com/ife/books/eviews/2006-06-21-radical-innocent-x. htm Philip S. Foner, 1964. History of the labor movement in the United States. International publishers co.

Films Today :: essays research papers

The British tabloid press is famous for jumping on any bandwagon that supports popular opinion. Before her death the Princess of Wales was hounded on a daily basis for nearly two decades by the paparazzi to feed the insatiable appetite of the word for her picture. This lead, putting conspiracy theories aside, directly to her death. Now these very same newspapers are feeding the publics bottomless pit of an appetite with stories of her life and loves. A day never goes by with out some mention of her charity work, her past lovers and even the dresses she wore when on royal duties. Top: British tabloid newspaper The Sun which campaigned to have all video nasties banned for the sake of our children. Right: A graphic scene from Don Coscarelli's Phantasm. The only bandwagon that comes close to matching that of the Princess of Wales is the effect that films, video films in particular, have on the viewing public. When The Omen was shown on British television in the early '80s reports came in that people had to seek spiritual guidance in order for them to come to terms with the images they had seen on the screen. Some even reported that knives and forks had somehow become bent and twisted as if overtaken by evil forces. Had their cutlery really become possessed by the devil or were they attention seekers trying to get their fifteen minutes of fame? The newspapers were quick to latch on and appointed themselves as our guardians against the vile influx of film and video. Films were blamed for all of our faults, it wasn't his fault if a man raped a woman because he was following what he had seen in a video, and it wasn't their fault if children used foul language because they had heard it in a film. But I have to keep asking myself one question; isn't it about time that we took the responsibilities for our actions? If a man, or woman, commit a crime then it is not the fault of some Hollywood filmmaker but the responsibility of the said individual. We all like someone to blame. The worlds pollution is the fault of the motorist so lets tax them out of existence, the fact that little Johnny bunks off school and can't read or write is the fault of the teachers, or the government, but never the parents who don't know how to control their own children. Isn't it about time that we stopped passing the buck and admitted that WE are to blame when WE do something wrong.

Lysistrata Water versus Fire Essay -- essays research papers

There are many ways in which the men’s carrying the logs and the fire and the women’s carrying the water symbolize the views gender. As one may realize fire is often uncontrollable and wild similar to a men’s raging hormones. Fire is an example of an element that can be easily started, but extremely tricky to put out when spread. When pertaining to sex, the male gender is often the aggressor whose fire is quickly growing to the point of restlessness as Cinesias was. â€Å"God, I wish she’d hurry up and get through with all this!† As his wife goes to retrieve a pillow for him and perfume for herself he screams out, â€Å"Damn the man who invented perfumes!† Though the men represent the elusive fire that may sometimes seem impossible to put it out, the women represent the most illustrious enemy of fire: water. Though generally cool and collected, water can be used as the ultimate adversary of a fire that is going about wildly. Pertaining to women, they hold the only solution to the raging fire of a man. As in the play Lysistrata, women actually have the authority to stop a war between ...

Change Process Theories

Change Process Theories: A Review Outline Introduction Four types of Organizational Change Theories: Van de Ven and Poole †¢ Dialectical: Kurt Lewin †¢ Evolution: o Lippitt, Watson, and Wesley o Bartlett and Kayser †¢ Teleology: o Edgar Schein o Prochaska and DiClemente †¢ Life Cycle: Ichak Adizes Conclusion Introduction An enduring quest of management scholars is to explain how and why organizations change. The processes of change or sequences of events have been difficult to define, let alone manage. Researchers have borrowed many concepts from many fields of study, including sociology, biology, and physics. Van de Ven and Poole (1995) proposed four categories of organizational change: dialectical, evolution, teleological and life cycle. Dialectical theory is the development of an organization through the conflict, competition, and/or collaboration of internal or external interests, wherein the status quo is changed regardless of the overall benefit or detriment to the organization. Evolutionary theory views organizational change as the cumulative change brought about through the continuous cycle of variation, selection and incorporation, and retention, caused by competition for scarce resources, environmental change or imposed conditions. Teleology is the purposeful development of an organization towards a defined end result or in line with a predetermined collective ideology by means of repetitive sequences of goal definition, implementation, evaluation and modification. Finally, Life Cycle theory is the linear, organic development of an organization from a homogenous, undefined entity to a differentiated, structured entity through accumulated experiences arising from the pressure of external events as mediated by internal logic, rules or programs. Within these four categories, I present six theories of organizational change to illustrate the underlying concepts within each category. Dialectical Theory Kurt Lewin is widely regarded as one of the pioneers in the study of change processes. A social scientist, Lewin postulated that human behavior is based on a relatively stationary equilibrium of two groups of forces. While driving forces facilitate change by pushing in the desired direction, counterforces known as restraining forces immediately sprout to hinder the change. When a significant change in these forces occurs, behavior must also shift to maintain equilibrium. After equilibrium is reached, the new behaviors gradually become the standard for maintaining the status quo. Lewin described this process in his article, Frontiers in Group Dynamics: â€Å"A change toward a higher level of group performance is frequently short lived; after a â€Å"shot in the arm† group life soon returns to the previous level. This indicates that it does not suffice to define the objective of planned change in group performance as the reaching of a different level. Permanency of the new level, or permanency for a desired period, should be included in the objective. A successful change includes, therefore, three aspects: unfreezing (if necessary) the present level, moving to the new level, and freezing group life on the new level† (p 34). The Evolutionary Theories Lippitt, Watson, and Westley expanded on Lewin’s work by introducing the idea of a relationship between the change agent and the ‘client’ or organization to be changed. Lippitt et al. ’s theory proposes seven phases. The first phase focuses on developing a need for change. A client must not only be aware of a problematic situation, but must believe a better state of affairs is possible, and that the change agent (whether a consultant or method) is relevant and available. Phase two is the establishment of a change relationship. As with any human relationship, one of the most delicate yet absolutely crucial elements in forming the change relationship is the first impression. â€Å"Often the client system seems to be seeking assurance that the potential change agent is different enough from the client system to be a real expert and yet enough like it to be horoughly understandable and approachable† (Lippitt et al. p 134). Phases three, four, and five are an elaboration on Lewin’s moving stage, and can be grouped together under the heading: moving toward change. These straightforward phases are (3) Clarification or Diagnosis of the client’s problem (4) Examination of the Alternative Routes and Goals and Establishing Goals and Intention s of Action, and (5) Transformation of Intentions into Actual Change Efforts. Lippitt et al. return to Lewin’s Refreezing stage with phase six: The generalization and stabilization of change. A critical factor in the stabilization of change is the spread of change to neighboring systems. A change is much more likely to be retained if reinforced by colleagues’ usage. The final phase, achieving a terminal relationship, focuses on preventing a dependency on the change agent for support and developing a form of client self-reliance for future problem-solving. Lippitt et al. issue a final caution, noting that the seven phases present are not always sequential, and the phases can overlap or repeat themselves throughout the change process. Bartlett and Kayser (1973) propose that successful change depends on a reactive redistribution of power within the structure of an organization. This power redistribution optimally occurs through a six phase series of stimuli and reactions. Stimulus 1: Pressure on top management takes the form of both internal pressure (such as union strikes, low productivity, high costs or interdepartmental conflict) and external pressure (such as lower sales, stockholder discontent, or a competitor's breakthrough. When these pressures offset one another, e. g. high sales despite employee grumbling, there is little incentive for top management to induce change. However, when internal and external pressures are aligned, Reaction 1: Arousal to take action senior management seeks a consultant or other diagnostic tool to discover the problem. Stimulus 2: Intervention at the top – While long-term managers tend to look for individuals and groups to blame, â€Å"outsiders† tend to see the org anizational structure or processes as equally likely culprits. The â€Å"outsider†, presumably hired and respected for his expert ability to improve organizational practices, is in an ideal position to Reaction 2: Reorient top management to internal problems. In order to Stimulus 3: Diagnose problem areas effectively, top management speaks with multiple levels of the organization. This step largely determines the success of the change. Top menagers who only consult their immediate subordainates gather little to no new data. Managers who conduct a comprehensive hierarchy-spanning feedback search not only acquiremore information but have a positive reinforcing effect on the change to come. By consulting all hierarchy levels, managers achieve employee buy-in, drawing employees to believe that not is management itself willing to change, but actual important problems are being acknowledged and ideas from lower levels are being valued by upper levels (Bartlett and Kaser, 1973, p. 58). In contrast, manager who take a unilateral approach are making changes based on limited viewpoints with little to no employee buy-in. Perhaps even worse is the CEO who delegates the change to a subordinate, who potentially has less information, less clout within the organization, and the lingering uncertainty that top management isn't sincere about the change. Reaction 3: Recognition of specific problems found through the diagnosis process will cause deliberation resulting in the Stimulus 4: Invention of a new solution. Suggestions for solutions can be gathered in phase 3. Barlett and Kayser place particular importance on group collaboration for generating potential solutions. Through this collaboration, there is greater Reaction 4: Commitment to the new courses of action. Stimulus 5: Experimentation with new solutions inevitably produces occasional setbacks and/or outright failure. During this period, the multi-level employee endorsement of change becomes critical as the organization Reaction 5: Reviews the results of the change. While non-effective ‘solutions' are thrown out, effective solutions are propagated and expanded. Ideally, the quietly discarded solutions only briefly demoralize their advocates, while the retained superior solutions have an infectiously positive effect. Finally, this Stimulus 6: Reinforcement from positive results ushers in a full scale Reaction 6: Acceptance of the new practices. Teleological Theories Edgar Schein further defined Lewin's three stage theory, proposing that the Unfreezing stage can be subdivided into three steps: Disconfirmation, Induction of Guilt or â€Å"survival anxiety†, and Creation of Psychological Safety. Disconfirmation is characterized by the dissatisfaction and/or frustration with the current state of affairs. Survival anxiety occurs when the dissatisfiers are accepted as valid and linked to the nonattainment of goals. The primary restraining force at this stage is learning anxiety – having to admit that the current behaviors are â€Å"wrong† and the additional fear that attempting a new process may result in failure and a loss of esteem. The Creation of Psychological Safety step is the addressing and overcoming of this fear. Schein further subdivided Lewin’s theory by splitting the moving process into three phases. The first phase, Cognitive Redefinition is typified by organizational members discovering that the definitions, concepts and other anchors previously relied upon are not absolutes. While the unfreezing stages create motivation for change, the second phase, termed Imitation and Identification with a Role Model, determines whether the change is beneficial or harmful, depending on the role model chosen. However, if there are no attractive role models, the third phase, Scanning of Alternatives and Trial and Error, comes into play. Occasionally, if there is sufficient psychological safety, spontaneous insight into a solution may occur. This spontaneous insight is highly valuable because such insights often take into account both stated and hidden unique obstacles to a change, unlike process consultants who often can only address the stated barriers. With regard to the Refreezing stage, Schein notes that the new behaviors must be at least somewhat compatible with the remaining behaviors or the cycle of disconfirmation may restart, potentially reversing the progress made, or devolving into an endless cycle of new behaviors. Prochaska et al (1992) developed a change behavior model for the health care field which has gradually been extended to other disciplines. Much like Lewin's model, their model defines the general process of change. Unlike Lewin, Prochaska et al. present their five stages of behavioral change as cyclical in nature rather than as a simple progression. Please see figure 1. Precontemplation (PC) is the stage at which there is no intention to change behavior in the near future. Typically, an external force such as a lawsuit or technological advancement occurs to push an organization into the next stage. Contemplation (C) is the stage where the problem or undesirable behavior is recognized, and serious consideration is given to change the behavior. This stage is characterized by the weighing of current opportunity costs against the actual costs of modifying the problem. Preparation (PP) is a stage that combines intention and initial attempts to change behaviors. The organization intends a full transformation of the indicated ‘problem behaviors' in the very near future. The cessation of undesirable behaviors and embrace of the new behaviors marks the advent of the Action (A) stage. The Maintenance (M) stage is often, and incorrectly, viewed as a static stage. In truth, this stage is the continuation and reinforcement of the new behaviors. This stage becomes particularly pertinent when the initial attitude of ‘new and improved' begins wearing thin and organizational members consciously or subconsciously attempt to return to the ‘old and trusted' methods. This backslide can continue (precontemplation) until the problem is once again addressed (contemplation). Life Cycle Theory In his 1998 book, Adizes presents one of the clearest descriptions and in depth refinements of Life Cycle organizational development models to date. Based on ten sequential stages of development, he addresses the attitudes, issues, and threats at each stage of life. These life stages are categorized into the growing phase, second birth and coming of age, and aging organizations. Please see figure 2 for reference. (In the interest of brevity, a few potential alternative stages have been omitted. ) The Growing Phase begins with the courtship stage where the organization is only an idea in the founder’s mind. At this time, the founder is building inspirational momentum – revving his courage so that when the time comes to make the decision to take the risk, he has the internal commitment to survive the external doubts and hardships. During the courtship stage, this commitment determines whether the idea will result in a healthy organizational child or if it is merely an affair, a momentary infatuation with entrepreneurship. Once the risk has been undertaken, the nature of the organization mutates drastically. At this Infancy stage of the organization, there is an overriding emphasis on doing rather than thinking; thinking of new products may be useful in the future, but sale of current products ensures a future will exist. The organization is incredibly personal, with little hierarchy. Formal procedures are non-existent except for those imposed by outside forces, i. e. laws and government regulation. Like an infant, the organization requires periodic infusion of milk (cash) and the constant tending of its creator. The period of infancy is necessarily short. The energy level required plateaus as brand loyalty builds, suppliers stabilize, and the production problems are no longer a daily crisis: the baby begins sleeping through the night. The infant organization moves into the Go-Go stage. With the idea working, ends meeting, and sales flourishing the founder and the organization become arrogant. The struggle to survive fades to the back of the mind and every opportunity becomes a priority: after all, if one dream came true, why not other dreams as well? The toddler shoves every opportunity into its mouth, without regard for nutritional value. Whereas in the infancy stage there was no hierarchy, the Go-Go stage begins development of a structure. At the beginning of the stage, the responsibilities are shared and many tasks overlap: the organization is organized around the people not the tasks. The CEO risks falling into the Founders Trap: failing to realize the organization has moved beyond a one-man show, that decentralization and delegation have become imperative. The signs of imminent crisis, the arrogance, uncontrolled growth, lack of structure and centralized decision making, are obfuscated by soaring sales, overconfidence from success, and the residual stubbornness of an entrepreneur fighting for his dream. When the crisis hits, the company falters and a second birth occurs. The Second Birth and Coming of Age Phase begins with Adolescence: an awkward period that is more painful and prolonged than infancy. Like a teenager trying to establish independence from his family, the adolescent organization’s characteristic behaviors include conflict and inconsistency. In delegating, the founder must content himself with offering advice instead of taking control: he must allow his organizational child to make mistakes in order to learn from them. Gradually, the organization establishes its sovereignty, with the occasional clash with ‘old management’. This can precipitate a divorce, especially if the founder decides that the organization's goals have become incompatible with his own. The adolescent organization experiences a shift from merely generating more sales, to generating better sales with less overhead and more profit. When the overall structure of the administration stabilizes and leadership roles become institutionalized, the organization moves to the next stage of development: Prime. Prime is the optimum point on the life cycle curve, combining the vision and aggressiveness of a Go-Go with the structure solidified in Adolescence to back it up. This is not to say that a company in its prime has stopped growing, but that growth has become planned and controlled. The challenge of Prime is to continue the momentum, and not become complacent and ride the inertial growth from previous stages. If a Prime organization does not refuel this momentum, organizational vitality will level off, and will enter the stage called Stable, the end of growth and the beginning of decline. The Stable stage is first in the Aging Phase in the organizational life cycle. The organization slowly loses flexibility; the persistent sense of urgency departs and is replaced with a feeling of security in the relatively stable market share acquired over the years. Several changes slip in: the developmental spending budget grows while the product and market research budgets decline, management training is substituted for management development, and there is a power shift to the finance department from engineering, marketing, or research and development. Despite these changes, there is markedly less conflict in the Stable stage. There are no major transitional events in the Aging phase as there were in the Growing phase. Instead, there is a slow process of deterioration. As the organization draws back from personalized attention to each client, it slides into Aristocracy. The organization is often cash rich, leading organizational members to misclassify themselves as in the prime stage. â€Å"Don’t make waves† becomes the company motto, and uniformity of thought, dress, and address becomes the norm. While Bob and Mary may be on a first name basis outside of the office, or behind closed doors, during meetings it is inevitably Mr. Smith and Ms. Jones. Another notable communication change is that focus is placed on how something was said, rather than what is said. Because of the organizational taboo against sparking conflict, consultants are brought in to give voice to the deadly trend of expecting external forces to increase market share without the executives having to admit anything. The consultant reports are often read, but ignored until the advent of Early Bureaucracy. With revenues and profits plummeting and a high turnover of good people, the Early Bureaucracy witch hunt begins. Internal conflict, back stabbing and paranoia obliterate any remaining customer focus. The organization focuses on who caused a problem rather than on what to do about it. The remaining creative individuals jump ship or are fired as though they were the source of the problems. The organization has two options remaining: Bureaucracy or Death. If a company is subsidized or nationalized, it has attached itself to life support: autonomic (administrative) functions are kept moving, but the vital spark from the infancy stage has been extinguished. The organization has become a Bureaucracy; its only purpose is to perpetuate its existence. Eventually, through internal decision making or government reallocation of funds, the organization quietly dies. Conclusion As theories develop, they become more specific and therefore more limited in scope. Scholars examining these theories develop a form of tunnel vision, and can become stymied by unexplainable behavior outside their specialty. Van de Ven and Poole's taxonomy of change theory types helps to reacquaint researchers with the wide variety of possibilities. Further research on the meta-analysis of change theories is indicated. References Adizes, Ichak. (1988). Corporate Lifecycles: How and Why Corporations Grow and Die and What to do About It. Prentice Hall. Englewood Cliffs: New Jersey. Armenakis, Achilles and Bedeian, Arthur. (1999). Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management. 25. 293 – 315. Bartlett, Alton and Kayser, Thomas. (1973). Changing Organizational Behavior. Prentice Hall. Englewood Cliffs: New Jersey Lewin, Kurt. (1947). Frontiers in Group Dynamics. Human Relations. 1. 5-41. Prochaska, James, DiClement, Carlo, and Norcross, John. In Search of How People Change: Applications to Addicitive Behaviors. American Psychologist. 47. 1102 – 1114. Romanelli, Elaine. (1991). The Evolution of New Organizational Forms. Annual Review of Sociology. 17. 79-103. Retrieved November 29, 2006 from JSTOR. http://links. jstor. org/ sici? sici=0360-0572%281991%2917%3C79%3ATEONOF%E2. 0. CO%3B2-M Van de Ven, Andrew. (1995). Explaining Development and Change in Organizations. Academy of Management Review. 20. 510-540.

Oncology Internet Search

Oncology Internet Search Acute Myelogenous Leukemia Internet SearchIn finding information on Acute Myelogenous Leukemia (AML) dogpile.com was utilized. Dogpile utilizes search engines from Google, Yahoo!, MSN Search, Ask Jeeves, Search, Looksmart, and About. After typing in "AM" Dogpile searches and lists all results found for AML. The decision is then up to the user as to which of the web sites he or she wishes to research further.On doing an Internet search for alternative or complementary therapies for AML a variety of web sites were examined. The first web site chosen was Leukemia-web.org. This site offers information on treatment options which include "chemotherapy, blood stem cell transplants, radiation, and surgery"(Leukemia cancer information, 2006)."Common chemotherapy drugs given during induction therapy include daunorubicin, doxorubicin, and cytarabine" (Leukemia cancer information, 2006). These drugs are able to kill the leukemia cells but also kill normal cells. Side effects of chemotherapy may include nausea, tiredness, and increased risk of infection.English: Myeloblasts with Auer rods seen in Acute ...The majority of client's show the disease to be in remission within a few weeks after induction therapy is completed. After induction therapy is completed more chemotherapy or a blood stem sell transplant may be considered for long-term treatment choices."Blood stem cell transplants can treat AML by transplanting healthy blood-producing cells into the patient's bone marrow" (Leukemia cancer information, 2006). There are three sources of stem cells that are being used for transplants. These sources are bone marrow, peripheral blood and umbilical cord blood."There are two types of blood stem cell transplants used to treat patients with AML:-Autologous blood stem cell transplants use the patient's own blood stem cells.-Allogeneic blood stem cell transplants use the blood stem cells of a donor" (Leukemia cancer information, 2006)."Radiation treatment is used sometimes to treat leukemia cells in the brain and spinal...

Jetblue Ipo Essay Example

Jetblue Ipo Essay Example Jetblue Ipo Paper Jetblue Ipo Paper JetBlue Airlines, a low-fare commercial airline, has planned to go public towards the end of 2001. During the process the firm had restructured their initial price from $22- 24 per share to $26 – 28 per share. Advantages / Disadvantages of the IPO Decision There are considerable advantages with obtaining equity through the IPO process. There are, however, some drawbacks that also need to be taken into consideration. Some of the advantages and disadvantages are: Advantages| Disadvantages| Equity value is established for the firm * Current shareholders can diversify personal portfolios| * SEC requires public disclosure of financial information (transparency) * IPO expenses| * Liquidity of stock increases| * Owner restricted to immediate cash-out| * Easier to raise capital in the future| * Sharing of future earnings with outsiders| | * Legal liability| Exhibit A in the appendix outlines some additional key advantages and disadvantages of going public through the IPO process. IPO Valuation Techniques Deriving a value for an IPO is the critical part of the process. In both fixed price and book building offers some form of initial price must be determined by the investment bank. Key methods are used to determine the value of a company and thus the initial IPO price includes: * Discounting Methods: based on a firms intrinsic value (future cash flows) * Comparable Multiples Method: value based on similar publicly traded companies Using information from the case we perceived the IPO pricing of $24-26 was determined by using the comparable multiples approach. Therefore, we will use the discounted cash flows method to determine an introductory price and evaluate whether it is in-line with the current proposed price. Exhibit B provides a description of each method. Discounted Cash Flow Recommendation It is our recommendation for the firm to set the price range for the IPO at the adjusted rate of $26 to 28. Although more value is achievable through a higher price, the lower range will meet the needs of the firm, maintain interest in the share, and possibly give large returns to the investors right away. Advantages and Disadvantages of Going Public through the IPO Process Advantages The partners can obtain a true value of the shares they possess in the company * Partners can remove their signatures from the lines of credit and thus, are no longer personally liable to the creditors * The overall financial condition of a company is improved as it brings in non-refundable money * A broader capital base gives the company more access to credit whi ch gives the company an option to venture into new business opportunities * Capital raised in an IPO can be used to pay off debt and thus reduce the interest costs and enhance the company’s debt to equity ratio * The value of the stock may see an upward trend thus increasing the initial investor’s financial wealth * When a company goes public, it attracts the attention of the media and financial community thus providing free publicity and helps in creating a better corporate image * By going public and listing on a stock exchange it can directly foster public reputation in general Disadvantages The market is extremely unpredictable and an unsuccessful IPO can result in a great loss of time as well as money for the company * The ownership of the partners is dissolved and they become mere employees who are responsible to the shareholders and Board of Directors * Continuous dealing with shareholders and the press is a time-consuming process * Shareholders judge the perfor mance of the company on the basis of the profits and stock price and may cause managers to overlook the long-term strategic objectives * The company needs to make nation-wide presentations about its performance to the interested shareholders, brokers and the investment bankers * The company’s continued success may bring a lot of close scrutiny by the public * Large amounts of fees and expenses are associated with a public company on a continual basis commissions, advertising costs, securities exchange fees etc. Exhibit B: IPO Valuation Techniques Discounting Methods Theoretically, the price of a share is derived by discounting all future cash flows that accrue to shareholders. These techniques are used throughout industry; however, they do suffer in practical application due to the risk associated with forecasting both revenue and expenses (Draho, 2004). The two most frequently used discounting methods include the discounted free cash flows (DCF) and a residual income model (RIM). * Discounted Free Cash Flows Free cash flows are defined as the cash flows from operations after investment in working capital and any capital expenditures. These cash flows are considered more appropriate than accounting earnings which include non cash items such as depreciation that cannot be used to pay shareholders. Cash flows are used to pay dividends and thus capture true value for the investor. These cash flows are then discounted using a risk adjusted rate. The rate is estimated either by using the capital asset pricing model (CAPM) for a 100% equity company or by calculating the weighted average cost of capital of the firm’s debt and equity (Geddes, 2003). * Residual Income Model The DCF model requires accounting earnings to be converted to cash flows. This is considered inappropriate as accounting values do not take into consideration the time value of money and may be subject to manipulation by way of accounting methods. The RIM is similar to the DCF method in that both methods use a risk adjusted discount rate. The RIM model, however, utilizes the difference between the realized earnings and the expected earnings, where the expected earnings is the cost of equity multiplied by the start of period equity book value (Draho, 2004). Comparable Multiples This is the most common method used by investment banks to value IPO’s. Its fundamental approach is the comparison of ratios of companies that operate in similar businesses that possess the same characteristics of risk, current and future profitability and growth prospects. There are number of ratios that can be used under this method, the most common being: * Price/Earnings multiples * Price/EBIT Market value/Book value * Price/sales The successful application of this method lies in choosing an appropriate comparison company. One method used by practitioners is to select up to 10 company’s operating within the same industry and to use the group’s median multiple to value the issuer. The second and most common method is to select 3-4 companies that are direct competitors within the particular industry to the issuer. The third method is to use multiples of firms that have recently gone public assuming all issuers share common valuation multiples. The comparable multiples method is a popular method to value an IPO due to its simplicity and accuracy. With the use of multiples there is no need to estimate the cost of capital, neither is there a need to depend on forecasted earnings and assumptions of valuation models. The use of multiples is supported by the assumption that relevant ratios capture the markets estimate of risk and growth. References Bruner, R. F. , Eades, K. M. , Schill, M. J. (2010). Case Studies in Finance: Managing for Corporate Value Creation. New York, NY: The McGraw-Hill Companies. Damodaran, Aswath. Damodaran Online: Home Page for Aswath Damodaran. Welcome to Pages at the Stern School of Business, New York University. Web. 1 July 2010. http://pages. stern. nyu. edu/~adamodar/. Draho, J. (2004). â€Å"The IPO Decision: Why and How Companies Go Public†. Cheltenham, UK: Edward Elgar Publishing.