Advancements Of The Early Modern Period Medicine - 954 Words

It is difficult to decide whether the developments, inventions and discoveries of the Early Modern Period contributed to European power or whether it contributed to European progress. The reason this is, is because in the case of Europe, especially in this time period, power and progress seemed to go hand in hand. In the case of discovery the countries that had the most power led the way in discovering new land, it was this curiosity in expanding power that led to the progress of new worlds and opportunities. The invention of the printing press contributed to providing knowledge and therefore an aspect of power to people who did not have it beforehand and it was the progress of medicines and sciences that ensured not only the power and ‘superiority’ of European knowledge but also the ability to progress to the next level of knowledge. From the beginnings of the Early Modern Period medicine was essentially summed up in high mortality rates and the notion that men and women were two completely different people anatomically, treatments were largely herbal and the type of doctor you went to see depended on what was wrong with you and if you could afford them . â€Å"Attaining and preserving a state of health, therefore, required balance, and that equilibrium was inherently elusive and easily forfeited† . However, while there was some progress in this field throughout the period it was not as drastic as one would expect, the Galenic body of the four humours was still a dominantShow MoreRelatedThe Use Of Medicinal Plant Use Medicinal Plants786 Words   |  4 Pagesin prehistoric times is the use of medicinal plant use (Medicinal Plants, 2016). These early uses likely resulted from a trial and error process with primitive humans. Interestingly, many modern pharmaceutical products resulted from examining the chemi cals and molecules in these early medicines. Early medicine throughout the world tended to focus primarily on spiritual means of healing. Early Western medicine was no exception. One notable example includes the ancient Greek traditions involving theRead MoreThe Use Of Medicinal Plant Use Medicinal Plants996 Words   |  4 Pagesin prehistoric times is the use of medicinal plant use (Medicinal Plants, 2016). These early uses likely resulted from a trial and error process with primitive humans. Interestingly, many modern pharmaceutical products resulted from examining the chemicals and molecules in these early medicines. Early medicine throughout the world tended to focus primarily on spiritual means of healing. Early Western medicine was no exception. One notable example includes the ancient Greek traditions involving theRead MoreHow was the Gupta Empire (India) scientifically advanced? Describes scientific achievements of the time.1594 Words   |  7 Pagesto ignore the influenti al achievements made in the areas of science, medicine, mathematics, and astronomy that made the empire scientifically advanced. Many people fail to realize that countless things mistaken for solely modern-day science, for example, plastic surgery, existed centuries ago. Here, the technologies of the Gupta Empire (320-467), such as the development of a more accurate value for pi, the perfection of the modern numeral and decimal system; surgery, inoculation, the formulation ofRead MoreThe Pioneers Of Ancient Medicine1492 Words   |  6 Pagesart and medicine. The advancements undertaken in the field of medicine by the early greek laid the basis for western medicine in three important ways. These include the first pioneers of western medicine, by establishing medical schools, the treatments created by the early Greeks and the creation of the Hippocratic Oath. The Pioneers of Ancient Greek Medicine The most notable pioneer of Ancient Greek medicine was probably Hippocrates. He is credited as the father of modern medicine and asRead MoreThe Renaissance: The Impact of Traditional Medicine Essay1748 Words   |  7 PagesMedicine has become so advanced in the previous centuries that it is a wonder how the medical discoveries of today have been fueled by those made during the Renaissance. As the mindset of those living in Europe during that time changed from religion to self-discovery, medical research began to expand and grow to a more scientific approach. Though several were unable to read, they became more aware of themselves and humanity compared to their earlier religious views on life, causing them to take aRead MoreThe History of Chemistry Essay1235 Words   |  5 Pagesbeing discovered. Some earlier products discovered from chemical reactions are ceramics, glass, and metals. Dyes and medicines were other early products obtained from natural substances. Some practical app lications that chemistry is used for are to make stronger metals, improve soil, and the developments of live-saving drugs. Modern technology depends highly on these advancements; chemistry is a way of explaining our material world. Many people cant understand the importance of chemistry if theyRead MoreDiseases and Medicinal Treatments of the Tang Dynasty in Ancient China616 Words   |  3 Pages Diseases and their treatments changed and shaped the modern world. The Tang Dynasty of Ancient China had great value to the medicinal fields and led the way for medical technology and advancements that are used today by standardizing the supreme methods, procedures, and treatments during this time period; therefore, they made it less complicated for people to learn and teach how to practice medicine. Areas of medicine that were greatly improved and exceptionally recorded during the Tang DynastyRead More Differentiating the Renaissance Period and Middle Ages Era in Europe1013 Words   |à ‚  5 PagesRenaissance was a unique age or a continuation of the Middle Ages. â€Å"Was the Renaissance a period distinct from the Middle Ages, or was it a continuation?† Par my opinion I feel that the Renaissance was a distinct period of change and prosperity. â€Å"The world is waking out of a long deep sleep†¦Ã¢â‚¬  (Doc. 5) A.J. Froude finds specific examples that lead him to the understanding that their was distinction between both periods. The Life and Letters of Erasmus say that the church was a corrupt place and there wasRead MoreTheories On The Existence Of Religion1058 Words   |  5 Pagesthen mold this idea into a hypothesis for experimentation. Unfortunately, even in modern times, some things are still unable to be experimented and proven correct or incorrect. This leaves us pondering on our own thoughts and curiosities of suppositions. Philosophical theories on the origin and evolution of religion vary in perspectives and ideas depending on individual views. The majority of theories relevant to modern times are dependent on a psychological, cultural, and social aspect according toRead MoreEssay on Inventions and Discoveries of the 1960’s1605 Words   |  7 PagesThe 1960’s era was a time period notorious for its technology and innovation. This particular era of time was booming with creativity. People started to venture outside of the traditional mindset established by their elders, and the new generation made a great impact on the American lifestyle. The original models of these creations have been modified into complex designs, yet as we strive for perfection, we still use these revolutionary concepts. Like the 1960’s, modern society uses new novelties

Organizational Behavior Comparison Between JPMorgan and...

Organizational Behavior Morgan Stanley is a multinational financial service corporation in America. It operates in 42 countries having more than 1300 offices and about 60,000 employees. Being a broad and diversified business it provides all kinds of financial support and services in the major markets of the world. JP Morgan Chase Co is a multinational banking corporation of investment, security as well as retrial. When it comes to assets it is the largest in the United States. It is a financial holding company that is global and its also a banking institution that operates globally. It offers services such as investment banking; financial services for small scale businesses and consumers, financial transaction processing, commercial banking, private equity and management of assets. Having looked at both companies and the services they offer a comparison can be made between the two on the basis of personality. Comparison between the two companies At JP Morgan Chase the work done by the employees really matters therefore the personality of the workers matter when it comes to the delivery of quality services to the clients. The entire team is dedicated to putting the resources that the company has as well as their voices to work each day for the companys customers and clients as they serve them on an individual and company basis and anyone that lies in between. Someone working in JP Morgan Chase should be a team player. When in a team the individual should beShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOrganizational Behavior This page intentionally left blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services:Read MoreHbr When Your Core Business Is Dying74686 Words   |  299 PagesHALLMARK and HUMAN ENERGY are trademarks of Chevron Corporation  ©2006 Chevron Corporation A l rights reserved APRIL 2007 Features 58 What Your Leader Expects of You Larry Bossidy A longtime CEO reveals the behaviors that leaders should look for in their subordinates – behaviors that drive individual as well as corporate performance and growth – and what those subordinates should expect in return. 58 66 Finding Your Next Core Business Chris Zook It may be hidden right under your noseRead MoreBranding in Clothing Industry22425 Words   |  90 PagesEffect of Brand Image on Consumer Purchasing Behaviour on Clothing: Comparison between China and the UK’s Consumers By Kwok Keung Tam 2007 A Dissertation presented in part consideration for the degree of â€Å"MSc International Business† Table of Content Page numbers Abstract i Acknowledgements ii Chapter 1: Introduction 1.1 The importance of brand image on fashion clothing 1.2 Background information of China and the UK clothing markets 1.2.1 China clothing market 1.2.1.1 ChineseRead MoreDarden Mba Resumes16768 Words   |  68 Pagesï‚ · Performed independent review of pricing parameters and valuation methodology for structured trades to ensure fair valuation of high-risk securities worth $400MM ï‚ · Instrumental in starting a one-hour weekly training session for sharing knowledge between the London and Singapore offices; eased deployment of three new products in Singapore ï‚ · Headed an operational excellence project across ‘PL generation’ and ‘price testing’ teams to improve cross functional team efficiency; reduced turnaround time

The Vampire Diaries The Awakening Chapter Nine Free Essays

string(66) " must choose to live under the moon and in the hours of darkness\." She was not the reincarnation of Katherine. Driving back to the boarding house in the faint lavender hush before dawn, Stefan thought about that. He’d said as much to her, and it was true, but he was only now realizing how long he’d been working toward that conclusion. We will write a custom essay sample on The Vampire Diaries: The Awakening Chapter Nine or any similar topic only for you Order Now He’d been aware of Elena’s every breath and move for weeks, and he’d catalogued every difference. Her hair was a shade or two paler than Katherine’s, and her eyebrows and lashes were darker. Katherine’s had been almost silvery. And she was taller than Katherine by a good handspan. She moved with greater freedom, too; the girls of this age were more comfortable with their bodies. Even her eyes, those eyes that had transfixed him with the shock of recognition that first day, were not really the same. Katherine’s eyes had usually been wide with childlike wonder, or else cast down as was proper for a young girl of the late fifteenth century. But Elena’s eyes met you straight on, looked at you steadily and without flinching. And sometimes they narrowed with determination or challenge in a way Katherine’s never had. In grace and beauty and sheer fascination, they were alike. But where Katherine had been a white kitten, Elena was a snow-white tigress. As he drove past the silhouettes of maple trees, Stefan cringed from the memory that sprang up suddenly. He would not think about that, he would not let himself†¦ but the images were already unreeling before him. It was as if the journal had fallen open and he could do no more than stare helplessly at the page while the story played itself out in his mind. White, Katherine had been wearing white that day. A new white gown of Venetian silk with slashed sleeves to show the fine linen chemise underneath. She had a necklace of gold and pearls about her neck and tiny pearl drop earrings in her ears. She had been so delighted with the new dress her father had commissioned especially for her. She had pirouetted in front of Stefan, lifting the full, floor-length skirt in one small hand to show the yellow brocaded underskirt beneath†¦ â€Å"You see, it is even embroidered with my initials. Papa had that done. Mein lieber Papa †¦Ã¢â‚¬  Her voice trailed off, and she stopped twirling, one hand slowly settling to her side. â€Å"But what is wrong, Stefan? You are not smiling.† He could not even try. The sight of her there, white and gold like some ethereal vision, was a physical pain to him. If he lost her, he did not know how he could live. His fingers closed convulsively around the cool engraved metal. â€Å"Katherine, how can I smile, how can I be happy when†¦Ã¢â‚¬  â€Å"When?† â€Å"When I see how you look at Damon.† There, it was said. He continued, painfully. â€Å"Before he came home, you and I were together every day. My father and yours were pleased, and spoke of marriage plans. But now the days grow shorter, summer is almost gone-and you spend as much time with Damon as you do with me. The only reason Father allows him to stay here is that you asked it. Butwhy did you ask it, Katherine? I thought you cared for me.† Her blue eyes were dismayed. â€Å"I do care for you, Stefan. Oh, you know I do!† â€Å"Then why intercede for Damon with my father? If not for you, he’d have thrown Damon out into the street†¦Ã¢â‚¬  â€Å"Which I’m sure would have pleasedyou , little brother.† The voice at the door was smooth and arrogant, but when Stefan turned he saw that Damon’s eyes were smoldering. â€Å"Oh, no, that isn’t true,† said Katherine. â€Å"Stefan would never wish to see you hurt.† Damon’s lip quirked, and he threw Stefan a wry glance as he moved to Katherine’s side. â€Å"Perhaps not,† he said to her, his voice softening slightly. â€Å"But my brother is right about one thing at least. The days grow shorter, and soon your father will be leaving Florence. And he will take you with him-unless you have a reason to stay.† Unless you have a husband to stay with . The words were unspoken, but they all heard them. The baron was too fond of his daughter to force her to marry against her will. In the end it would have to be Katherine’s decision. Katherine’s choice. Now that the subject was broached, Stefan could not keep silent. â€Å"Katherine knows she must leave her father sometime soon-† he began, flaunting his secret knowledge, but his brother interrupted. â€Å"Ah, yes, before the old man grows suspicious,† Damon said casually. â€Å"Even the most doting of fathers must start to wonder when his daughter comes forth only at night.† Anger and hurt swept through Stefan. It was true, then; Damon knew. Katherine had shared her secret with his brother. â€Å"Why did you tell him, Katherine? Why? What can you see in him: a man who cares for nothing but his own pleasure? How can he make you happy when he thinks only of himself?† â€Å"And how can this boy make you happy when he knows nothing of the world?† Damon interposed, his voice razor-sharp with contempt. â€Å"How will he protect you when he has never faced reality? He has spent his life among books and paintings; let him stay there.† Katherine was shaking her head in distress, her jewel-blue eyes misted with tears. â€Å"Neither of you understand,† she said. â€Å"You are thinking that I can marry and settle here like any other lady of Florence. But I cannot be like other ladies. How could I keep a household of servants who will watch my every move? How could I live in one place where the people will see that the years do not touch me? There will never be a normal life for me.† She drew a deep breath and looked at them each in turn. â€Å"Who chooses to be my husband must give up the life of sunlight,† she whispered. â€Å"He must choose to live under the moon and in the hours of darkness. You read "The Vampire Diaries: The Awakening Chapter Nine" in category "Essay examples"† â€Å"Then you must choose someone who is not afraid of shadows,† Damon said, and Stefan was surprised by the intensity of his voice. He had never heard Damon speak so earnestly or with so little affectation. â€Å"Katherine, look at my brother: will he be able to renounce the sunlight? He is too attached to ordinary things: his friends, his family, his duty to Florence. The darkness would destroy him.† â€Å"Liar!† cried Stefan. He was seething now. â€Å"I am as strong as you are,brother , and I fear nothing in the shadows or the sunlight either. And I love Katherine more than friends or family-† â€Å"-or your duty? Do you love her enough to give that up as well?† â€Å"Yes,† Stefan said defiantly. â€Å"Enough to give up everything.† Damon gave one of his sudden, disturbing smiles. Then he turned back to Katherine. â€Å"It would seem,† he said, â€Å"that the choice is yours alone. You have two suitors for your hand; will you take one of us or neither?† Katherine slowly bowed her golden head. Then she lifted wet blue eyes to both of them. â€Å"Give me until Sunday to think. And in the meantime, do not press me with questions.† Stefan nodded reluctantly. Damon said, â€Å"And on Sunday?† â€Å"Sunday evening at twilight I will make my choice.† Twilight†¦ the violet deep darkness of twilight†¦ The velvet hues faded around Stefan, and he came to himself. It was not dusk, but dawn, that stained the sky around him. Lost in his thoughts, he had driven up to the edge of the woods. To the northwest he could see Wickery Bridge and the graveyard. New memory set his pulse pounding. He had told Damon he was willing to give up everything for Katherine. And that was just what he had done. He had renounced all claim to the sunlight, and had become a creature of darkness for her. A hunter doomed to be forever hunted himself, a thief who had to steal life to fill his own veins. And perhaps a murderer. No, they had said the girl Vickie would not die. But his next victim might. The worst thing about this last attack was that he remembered nothing of it. He remembered the weakness, the overpowering need, and he remembered staggering through the church door, but nothing after. He’d come to his senses outside with Elena’s scream echoing in his ears-and he had raced to her without stopping to think about what might have happened. Elena†¦ For a moment he felt a rush of pure joy and awe, forgetting everything else. Elena, warm as sunlight, soft as morning, but with a core of steel that could not be broken. She was like fire burning in ice, like the keen edge of a silver dagger. But did he have the right to love her? His very feeling for her put her in danger. What if the next time the need took him Elena was the nearest living human, the nearest vessel filled with warm, renewing blood? I will die before touching her, he thought, making a vow of it. Before I broach her veins, I will die of thirst. And I swear she will never know ray secret. She will never have to give up the sunlight because of me. Behind him, the sky was lightening. But before he left, he sent out one probing thought, with all the force of his pain behind it, seeking for some other Power that might be near. Searching for some other solution to what had happened in the church. But there was nothing, no hint of an answer. The graveyard mocked him with silence. Elena woke with the sun shining in her window. She felt, at once, as if she’d just recovered from a long bout of the flu, and as if it were Christmas morning. Her thoughts jumbled together as she sat up. Oh. She hurt all over. But she and Stefan-that made everything right. That drunken slob Tyler†¦ But Tyler didn’t matter anymore. Nothing mattered except that Stefan loved her. She went downstairs in her nightgown, realizing from the light slanting in the windows that she must have slept in very late. Aunt Judith and Margaret were in the living room. â€Å"Good morning, Aunt Judith.† She gave her surprised aunt a long, hard hug. â€Å"And good morning, pumpkin.† She swept Margaret off her feet and waltzed around the room with her. â€Å"And-oh! Good morning, Robert.† A little embarrassed at her exuberance and her state of undress, she put Margaret down and hurried into the kitchen. Aunt Judith came in. Though there were dark circles under her eyes, she was smiling. â€Å"You seem in good spirits this morning.† â€Å"Oh, I am.† Elena gave her another hug, to apologize for the dark circles. â€Å"You know we have to go back to the sheriff’s to talk to them about Tyler.† â€Å"Yes.† Elena got juice out of the refrigerator and poured herself a glass. â€Å"But can I go over to Vickie Bennett’s house first? I know she must be upset, especially since it sounds like not everybody believes her.† â€Å"Do you believe her, Elena?† â€Å"Yes,† she said slowly, â€Å"I do believe her. And, Aunt Judith,† she added, coming to a decision, â€Å"something happened to me in the church, too. I thought-† â€Å"Elena! Bonnie and Meredith are here to see you.† Robert’s voice sounded from the hallway. The mood of confidence was broken. â€Å"Oh†¦ send them in,† Elena called, and took a sip of orange juice. â€Å"I’ll tell you about it later,† she promised Aunt Judith, as footsteps approached the kitchen. Bonnie and Meredith stopped in the doorway, standing with unaccustomed formality. Elena herself felt awkward, and waited until her aunt left the room again to speak. Then she cleared her throat, her eyes fixed on a worn tile in the linoleum. She sneaked a quick glance up and saw that both Bonnie and Meredith were staring at that same tile. She burst into laughter, and at the sound they both looked up. â€Å"I’m too happy to even be defensive,† Elena said, holding out her arms to them. â€Å"And I know I ought to be sorry about what I said, and Iam sorry, but I just can’t be all pathetic about it. I was terrible and I deserve to be executed, and now can we just pretend it never happened?† â€Å"Youought to be sorry, running off on us like that,† Bonnie scolded as the three of them joined in a tangled embrace. â€Å"And with Tyler Smallwood, of all people,† said Meredith. â€Å"Well, I learned my lesson on that score,† Elena said, and for a moment her mood darkened. Then Bonnie trilled laughter. â€Å"And you scored the big one yourself-Stefan Salvatore! Talk about dramatic entrances. When you came in the door with him, I thought I was hallucinating. How did youdo it?† â€Å"I didn’t. He just showed up, like the cavalry in one of those old movies.† â€Å"Defending your honor,† said Bonnie. â€Å"What could be more thrilling?† â€Å"I can think of one or two things,† said Meredith. â€Å"But then, maybe Elena’s got those covered, too.† â€Å"I’ll tell you all about it,† Elena said, releasing them and stepping back. â€Å"But first will you come over to Vickie’s house with me? I want to talk to her.† â€Å"You can talk tous while you’re dressing, and while we’re walking, and while you’re brushing your teeth for that matter,† said Bonnie firmly. â€Å"And if you leave out one tiny detail, you’re going to be facing the Spanish Inquisition.† â€Å"You see,† said Meredith archly, â€Å"all Mr. Tanner’s work has paid off. Bonnie now knows the Spanish Inquisition is not a rock group.† Elena was laughing with sheer ebullience as they went up the stairs. Mrs. Bennett looked pale and tired, but invited them in. â€Å"Vickie’s been resting; the doctor said to keep her in bed,† she explained, with a smile that trembled slightly. Elena, Bonnie, and Meredith crowded into the narrow hallway. Mrs. Bennett tapped lightly at Vickie’s door. â€Å"Vickie, sweetheart, some girls from school to see you. Don’t keep her long,† she added to Elena, opening the door. â€Å"We won’t,† Elena promised. She stepped into a pretty blue-and-white bedroom, the others right behind her. Vickie was lying in bed propped up on pillows, with a powder-blue comforter drawn up to her chin. Her face was paper-white against it, and her heavy-lidded eyes stared straight ahead. â€Å"That’s how she looked last night,† Bonnie whispered. Elena moved to the side of the bed. â€Å"Vickie,† she said softly. Vickie went on staring, but Elena thought her breathing changed slightly. â€Å"Vickie, can you hear me? It’s Elena Gilbert.† She glanced uncertainly at Bonnie and Meredith. â€Å"Looks like they gave her tranquilizers,† said Meredith. But Mrs. Bennett hadn’t said they’d given her any drugs. Frowning, Elena turned back to the unresponsive girl. â€Å"Vickie, it’s me, Elena. I just wanted to talk to you about last night. I want you to know that I believe you about what happened.† Elena ignored the sharp glance Meredith gave her and continued. â€Å"And I wanted to ask you-† â€Å"No!† It was a shriek, raw and piercing, torn from Vickie’s throat. The body that had been as still as a wax figure exploded into violent action. Vickie’s light-brown hair whipped across her cheeks as she tossed her head back and forth and her hands flailed at the empty air. â€Å"No! No!† she screamed. â€Å"Do something!† Bonnie gasped. â€Å"Mrs. Bennett! Mrs. Bennett!† Elena and Meredith were trying to hold Vickie on the bed, and she was fighting them. The shrieking went on and on. Then suddenly Vickie’s mother was beside them, helping to hold her, pushing the others away. â€Å"What did you do to her?† she cried. Vickie clutched at her mother, calming down, but then the heavy-lidded eyes glimpsed Elena over Mrs. Bennett’s shoulder. â€Å"You’re part of it! You’re evil!† she screamed hysterically at Elena. â€Å"Keep away from me!† Elena was dumbfounded. â€Å"Vickie! I only came to ask-† â€Å"I think you’d better leave now. Leave us alone,† said Mrs. Bennett, clasping her daughter protectively. â€Å"Can’t you see what you’re doing to her?† In stunned silence, Elena left the room. Bonnie and Meredith followed. â€Å"It must be drugs,† said Bonnie once they were out of the house. â€Å"She just went completely nonlinear.† â€Å"Did you notice her hands?† Meredith said to Elena. â€Å"When we were trying to restrain her, I got hold of one of her hands. And it was cold as ice.† Elena shook her head in bewilderment. None of it made sense, but she wouldn’t let it spoil her day. She wouldn’t. Desperately, she searched her mind for something that would offset the experience, that would allow her to hold on to her happiness. â€Å"I know,† she said. â€Å"The boarding house.† â€Å"What?† â€Å"I told Stefan to call me today, but why don’t we walk over to the boarding house instead? It’s not far from here.† â€Å"Only a twenty-minute walk,† said Bonnie. She brightened. â€Å"At least we can finally see that room of his.† â€Å"Actually,† said Elena, â€Å"I was thinking you two could wait downstairs. Well, I’ll only get to see him for a few minutes,† she added, defensively, as they looked at her. It was odd, perhaps, but she didn’t want to share Stefan with her friends just yet. He was so new to her that he felt almost like a secret. Their knock on the shining oak door was answered by Mrs. Flowers. She was a wrinkled little gnome of a woman with surprisingly bright black eyes. â€Å"You must be Elena,† she said. â€Å"I saw you and Stefan go out last night, and he told me your name when he came back.† â€Å"You saw us?† said Elena, startled. â€Å"I didn’t see you.† â€Å"No, no you didn’t,† said Mrs. Flowers, and chuckled. â€Å"What a pretty girl you are, my dear,† she added. â€Å"A very pretty girl.† She patted Elena’s cheek. â€Å"Uh, thank you,† said Elena uneasily. She didn’t like the way those birdlike eyes were fixed on her. She looked past Mrs. Flowers to the stairs. â€Å"Is Stefan home?† â€Å"He must be, unless he’s flown off the roof!† said Mrs. Flowers, and chuckled again. Elena laughed politely. â€Å"We’ll stay down here with Mrs. Flowers,† said Meredith to Elena, while Bonnie rolled her eyes in martyrdom. Hiding a grin, Elena nodded and mounted the stairs. Such a strange old house, she thought again as she located the second stairway in the bedroom. The voices below were very faint from here, and as she went up the steps they faded entirely. She was wrapped in silence, and as she reached the dimly lit door at the top, she had the feeling she had entered some other world. Her knocking sounded very timid. â€Å"Stefan?† She could hear nothing from inside, but suddenly the door swung open.Everyone must look pale and tired today , thought Elena, and then she was in his arms. Those arms tightened about her convulsively. â€Å"Elena. Oh, Elena†¦Ã¢â‚¬  Then he drew back. It was just the way it had been last night; Elena could feel the chasm opening between them. She saw the cold, correct look gather in his eyes. â€Å"No,† she said, hardly aware that she spoke aloud. â€Å"I won’t let you.† And she pulled his mouth down to hers. For a moment there was no response, and then he shuddered, and the kiss became searing. His fingers tangled in her hair, and the universe shrank around Elena. Nothing else existed but Stefan, and the feel of his arms around her, and the fire of his lips on hers. A few minutes or a few centuries later they separated, both shaking. But their gaze remained connected, and Elena saw that Stefan’s eyes were too dilated for even this dim light; there was only a thin band of green around the dark pupils. He looked dazed, and his mouth-that mouth!-was swollen. â€Å"I think,† he said, and she could hear the control in his voice, â€Å"that we had better be careful when we do that.† Elena nodded, dazed herself. Not in public, she was thinking. And not when Bonnie and Meredith were waiting downstairs. And not when they were absolutely alone, unless†¦ â€Å"But you can just hold me,† she said. How odd, that after that passion she could feel so safe, so peaceful, in his arms. â€Å"I love you,† she whispered into the rough wool of his sweater. She felt a quiver go through him. â€Å"Elena,† he said again, and it was a sound almost of despair. She raised her head. â€Å"What’s wrong with that? What could possibly be wrong with that, Stefan? Don’t you love me?† â€Å"I†¦Ã¢â‚¬  He looked at her, helplessly-and they heard Mrs. Flowers’s voice calling faintly from the bottom of the stairs. â€Å"Boy! Boy! Stefan!† It sounded as if she were pounding on the banister with her shoe. Stefan sighed. â€Å"I’d better go see what she wants.† He slipped away from her, his face unreadable. Left alone, Elena folded her arms across her chest and shivered. It was so cold here. He ought to have a fire, she thought, eyes moving idly around the room to rest finally on the mahogany dresser she’d examined last night. The coffer. She glanced at the closed door. If he came back in and caught her†¦ She really shouldn’t-but she was already moving toward the dresser. Think of Bluebeard’s wife, she told herself. Curiosity killedher . But her fingers were on the iron lid. Her heart beating rapidly, she eased the lid open. In the dim light, the coffer appeared at first to be empty, and Elena gave a nervous laugh. What had she expected? Love letters from Caroline? A bloody dagger? Then she saw the thin strip of silk, folded over and over on itself neatly in one corner. She drew it out and ran it between her fingers. It was the apricot ribbon she’d lost the second day of school. Oh, Stefan. Tears stung her eyes, and in her chest love welled up helplessly, overflowing. That long ago? You cared about me that long ago? Oh, Stefan, I love you†¦ And it doesn’t matter if you can’t say it to me, she thought. There was a sound outside the door, and she folded the ribbon quickly and replaced it in the coffer. Then she turned toward the door, blinking tears from her eyes. It doesn’t matter if you can’t say it right now. I’ll say it for both of us. And someday you’ll learn. How to cite The Vampire Diaries: The Awakening Chapter Nine, Essay examples

Descartes vs. Berkeley 03/05/95 Essay Example For Students

Descartes vs. Berkeley 03/05/95 Essay Descartes vs. Berkeley 03/05/95 In Descartes First Meditation, Descartes writes that he hascome to the conclusion that many of the opinions he held in hisyouth are doubtful, and consequently all ideas built upon thoseopinions are also doubtful. He deduces that he will have todisprove his current opinions and then construct a new foundationof knowledge if he wants to establish anything firm and lasting inthe sciences that is absolutely true. But rather than disproveeach of his opinions individually, Descartes attacks the principlesthat support everything he believes with his Method of Doubt. TheMethod of Doubt is Descartes method of fundamental questioning inwhich he doubts everything that there is the slightest reason todoubt. It should be mentioned that Descartes does not necessarilybelieve that everything he doubts is true. He does believe,however, that whatever can not be doubted for the slightest reasonmust be true. Descartes spends Meditation One trying to disprove hisfundamental beliefs. First, Descartes doubts that his senses aregenerally trustworthy because they are occasionally deceitful (eg. a square tower may look round from far away). Also, because herealizes that there are no definitive signs for him to distinguishbeing awake from being asleep, he concludes that he can not trusthis judgement to tell him whether he is awake or asleep. Butasleep or awake, arithmetic operations still yield the same answerand the self-preservation instinct still holds. To disprove these,Descartes abandons the idea of a supremely good God like he hasbelieved in all his life and supposes an evil genius, all-powerfuland all-clever, who has directed his entire effort at deceivingDescartes by putting ideas into Descartes head. With these three main doubts, each progressively more broad,Descartes finally is satisfied that he has sufficiently disprovedhis previous opinions. He now is ready to build a new foundationof knowledge of a physical world (the real world) based on whatmust absolutely be true. Berkeley, however, would argue that Descartes is wasting histime by trying to discover what must be absolutely true in the realworld. In his Dialogue One, Berkeley argues that there is no realworld, and that all sensible objects (those which can beimmediately perceived) exist only in the mind. He starts byproving that secondary (extrinsic) qualities exist only in the mindby use of the Relativity of Perception Argument. As an example,Berkeley writes that if you make one of your hands hot and theother cold, and put them into a vessel of water, the water willseem cold to one hand and warm to the other. Since the water cannot be warm and cold at the same time, it must follow that heat (asecondary quality) must only exist in the mind. Berkeley also usesthe qualities of taste, sound, and color as examples to prove thatall secondary qualities must reside in the mind. However, Berkeley also says the same argument can be appliedto primary (intrinsic) qualities. He writes that to a mite, hisown foot might seem a considerable dimension, but to smallercreatures, that same foot might seem very large. Since an objectcan not be different sizes at the same time, it follows thatextension must exist only in the mind. Further, since all otherprimary characteristics can not be separated from extension, theytoo must exist only in the mind. An interesting aspect of Descartes Dualistic view andBerkeleys Idealistic view is the necessity of God. Descartesneeds an all-good non-deceiving God to insure that the ideas ofprimary qualities of objects he perceives in his mind accuratelyrepresent those qualities of objects in the external world. In theThird Meditation, Descartes says that God is infinite and finite isthe lack of infinite. Infinite, he says, is NOT the lack offinite. Since our concept of the infinite could not have come fromthe concept of the finite (since infinite is not the lack offinite), the idea of infinite could only have come from God. Thisproof is shaky at best. .uc367a79f3145f7479d7e12edafdffa03 , .uc367a79f3145f7479d7e12edafdffa03 .postImageUrl , .uc367a79f3145f7479d7e12edafdffa03 .centered-text-area { min-height: 80px; position: relative; } .uc367a79f3145f7479d7e12edafdffa03 , .uc367a79f3145f7479d7e12edafdffa03:hover , .uc367a79f3145f7479d7e12edafdffa03:visited , .uc367a79f3145f7479d7e12edafdffa03:active { border:0!important; } .uc367a79f3145f7479d7e12edafdffa03 .clearfix:after { content: ""; display: table; clear: both; } .uc367a79f3145f7479d7e12edafdffa03 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc367a79f3145f7479d7e12edafdffa03:active , .uc367a79f3145f7479d7e12edafdffa03:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc367a79f3145f7479d7e12edafdffa03 .centered-text-area { width: 100%; position: relative ; } .uc367a79f3145f7479d7e12edafdffa03 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc367a79f3145f7479d7e12edafdffa03 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc367a79f3145f7479d7e12edafdffa03 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc367a79f3145f7479d7e12edafdffa03:hover .ctaButton { background-color: #34495E!important; } .uc367a79f3145f7479d7e12edafdffa03 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc367a79f3145f7479d7e12edafdffa03 .uc367a79f3145f7479d7e12edafdffa03-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc367a79f3145f7479d7e12edafdffa03:after { content: ""; display: block; clear: both; } READ: The Life and Times of Holden Caufield EssayBerkeley, on the other hand, needs God to give us the ideas ofthe objects we see since there is no physical world to draw thoseideas from through the senses. But rather than proving God toprove his philosophy, Berkeley uses his philosophy as the proof ofGods existence. In his Second Dialogue, Berkeley says God mustexist to put the same real ideas into everybodys minds becauseminds cannot interact directly. However, if it were the case thatGod did not actually exist (or had used his infinite powers toremove his infinity after he created the universe because he was nolonger needed), both Descartes and Berkeley would find theirphilos ophies in trouble.

Descartes vs. Berkeley 03/05/95 Essay Example For Students

Descartes vs. Berkeley 03/05/95 Essay Descartes vs. Berkeley 03/05/95 In Descartes First Meditation, Descartes writes that he hascome to the conclusion that many of the opinions he held in hisyouth are doubtful, and consequently all ideas built upon thoseopinions are also doubtful. He deduces that he will have todisprove his current opinions and then construct a new foundationof knowledge if he wants to establish anything firm and lasting inthe sciences that is absolutely true. But rather than disproveeach of his opinions individually, Descartes attacks the principlesthat support everything he believes with his Method of Doubt. TheMethod of Doubt is Descartes method of fundamental questioning inwhich he doubts everything that there is the slightest reason todoubt. It should be mentioned that Descartes does not necessarilybelieve that everything he doubts is true. He does believe,however, that whatever can not be doubted for the slightest reasonmust be true. Descartes spends Meditation One trying to disprove hisfundamental beliefs. First, Descartes doubts that his senses aregenerally trustworthy because they are occasionally deceitful (eg. a square tower may look round from far away). Also, because herealizes that there are no definitive signs for him to distinguishbeing awake from being asleep, he concludes that he can not trusthis judgement to tell him whether he is awake or asleep. Butasleep or awake, arithmetic operations still yield the same answerand the self-preservation instinct still holds. To disprove these,Descartes abandons the idea of a supremely good God like he hasbelieved in all his life and supposes an evil genius, all-powerfuland all-clever, who has directed his entire effort at deceivingDescartes by putting ideas into Descartes head. With these three main doubts, each progressively more broad,Descartes finally is satisfied that he has sufficiently disprovedhis previous opinions. He now is ready to build a new foundationof knowledge of a physical world (the real world) based on whatmust absolutely be true. Berkeley, however, would argue that Descartes is wasting histime by trying to discover what must be absolutely true in the realworld. In his Dialogue One, Berkeley argues that there is no realworld, and that all sensible objects (those which can beimmediately perceived) exist only in the mind. He starts byproving that secondary (extrinsic) qualities exist only in the mindby use of the Relativity of Perception Argument. As an example,Berkeley writes that if you make one of your hands hot and theother cold, and put them into a vessel of water, the water willseem cold to one hand and warm to the other. Since the water cannot be warm and cold at the same time, it must follow that heat (asecondary quality) must only exist in the mind. Berkeley also usesthe qualities of taste, sound, and color as examples to prove thatall secondary qualities must reside in the mind. However, Berkeley also says the same argument can be appliedto primary (intrinsic) qualities. He writes that to a mite, hisown foot might seem a considerable dimension, but to smallercreatures, that same foot might seem very large. Since an objectcan not be different sizes at the same time, it follows thatextension must exist only in the mind. Further, since all otherprimary characteristics can not be separated from extension, theytoo must exist only in the mind. An interesting aspect of Descartes Dualistic view andBerkeleys Idealistic view is the necessity of God. Descartesneeds an all-good non-deceiving God to insure that the ideas ofprimary qualities of objects he perceives in his mind accuratelyrepresent those qualities of objects in the external world. In theThird Meditation, Descartes says that God is infinite and finite isthe lack of infinite. Infinite, he says, is NOT the lack offinite. Since our concept of the infinite could not have come fromthe concept of the finite (since infinite is not the lack offinite), the idea of infinite could only have come from God. Thisproof is shaky at best. .uc367a79f3145f7479d7e12edafdffa03 , .uc367a79f3145f7479d7e12edafdffa03 .postImageUrl , .uc367a79f3145f7479d7e12edafdffa03 .centered-text-area { min-height: 80px; position: relative; } .uc367a79f3145f7479d7e12edafdffa03 , .uc367a79f3145f7479d7e12edafdffa03:hover , .uc367a79f3145f7479d7e12edafdffa03:visited , .uc367a79f3145f7479d7e12edafdffa03:active { border:0!important; } .uc367a79f3145f7479d7e12edafdffa03 .clearfix:after { content: ""; display: table; clear: both; } .uc367a79f3145f7479d7e12edafdffa03 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc367a79f3145f7479d7e12edafdffa03:active , .uc367a79f3145f7479d7e12edafdffa03:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc367a79f3145f7479d7e12edafdffa03 .centered-text-area { width: 100%; position: relative ; } .uc367a79f3145f7479d7e12edafdffa03 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc367a79f3145f7479d7e12edafdffa03 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc367a79f3145f7479d7e12edafdffa03 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc367a79f3145f7479d7e12edafdffa03:hover .ctaButton { background-color: #34495E!important; } .uc367a79f3145f7479d7e12edafdffa03 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc367a79f3145f7479d7e12edafdffa03 .uc367a79f3145f7479d7e12edafdffa03-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc367a79f3145f7479d7e12edafdffa03:after { content: ""; display: block; clear: both; } READ: The Life and Times of Holden Caufield EssayBerkeley, on the other hand, needs God to give us the ideas ofthe objects we see since there is no physical world to draw thoseideas from through the senses. But rather than proving God toprove his philosophy, Berkeley uses his philosophy as the proof ofGods existence. In his Second Dialogue, Berkeley says God mustexist to put the same real ideas into everybodys minds becauseminds cannot interact directly. However, if it were the case thatGod did not actually exist (or had used his infinite powers toremove his infinity after he created the universe because he was nolonger needed), both Descartes and Berkeley would find theirphilos ophies in trouble.

Prelimsofte Essay Example

Prelimsofte Essay Down Town Videos is a chain of 11 video stores scattered throughout a major metropolitan area in the Midwest. The chain started with a single store several years ago and has grown to its present size. Paul Lowes, the owner of the chain, knows that competing with the national chains will require a state-of-the-art movie rental system. You have been asked to develop the system requirements for the new system. Each store has a stock of movies and video games for rent. For this first iteration, just focus on the movies. It is important to keep track of each movie title: to know and to identify its category (classical, drama, comedy, and so on), its rental type (new release, standard), movie rating, and other general information such as movie producer, release date, and cost. In addition to tracking each title, the business must track individual copies to note their purchase date, their condition, their type (VHS or DVD), and their rental status. User functions must be provided to maintain this inventory information. Customers, the lifeblood of the business, are also tracked. Down Town considers each household to be a customer, so special mailings and promotions are offered to each household. For any given customer, several people may be authorized to rent videos and games. The primary contact for each customer can also establish rental parameters for other members of the household. For example, if a parent wants to limit a child’s rental authorization to only PG and PG-13 movies, the system will track that. Each time a movie is rented, the system must keep track of which copies of which movies are rented, the rental date and time and the return date and time, and the household and person renting the movie. We will write a custom essay sample on Prelimsofte specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Prelimsofte specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Prelimsofte specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Each rental is considered to be open until all of the movies and games have been returned. Customers pay for rentals when checking out videos at the store. Deliverables based on the Unified Process Disciplines: I. Business Modeling a) Given the case background, make a list expected system objectives, business benefits and system capabilities for the Downtown Videos Rental System. b) Develop a work breakdown structure for the case above. c) Build a Gantt chart using MS Project or any project management tool. Identify the tasks, dependencies and durations. Give your own assumptions. Print out both the PERT chart and Gantt chart. II. Requirements a) To what events must the video rental system respond? Create a complete event table listing the event, trigger, source, use case, response, and destination for each event. b) Draw a class diagram to represent the domain model for the video rental system, including the attributes mentioned. c) Draw a class diagram to extend the domain model that assumes there are different types of movies and videos. Create a generalization/specialization hierarchy in the class diagram. Using the event table and domain class diagram for that system as a starting point, develop the following object-oriented models: d) Develop a use case diagram. e) Develop a fully developed use case description for each of the use cases having to do with renting and checking in movies and for the use cases to maintain customer and family member information. f) Develop an activity diagram for each use case. Consider the requirements of the The Downtown Videos Rental System. Assume that you are the project manager and that you work for a consulting firm hired to perform requirements and architectural design activities. Assume that system users and owners have indicated a strong desire for a system that can be accessed â€Å"anytime, anywhere. † III. Design a) Discuss the implications of the anytime, anywhere requirement for the application deployment environment. What type(s) of hardware, network, and software architecture will be required to fulfill that requirement? b) Develop a three-layer architecture using ordinary PCs running Web browsers to implement the view layer. Draw a network diagram to represent your solution.

Scientific Management essays

Scientific Management essays Frederick Winslow Taylor known as the father of scientific management has had a major impact on the way businesses operate today. Born March 20, 1856 in Philadelphia, Pennsylvania, Taylor, who had problems with his eyes and could not attend college. Instead, he went to work as a laborer in a machine shop. He later worked at Midvale Steel Works and became a manager in addition to attending night school to get a mechanical engineering degree. He saw the inefficiency and waste at his job and decided to dedicate himself to stopping this waste and improve efficiency (Kreitner 2001). Frederick Winslow Taylor and Frank and Lillian Gilbreth all made great contributions in the area of operational approach to management. As the United States moved into the industrial age, management faced with the challenge of changing the pre industrial revolution people (Eldred 2000a). Before the industrial revolution and the creation of large factories and assembly lines, artisan workers took great pride in their individual abilities and techniques. This pride led many tradesmen to go to great pains to keep the secrets of their trade a secret. The tradesmen would pass their techniques and tips onto their sons and apprentices (Eldred 2000b). The tradesmen were not concerned with efficiency, but rather their artistic ability. There was no standardized way to accomplish various tasks; each individual worker performed their tasks as instructed or as they had learned through observation and trial and error. Frederick Taylor and the Gilbreths in particular realized that there m ust be one best technique. Frederick Taylor also recognized the importance of standardization to improve efficiency, but developing and designing systems that are more efficient was his focus. He believed that by designing facilities for more efficient operation and by educating the workers and management that the success of the company would be mutually, ...

Republic of Poland- Republic of Angola issue, focusing on Essay

Republic of Poland- Republic of Angola issue, focusing on opportunities - Essay Example With the deceleration period being surfaced in Europe, the Sub-Saharan region is anticipated to grow exponentially. The prolific and stable economic climate endured by Angola today has resulted in an enormous modernization of industries and an ever-rejuvenating population. With its GoAfrica initiative, Poland has one of the best opportunities to grow economically with Angola by establishing lasting socioeconomic and political relations. Why Africa and Angola in Particular? Africas population is expected to grow twice by 2030 to reach 2 billion people and continue to grow further to 5 billion people. The people in Europe are shrinking, and the economic growth is to decline. The African countries are emerging markets that bear the potential for the Polish companies to do business (Benelam, 2010). It is anticipated that Africa will have the largest labour force worldwide shortly. The stabilising political environment in Africa has significantly boosted the economic growth. Africa occupies 60% the worlds farmland with a promising potential for food supply. Poland has therefore narrowed its target and focus on particular countries in Africa with a dimension that is sizeable to the capacity of its companies. Angola is the third-largest economy in the Sub-Saharan Africa and the second largest oil producer in the region. With a population of 24.5 million people and a GDP of 139 Billion USD, the country presents a thriving market opportunity for the Polish companies and the Polish government (Salter and Bousfield, 2009). The expected per capita gases, oil, energy, mineral and agricultural resources in Angola have the potential to make the country one of the richest nations in the south. Attractive Sectors for the Polish Companies in Angola. The food and agricultural exports, retail business, agricultural investments, the mining and chemicals, oil and gas, energy and water and

Chemical catalyst Essay Example | Topics and Well Written Essays - 1500 words

Chemical catalyst - Essay Example Heck, Ei-ichi Negishi and Akira Suzuki for their work on â€Å"palladium-catalyzed cross couplings in organic synthesis" which in itself is evidence strong enough to validate the significance of catalysis in the fields of modern science, and particularly in industrial processes. Around 9 billion US Dollars defines the volume of the recent market for catalysts in the Global markets. (Dautzenberg, 2002). ‘Catalysis’ is defined as a phenomenon and ‘catalyst’ is the substance which is responsible for that phenomenon. A Catalyst is a substance which can usually rev up the rate of a chemical reaction but remains unaltered itself (physically and chemically) after the reaction. Sometimes particular substances can also slow down the rate of a chemical reaction. Such type of substances are known as inhibitors (Encyclopà ¦dia Britannica, 2011). According to the involvement in the phases, i.e., state of aggregation, catalysts are divided into three broad categories- (i) homogeneous catalyst (ii) heterogeneous catalyst and (iii) biocatalyst [Cavani &Feruccio, 1997; Hagen, 2006]. As the name suggests, homogeneous catalyst implies to the situation where the substrate and the catalyst are in the similar phase (gas or liquid). A very common example of a homogeneous catalysis is the conversion of carbon monoxide to carbon- di-oxide catalyzed by nitric oxide where both the substrate and catalyst are in gaseous phase. The fundamental advantages of homogeneous catalysis are that this type of catalysis is atom economic in respect to the other catalysis processes and additionally has higher selectivity in producing the desired product for its milder reaction condition. However, there are disadvantages associated with homogeneous catalysis as well. The problematic regarding homogeneous catalysis is the work up procedure of the reaction . The procedure for catalysis recovery is expensive, there is always a problem of waste management and above all a fair chance of

Professional Project - Rehearsal Studio Dissertation

Professional Project - Rehearsal Studio - Dissertation Example This is inclusive of the sociocultural conditions and other economic situations that are now a part of the UK. This also includes the trends and conditions which are in the current environment and how this will affect the capability of having a rehearsal studio within a given area. The aims and objectives of the methodology will then be able to determine if it is financially feasible to begin a rehearsal studio as well as how the response would be from the social perspective in the UK. Design There will be two studies that will be used to determine whether a rehearsal studio can be incorporated into today’s climate in the UK. One consists of a qualitative analysis and the second a quantitative analysis. These will define the independent factors that would change the needs for a rehearsal studio and will show the impact which will be made when creating a rehearsal studio. The overall design will work to create the process of triangulation, or a mixed methodology. This particula r approach is able to combine several perspectives and to combine independent data to show how each is related to each other in the defining of a given situation (Tashakkori, 2006). Sample Populations The first concept which will be kept in mind with the design is based on geographic location. In the UK, there are several regions and areas that are designated as cultural quarters, specifically which is a part of the growing urban culture that is in the region (Montgomery, 2004). There are also other regions which are not as focused on implementing new cultures and ideologies, which build a different outlook on how many approaches the ideology of rehearsal studios and whether this should be implemented. Examining both aspects of the need for a rehearsal studio will then assist in creating a different outlook for the implementation of the studio. A second aspect to consider with the sample population is based on the target market of who would use a rehearsal studio. The main approach is toward musicians, engineers and producers that would be interested in having a main area for creating music. There can also be applications for other types of art, such as a rehearsal space for dance, as well. With these considerations, is also an understanding that the concept is based on creating communities through the use of space. This is combined with the alternative, which is available with online and remote communities and technology tools used for creating music or working with the fine arts (Trueman, 2007). From this perspective, there is the need to create a rehearsal studio that define what the studio can be used for and how it should be approached in terms of community building. Quantitative Method The first method which will be used will combine the sample populations with an overall examination of the viability of starting a studio. This will begin with creating an understanding of the finances that are involved with a rehearsal studio. The quantitative method will examine the budgets of rehearsal studios that are already in place in the UK, including ones based on urban culture and others that are in both city settings and remote areas. The examination will include: 1. Start up costs of the studio. 2. Maintenance costs of the studio. 3. Amount of income from the space. 4. Years in operation. 5. Profit and loss over each year and whether this has grown. 6. Main individuals using the rehearsal space. The comparison of these different factors will show examples of how much investment has to be made with the rehearsal studio as

Die fusion von hewlett-packard

Die fusion von hewlett-packard 1. Einleitung „Aus zwei Verlierern wird kein Gewinner, diese auf die Fusion von Hewlett-Packard und Compaq bezogene Aussage stammt von Bob Djurdjevic. (Schießel, 2001) Ist das wirklich wahr? Mà ¼ssen vermeintliche Verlierer auch immer solche bleiben? Resultiert daraus, dass aus zwei Gewinnern immer ein neuer wird? Fast tà ¤glich berichten die Medien à ¼ber Unternehmenszusammenschlà ¼sse, immer wieder ist die Rede von „Mergers and Acquisitions und jedes hat seine eigene Meinung darà ¼ber, ob die einzelnen Transaktionen erfolgreich waren oder nicht. Es muss sich niemand die Meinung eines Anderen aneignen, wenn er die Mittel dafà ¼r hat, sich seine eigene bilden zu kà ¶nnen. In unserer Seminararbeit geht es um Erfolgsfaktoren von „Mergers and Acquisitions. Wir mà ¶chten nicht nur die Erfolgsfaktoren vorstellen, sondern dem Leser ein Werkzeug in die Hand geben. Mit diesem Hilfsmittel sollte er in der Lage sein Unternehmenszusammenschlà ¼sse von einer neuen Perspektive, nà ¤mlich die des Kritikers, zu betrachten. Es wird ihm eine Checkliste als Grundschema vorgegeben, anhand dessen er seine persà ¶nliche Einstufung eines Zusammenschlusses in Erfolg bzw. Misserfolg vornehmen kann. Zum Schluss unserer Seminararbeit wenden wir unsere aus der Theorie abgeleitete Liste auf das Fallbeispiel Hewlett-Packard und Compaq an. Daher werden wir soweit es unsere Literatur erlaubt insbesondere auf „Mergers and Acquisitions in der IT-Branche eingehen. Eine detaillierte Erarbeitung von finanziellen Aspekten insbesondere Aktienkursen werden wir vernachlà ¤ssigen, weil wir davon ausgehen, dass diese Informationen fà ¼r jeden Interessenten leicht auffindbar sind. Auch das Thema der Unternehmenskultur wird nur erwà ¤hnt, aber nicht bearbeitet, da dieses Thema den Rahmen unserer Arbeit sprengen wà ¼rde. Jeder Leser unserer Seminararbeit soll im Nachhinein sein eigenes Werkzeug, d.h. seine eigene Checkliste zur Beurteilung von Unternehmenszusammenschlà ¼ssen erstellen und auch anwenden kà ¶nnen. Denn wir sind der Meinung dass Erfolg keine objektive sondern subjektive Einschà ¤tzung ist. Die Arbeit ist in die Kapitel Begriffliche Grundlagen, Motive fà ¼r Merger Acquisitions Transaktionen, Wandel der IT-Branche, Die drei Phasen der Fusionen, Kritische Erfolgsfaktoren von Mergers Acqusitions, Praxisbeispiel: Fusion von HP und Compaq sowie einem Fazit untergliedert. Im Kapitel Begriffliche Grundlagen werden die fà ¼r diese Arbeit notwendigen Begriffe definiert. Das Kapitel Motive fà ¼r Merger Acquisitions Transaktionen zeigt aus der Literatur, welche Motivationen Unternehmen haben eine Fusion oder Unternehmensà ¼bernahme zu tà ¤tigen. Im Kapitel Wandel der IT-Branche wird gezeigt wie sich der relevante Markt im laufe der Zeit verà ¤ndert. Im Kapitel Die drei Phasen der Fusionen wird detailliert der Ablauf einer Fusion aufgezeigt. Das Kapitel Kritische Erfolgsfaktoren von Mergers Acqusitions arbeitet aus der Literatur Erfolgsfaktoren heraus welche man bei einer Fusion wahrnehmen kann und arbeitet diese fà ¼r den IT-Markt aus. Im Praxisbeispiel Kapitel wird d ie herausgearbeitete Theorie an einem Vorgestellten Beispiel erprobt. Im Fazit wird der Wert und die Aussagekraft der Erfolgsfaktoren kritisch gewà ¼rdigt. 2. Begriffliche Grundlagen Das Kapitel Begriffliche Grundlagen ist der Grundstein der Arbeit. Es werden die Begriffe Mergers and Acquisitions und Erfolgsfaktoren definiert. Eine Eingrenzung und Definition der IT-Branche, wie sie in dieser Arbeit verwendet wird, erfolgt im dritten Unterpunkt. Alle nachfolgen Kapitel verwenden diese Begrifflichkeiten. 2.1 Mergers and Acquisitions Externe Wachstumsstrategien durch Unternehmenszusammenfà ¼hrungen in Form von Fusionen oder Erwerbe bieten Unternehmen eine Alternative zum internen Wachstum, die durch Aktivierung eigener Potenziale realisiert werden kà ¶nnten.[1] (Bea Haas, 2001: 171ff) Das fà ¼r Fusionen und Erwerbe stehende englische Begriffspaar Mergers and Acquisitions (MA) gehà ¶rt mittlerweile zum deutschen Sprachgebrauch (Picot, 2000: 15), wobei Merger auch als „Verschmelzung, „Vereinigung oder als „Zusammenschluss von Unternehmen à ¼bersetzt werden kann (Macharzina, 2003: 636). Acquistitions steht fà ¼r den „() Kauf ganzer Unternehmen bzw. einzelner Unternehmensteile oder strategischer Anteilspakete () (Mà ¼ller-Stewens, Spickers Deiss, 1999: 1). In einigen Bà ¼chern werden die beiden Wachstumsarten „Merger und „Acquisition nicht differenziert, sondern syonym verwendet (Schrà ¶der, 2007: 2). Falls doch eine Unterscheidung erfolgen soll, so kann diese durch die Bindungsintensità ¤t durch die Analyse rechtlicher und wirtschaftlicher Selbststà ¤ndigkeit vor und nach des Zusammenschlusses ausgearbeitet werden (Lucks Meckel, 2002: 23). „Nach der Richtung der Diversifikation kà ¶nnen horizontale, vertikale und konglomerate Zusammenschlà ¼sse unterschieden werden (Bà ¼hner, 1985: 28) Tà ¤tigen zwei Unternehmen der selben Branche eine MA so spricht man von einem horizontalen Zusammenschluss. Wenn die Unternehmen an einer Produktionskette liegen, so spricht von einem vertikalen Zusammenschluss. Um einen konglomeraten MA handelt es sich, wenn die Unternehmen weder auf Produkt- noch auf Marktebene Gemeinsamkeiten aufweisen.[2] (Bà ¼hner, 1990: 5f) Wir werden in unserer Arbeit die Begriffe „Merger und „Acquisition synonym verwenden. 2.2 Erfolgsfaktoren Nach (Daschmann, 1994: 1) versteht man unter Erfolgsfaktoren alle in einem Unternehmen vorkommenden Determinanten, Maßnahmen und Aktività ¤ten, die den zukà ¼nftigen Erfolg positiv beeinflussen kà ¶nnen. Um seine Wettbewerbsfà ¤higkeit zu erhà ¶hen muss ein Unternehmen seine Erfolgsfaktoren, d.h. seine eigenen Stà ¤rken und Mà ¶glichkeiten kennen und sie bei seinen strategischen Entscheidungen heranziehen. Auch seine Investition sollten gezielt in deren Richtung gelenkt werden um seinen wirtschaftlichen Erfolg verbessern zu kà ¶nnen. (Mandorf, 2008) Der Unternehmenserfolg hà ¤ngt zum grà ¶ÃƒÅ¸ten Teil von sog. kritischen Erfolgsfaktoren ab, wà ¤hrend die meisten anderen Faktoren diesen untergeordnet sind. (Hoffmann, 1986: 832) 2.3 IT-Branche Bei der Definiton der IT-Branche treten methodische Probleme auf, denn es handelt sich um einen à ¼ber mehrere klassische Branchen verteilten Sektor. Selbst die offizielle Wirtschaftsstatistik weist keine allgemein gà ¼ltige Begriffsbestimmung auf, sondern zà ¤hlt einzelne IT-relevante Wirtschaftsbereiche zusammen. (Langenstein, 2006: 14f) Somit ist der IT-Sektor nur durch die Angabe der betroffenen Wirtschaftszweige definierbar. (Menez, Munder, , Tà ¶psch, 2001) In unserer Arbeit stellen wir nur eine Mà ¶glichkeit zur Abgrenzung des IT-Sektors vor: Nach dem Global Industry Classification Standard (GICS) umfasst der IT-Sektor die folgenden allgemeinen drei Bereiche: Softwaretechnologie und Softwaredienstleistung, diese umfasst unter anderem Unternehmen, die Softwareentwicklung in verschiedenen Bereichen wie z.B. dem Internet und Datenbanken anbieten. Auch Beratungs- und Dienstleistungsunternehmen der Informationstechnologie gehà ¶ren in diese Kategorie. Hardware und Ausrà ¼stung, in diesen Bereich fallen die Hersteller und Vertreiber von elektornischen Gerà ¤ten und den zugehà ¶rigen Intsrumenten. Halbleiter und Halbleiterausrà ¼stungs Hersteller 3. Motive fà ¼r Merger Acquisitions Transaktionen Nachdem die begrifflichen Grundlagen im 2.Kapitel geschafft wurden sind, stellen wir nun die Antriebskrà ¤fte, die das Handeln der Unternehmen auf die Akquisitionsziele ausrichten, vor. (Bamberger, 1994: 59) In diesem Kapitel werden die wichtigsten und hà ¤ufigsten Motive fà ¼r MA dargestellt. Achleitner (2002) unterscheidet die Fusionsmotive in wertmaximierende Motive, die generell durch Ertrags- und Kostensynergien ergeben ist, und die nicht wertmaximierende Motive. (Kirchhoff, 2009: 20). Dem zu Folge kategorisiert der (Achleitner, 2002) die Fusionsmotive in Strategische, finanzielle und persà ¶nliche Motive. 3.1 Strategische Motive In diesem Unterpunkt werden die strategischen Motive von Unternehmen in die Punkte Synergieeffekte, Ausnutzung von Marktmacht und Markterweiterung unterteilt und dargestellt. Alle drei Punkt sind von gleicher Bedeutung. 3.1.1 Synergieeffekte Ein wichtiges Motiv fà ¼r MA stellt die Realisierung von Synergieeffekten dar. Es werden die bereits vorhandenen Ressourcen beider oder mehrer Kooperationsunternehmen gebà ¼ndelt. Damit wird auf verschiedenste Art und Weise das Ziel verfolgt, die Effizienz in Unternehmen zu erhà ¶hen und Kosten einzusparen. Aufgrund von Grà ¶ÃƒÅ¸envorteilen ( Economie of scale ) kà ¶nnen produktionswirtschaftliche Synergieeffekte erzielt werden. Dabei sinken die Stà ¼ckkosten durch die Massenproduktion. Dies fà ¼hrt teilweise dazu, dass Rationalisierungsgewinne durch Personalabbau, erzielt werden. (Budzinski Kerber 2003: 42; Park 2004: 51f). Weiterhin treten aufgrund von Verbundvorteilen ( Economies of scope ) operationale Synergieeffekte auf. D.h. die Leistung, die jedes Unternehmen unabhà ¤ngig von einander erbracht hat, wird zusammengefasst. Auf dieser Weise kà ¶nnen hà ¶here Skalenertrà ¤ge erzielt werden. In vielen Branchen mit hohen Investitionskosten ist es von zentraler Bedeutung Forschungs- und Entwicklungs-Synergieeffekte zu erzielen, damit durch Unternehmenszusammenschà ¼sse sowohl die Kosten, als auch das Risiko gestreut werden kann (Budzinski Kerber 2003: 44; Park 2004: 52). Ist die Grà ¶ÃƒÅ¸e eines Unternehmens gestiegen, so kann man von den finanzwirtschaftlichen Synergieeffekten profitieren, da das Unternehmen fà ¼r die potentiellen Anleger attraktiver erscheint. Dies erleichtert die Aufnahme in Bà ¶rsenindices und somit den Anstieg der Kreditlinie bei Banken (Kleinert Klodt, 2002: 43). 3.1.2 Ausnutzung von Marktmacht Bei einem Zusammenschließen erhoffen sich die Unternehmen zum einen Wettbewerber aus dem Markt genommen zu haben und zum anderen den Marktanteil des à ¼berlebenden Unternehmens zu steigern. Die dadurch gestiegene Marktmacht der Unternehmen ermà ¶glicht ihnen eine flexiblere Preisgestaltung gegenà ¼ber Kunden sowie Lieferanten. Somit kann die Marktmacht zu einem erheblichen Wettbewerbsvorteil auf dem Markt beitragen. Die Unternehmen kà ¶nnen durch MA Eintrittsbarrieren fà ¼r die zukà ¼nftigen Konkurrenten aufbauen. Durch den Nichteintritt weiterer Konkurrenten sichern sie sich eine stabilere Preismacht auf dem Markt. (Klopfer, 2008: 44) 3.1.3 Markterweiterung Ein weiteres klassisches Ziel der strategischen Unternehmensakquisition ist das Streben nach dem Marktwachstum. Damit verfolgen Unternehmen in erster Linie das Ziel der Umsatzsteigerung und der Stabilisierung ihrer Ertrà ¤ge. Die Umsatzsteigerung resultiert aus dem Eintritt in neue attraktive Mà ¤rkte und aus der Erhà ¶hung der Wertschà ¶pfungspotenziale. Bei der geographischen Expansion wird zwischen den grenzà ¼berschreitenden, so genannten „Cross- Border- Zusammenschlà ¼ssen und den nationalen MA differenziert. (Jansen Kà ¶rner, 2000: 18) (Jansen, 2000b: 388) Es ist beobachtbar, dass in den vergangenen Jahren die grenzà ¼berschreitenden Zusammenschlà ¼sse mehr an Bedeutung gewonnen haben. Die Unternehmen kà ¶nnen sich dadurch den langwierigen und risikoreichen Eigenaufbau in einem fremden Land ersparen. (Amihud Lev , 2002: 21). Allerdings sind dabei die kulturellen oder sprachlichen Unterschiede nicht zu unterschà ¤tzen. In diesem Zusammenhang bestà ¤tigt auch Wolfgang Wagner, Senior Partner und CEO der PricewaterhouseCoopers Eurofirms ( PWC ) die Relevanz dieses Motivs mit der Aussage: CEOs kleiner und großer Unternehmen aus der ganzen Welt sehen zunehmend Wachstumsmà ¶glichkeiten fà ¼r ihre Unternehmen. Sie nutzen die Globalisierung nicht mehr primà ¤r zum Outsourcing oder der Produktionsverlagerung in Niedriglohnlà ¤nder, sondern um neue Produkte, neue Absatzmà ¤rkte und neue Kunden zu finden (presseportal.de, 2009) 3.2 Persà ¶nliche Motive Als treibende Kraft fà ¼r Fusionen wird hà ¤ufig das Management genannt. Unterstellt man einen perfekten Kapitalmarkt, so ist nach Manne (1965) der Kapitalwert einer Unternehmung direkt von der Leistung des Managementteams der Unternehmung abhà ¤ngig. Er folgert, dass eine schlechter bewertete Unternehmung von einem ineffizienten Managementteam geleitet wird und bei einer à ¼bernahme von einem effizienteren Managementteam abgelà ¶st wird. Dieses kann durch einen besseren Fà ¼hrungsstil die Effizienzpotentiale als Gewinn realisieren. Bei einem intensiven Unternehmenskontrollen Wettbewerb der Managementteams wà ¤ren keine Freirà ¤ume fà ¼r deren eigenen Ziele oder Interessen vorhanden. Nach dieser Theorie sind die Interessen der Eigentà ¼mer und des Managementteams kongruent. Da die Prà ¤missen in der Globalisierten Welt von Heute nicht zutreffen und es keinen perfekten Kapitalmarkt gibt, entstehen Freirà ¤ume fà ¼r das Managementteam um seine von den Eigentà ¼mern abweichenden Ziele zu verfolgen. Es entsteht nach Bà ¼hner (1990, 19) eine Pricipal- Agenten Situation zwischen Eigentà ¼mer und Management. Das Hauptziel der Eigentà ¼mer ist eine Gewinnmaximierung. Das Hauptziel des Managements kann hiervon abweichen. Es kann nach persà ¶nlichen Motiven handeln, um sein eigenes Einkommen zu maximieren. Die Gehà ¤lter hà ¤ngen von vielen Faktoren ab wie z.B. der Grà ¶ÃƒÅ¸e der Unternehmung, der Umsatzhà ¶he, der Mitarbeiterzahlen oder der Aktienkurse. Diese Faktoren kà ¶nnen vermeintlich durch eine Fusion oder à ¼bernahme herbeigefà ¼hrt werden. Das eigene Prestige und der Bekanntheitsgrad sind Eigenschaften des Managementteams, welche durch eine Fusion gesteigert werden kà ¶nnen und sich auf das eigene Einkommen in der Zukunft positiv auswirken kà ¶nnen, aber nicht der Gewinnmaximierung der Unternehmung dienen. Es besteht nun das Risiko von „unprofitablen Fusionen oder à ¼bernahmen von Managementteams, falls diese nicht von den Eigentà ¼mern kontrolliert werden. Eine Kontrolle von den Eigentà ¼mern kann durch ein Anreizsystem geschehen. Nach Faulli-Oller und Motta (1996) mà ¼ssen mit dem Managementteam Vertrà ¤ge geschlossen werden, die einen Anreiz fà ¼r die Entlohnung geben. Sie schlagen eine à ¼bernahmesteuer vor, diese wà ¼rde dem Management von dem Gehalt abgezogen werden. Die Entscheidung fà ¼r eine à ¼bernahme soll aber bei dem Managementteam bleiben, da diese sich mit dem Tagesgeschà ¤ft beschà ¤ftigen und sich besser mit der Materie auskennen. Fusionen dienen auch dem Management als Schutz vor der eigenen à ¼bernahme. Je grà ¶ÃƒÅ¸er ein Unternehmen ist, umso schwerer ist es sie zu à ¼bernehmen. Als Folge dieser Tatsache entsteht fà ¼r das Management ein Arbeitsplatz und dieser ist einer geringeren Bedrohung von Außen ausgesetzt. Als Zusammenfassung kann man bestà ¤tigen, dass es ein heterogenes Feld zwischen den Eigentà ¼mern und dem Management gibt. Neben den strategischen Motiven geben die Management Motive eine Erklà ¤rung dafà ¼r, warum es so viele und auch unprofitable Fusionen gibt. Das gelingen einer Fusion hà ¤ngt somit zum Teil auch von dem Management und dessen Interessen ab. 3.3 Branchenspezifische Motivationen In der Literatur lassen sich spezifische Motivationen feststellen, die insbesondere fà ¼r die IT-Branche gelten. Nach Fox (2002) ist die Motivation von Technologie Erwerb durch MAs in der IT-Branche sehr hoch. Das fà ¼hrt er auf den Wandel in der IT-Branche und dem damit entstehenden Druck sich Sektoren à ¼bergreifend zu positionieren und zu einem Anbieter von Produkten aller Sektoren zu werden. Die schnellste Là ¶sung eine Technologie zugà ¤nglich zu machen, ist der Zusammenschluss mit einem Unternehmen, welches diese Technologie besitzt. Wenn ein sektorenà ¼bergreifendes Angebot von Produkten geboten wird, haben die Unternehmen den Vorteil, dass sie sich nicht auf ein Segment fixieren und von den Wachstumsschwankungen abhà ¤ngig sind. Insbesondere ist dieses bei dem PC-Sektor so. Dieser Sektor ist sehr von der Performance der anderen Mà ¤rkte abhà ¤ngig und neigt zu starken Schwankungen. Die Motivation sich horizontal zu erweitern hà ¤ngt stark von dem Wandel in der IT-Br anche ab. Denn die Unternehmen mà ¼ssen sich den Nachfragen an diesem Markt anpassen. (Westerwelle, 2003: 41ff) 4. Wandel der IT-Branche In den Kapiteln vorhergehenden Kapiteln wurden die Begriffe dieser Arbeit definiert und die mà ¶glichen Motivationen fà ¼r MA insbesondere des IT-Sektors vorgestellt. Wir bleiben in diesem Kapitel in der IT-Branche und erlà ¤utern die anhaltenden Verà ¤nderungen der Branche. „Die IT-Branche ist im Fusionsfieber. Unternehmen versuchen, ihre Konkurrenten durch Expansion zu à ¼berrunden und sich neue Geschà ¤fte zu erschließen. Immer mehr Firmen setzten auf Dienstleistungen. (Berger, 2009) In Anlehnung von Westerwelle (2003: 37ff) kann man den Wandel wie folgt skizzieren. Mit dem Erfolg von Dell, welcher durch die Sà ¤ttigung des PC-Marktes und seinen sehr kostengà ¼nstigen direkt Vertrieb von PCs her kam, wurde der PC-Sektor Ende 2000 zu einem margenschwachen Sektor. Alle großen PC-Hersteller außer Dell machten in dem Jahr ab 2001 große Verluste von Marktanteil dieses Sektors. Der Sektor hatte kaum Wachstumspotential da eine Sà ¤ttigung am Markt bestand. Diese Sà ¤ttigung kam von den Leistungs-Level der PCs zu diesem Zeitpunkt, denn ihre Leistung war ausreichend und folglich waren die Unternehmen nicht mehr willig hohe Kosten fà ¼r die Herstellung von leistungsstà ¤rkerem PCs zu à ¼bernehmen. Die Kundenwà ¼nsche, insbesondere die der lukrativen Großkunden, à ¤nderten sich. Sie gingen zu einem Komplettangebot à ¼ber. Diese Kunden wollten eine ganze PC Infrastruktur kaufen und nicht mehr nur einen PC. Um das zu gewà ¤hrleisten mussten große Unternehmen wie IBM, HP oder Compaq ihre Angebotspalette stetig ausbauen. Da die Technologien im IT-Markt schnelllebig sind, behalfen sich diese Unternehmen einer schnellen Methode, die der MAs, um sich wichtige Technologien zugà ¤nglich zumachen. Der IT-Dienstleistungssektor welcher am margenreichsten ist wurde von IBM dominiert, da sich z.B. IBM auf die Integration von Netzwerkstrukturen verstand wurden von diesem Unternehmen nicht nur das Know-how sondern auch die spezifische Hardware bezogen. Dieses ist Resultat der Erkenntnis, dass eine effiziente und sehr gut abgestimmte Netzwerkstruktur nur mit abgestimmten Komponenten aus einer Hand preiswert realisiert werden kann. Diese gestiegene Nachfrage von effizienten Netzwerkstrukturen kam durch einen Wandel, die Einfà ¼hrung von Verteilung des Unternehmens à ¼ber das Internet. Die Nutzung des Internets von Kunden, hat einen Wandel im IT-Markt gebracht. Was die Spieler in diesem Markt noch immer zu massiven Verà ¤nderungen Ihrer Angebote zwingt. Mit diesem Kapitel werden die Branchenbedingungen von HP und Compaq wà ¤hrend unserer Untersuchungszeitspanne bis zum Jahr 2003 erà ¶rtert. 5. Die drei Phasen der Fusionen In dem folgenden Kapitel werden die Schritte eines Fusionsprozesses allgemein erklà ¤rt. Der Fusionsprozess là ¤sst sich grob in drei Phasen unterteilen, die chronologisch aufeinander bauen. Sie lauten Pre Merger- , Merger- und Post Mergerphase. Diesen Phasen werden wir, die von uns betrachteten, Erfolgsfaktoren zuordnen. 5.1 Pre Mergerphase Am Anfang des Prozesses steht die Pre Mergerphase. In dieser Phase wird zunà ¤chst eine allgemeine Grundstrategie formuliert. Bei dieser Formulierung geht es darum zuerst die Stà ¤rken und Schwà ¤chen des eigenen Unternehmens herauszuarbeiten und zu analysieren. Somit kann à ¼berprà ¼ft werden, ob das Unternehmen à ¼berhaupt eine Fusion benà ¶tigt. Als Abschluss des ersten Schrittes wird ein strategisches Konzept erstellt, welches die zusammenfassenden Erkenntnisse à ¼ber die Unternehmensanalyse sowie Motive und Ziele fà ¼r die bevorstehende Fusion beinhaltet. Ferner kà ¶nnte man aus dem erstellten Konzept erkennen, welche Bindungsintensità ¤t fà ¼r das Unternehmen besser geeignet wà ¤re. (Grube Tà ¶pfer, 2002: 44ff). Es ist wichtig, dass das Konzept sorgfà ¤ltig bearbeitet wird, da letztendlich der Erfolg oder Misserfolg einer Fusion bereits in dieser Phase bestimmt wird. (Middelmann, 2000: 113) „Diese Kenntnisse erleichtern in der anschließenden Phase die Suche nach dem optimalen Partner, das so genannte Screening (Stegmann, 2002: 32) Dementsprechend werden die mà ¶glichen Kooperationspartner auf einer Liste aufgefà ¼hrt und nach wichtigen Kriterien wie beispielweise potenziellen Synergieeffekten bewertet. (Rà ¶dl, 2002: 39) Fà ¼r die Kandidatenauswahl sollte das Unternehmen einen kontinuierlichen und systematischen Prozess einfà ¼hren, bis sie den optimalen Partner gefunden haben. (Wirtschaftswoche, 2008, Nr. 28) 5.2 Merger- Phase Die Merger- Phase beginnt nach der erfolgeichen Suche eines geeigneten Fusionspartners und verlà ¤uft à ¼ber Verhandlungsstrategien bis hin zum endgà ¼ltigen Vertragabschluss. Um eine endgà ¼ltige Entscheidung zu treffen, ob der potenzielle Fusionspartner wirklich geeignet ist, werden externe Spezialisten wie Unternehmensberater und Wirtschaftsprà ¼fer zur Hilfe gebeten, diese bilden das sog. Due Dilligence- Team. Um die in der Pre Merger- Phase formulierten Ziele der angestrebten Fusion erreichen zu kà ¶nnen, à ¼berprà ¼fen die Spezialisten, wo sich die Schwà ¤chen des eigenen Unternehmens und die Stà ¤rken des potenziellen Partners ausgleichen. Dieses Vorgehen wird in der Literatur als strategisches Fit bezeichnet. (Middelmann, 2000: 114) „ Due Dilligence bedeutet, dass die zu erstellenden Analysen mit hà ¶chster Sorgfalt durchzufà ¼hren sind. Dabei sollen Gefahren, aber auch Chancen des bevorstehenden Unternehmenszusammenschlusses erkannt werden. (Scott, 2002: 14) Kommt das betrachtete Zielunternehmen als Fusionspartner in Frage, so werden in einer weiteren Analyse seine Wirtschaftlichkeit, seine Geschichte und das finanzielle Risiko, das mit der angestrebten Fusion aufkommen wà ¼rde, unter die Lupe genommen. (Middelmann, 2000: 114f) Falls die Analyse ein positives Ergebnis liefert und das Zielunternehmen zu einem Zusammenschluss bereit ist, wird unter der Prà ¤misse die rechtlichen Kartellbedingungen nicht zu verletzen, Vertragsverhandlungen gefà ¼hrt und letztendlich ein Vertrag ausgearbeitet und abgeschlossen. 5.3 Post Merger- Phase Am Ende des Fusionsprozesses steht die Post Merger- Phase an, die sich sehr intensiv mit der Integration und deren Planung beschà ¤ftigt. Die Integrationsplanung orientiert sich an den, in den vergangenen Phasen ermittelten, Potenzialen vom Fusionspartner. Eine vorhergehende detaillierte Planung der Integration ist wichtig, um von den Synergien optimal gebrauch machen zu kà ¶nnen. (Grube Tà ¶pfer, 2002: 45ff) Die Aufgabe beider Unternehmensfà ¼hrungen ist es nun, trotz der gravierenden Unterschiede in den Bereichen wie Kultur und Organisation, ein neues einheitliches Unternehmen zu errichten. Des Weitern mà ¼ssen alle betrieblichen Ablà ¤ufe in der Fertigung und Steuerung, wie Controlling, Rechnungswesen und Personal, aufeinander abgestimmt sein. (Middelmann, 2000: 118f) Nicht zu vernachlà ¤ssigen ist die intensive Zusammenarbeit mit der Personalorganisation, damit Unsicherheit und eine eventuelle Demotivation bei den Mitarbeitern vermieden werden kann. Hier spricht man von der internen Kommunikation im Unternehmen, die gestà ¤rkt werden muss. Neben der internen Kommunikation spielt die externe Kommunikation auch eine sehr große Rolle. Das heißt, dass die Gesprà ¤che und Informationen à ¼ber den Ablauf der Fusion in den Veranstaltungen und Verà ¶ffentlichungen sehr gezielt und vertrauenerweckend sein mà ¼ssen, um die Skepsis von Kunden, Lieferanten und Wettbewerbern gegenà ¼ber dem neu entstandenen Unternehmen abzubauen. (Middelmann, 2000: 118f) Die besondere Schwierigkeit dieser Phase liegt bei dieser Integrationsaufgabe. Gelingt der reibungslose Zusammenschluss nicht oder nur unzureichend, so war die Fusion nicht erfolgreich. Darà ¼ber hinaus sollte das Unternehmen die Dauer des Integrationsprozesses genau festlegen, denn meistens treten die gewà ¼nschten Synergieeffekte der Fusion erst nach mehreren Jahren nach der Fusion ein. (Grube Tà ¶pfer, 2002: 45ff) Wird der Integrationsprozess zu kurz bemessen, so kà ¶nnte die Fusion als Misserfolg ausgelegt werden, was wiederum bà ¶se Konsequenzen, wie z.B. extreme Kursschwankungen in der Bà ¶rse und gar die Aufhebung der Fusion, mit sich bringen kà ¶nnte. Der letzte Schritt dieser Phase beinhaltet die Erfolgskontrolle. Es werden dabei die Ergebnisse der Fusion mit der Zielsetzung der Anfangsstrategie verglichen und eine Bilanz gezogen. Werden Abweichungen und Probleme bei der Umsetzung erkannt, wird versucht diesen entgegen zu steuern. 6. Kritische Erfolgsfaktoren von Mergers Acqusitions 6.1 Due Dilligence Due Dilligence hat eine sehr zentrale Bedeutung in allen Mergers und Akqusitionspozessen. Dieser Faktor kà ¶nnte sogar alleine den Erfolg oder Misserfolg einer Fusion bestimmen. „ Der Begriff „Due Diligence stammt aus den angelsà ¤chsischen Rechtswissenschaften und bedeutet unzureichend à ¼bersetzt „gebà ¼hrende Sorgfalt. Der Begriff hat à ¼ber die juristische Verwendung hinaus bei Mergers Acquisitions Anwendung gefunden und stellt bei heutigen Projekten die Grundlage zur Bewertung und Analyse einer Organisation dar. (Bischoff, Jà ¼rgen M.,2007 : 73 ) Im Wesentlichen verfolgt „ Due Dilligence drei Hauptziele: Endecken und beschreiben der wesentlichen Unterschiede zwischen den beiden Unternehmen und deren mà ¶gliche Auswirkungen Generierung von Integrationsrichtlinien sowie von Ansatzpunkten fà ¼r die erfolgreiche Gestaltung der Post-Merger-Phase Unterstà ¼tzung bei der Kaufentscheidung, der Preisfindung sowie zur Risikominimierung (Bischoff, Jà ¼rgen M., 2007 : 74) Die gewonnen Informationen von Due Dilligence bestimmen letztendlich den Umfang und den Schwerpunkt in der Post Merger Integration. Das Due Dilligence- Team besteht aus externen Spezialisten wie Wirtschaftsprà ¼fern, Anwà ¤lten und Unternehmensberatern und internen Mitarbeitern. Die Unternehmen arbeiten bewusst mit unternehmensexternen Spezialisten, weil die eigenen Mitarbeiter emotional und nicht neutral handeln kà ¶nnten. Das Due Dilligence- Team muss ein hohes Maß an Pflichtbewusstsein mitbringen, damit die Grà ¼ndlichkeit der Bewertung und die Interessen des Unternehmens nicht darunter leiden. Die Unternehmensbewertung sollte explizite Informationen à ¼ber den ausgewà ¤hlten Fusionspartner geben. Die zur Verfà ¼gung gestellten Informationen werden auf Finanzkraft, Unternehmenswert und Synergiepotenziale analysiert. Nach Abschluss der Prà ¼fung mà ¼sste der Auftraggeber der Due Dilligence in der Lage sein, zu entscheiden, ob es sich bei dem ausgewà ¤hlten Fusionspartner um ein geeignetes Unternehmen handelt. Ist dies der Fall so wird à ¼ber Due Dilligence eine Verhandlungsbasis fà ¼r die Entscheidung der weiteren Integrationsschritte zur Verfà ¼gung gestellt. (Blà ¶cher, 2002: 35ff) „ Die gewonnen Informationen werden dem Auftraggeber der Due Dilligence in so genannten Data Rooms zur Verfà ¼gung gestellt. Dabei kann es sich sowohl um elektronische Datenbanken als auch um Akten oder Dokumente handeln (Krà ¼ger, 2000: 157ff) 6.2 Personalmanagement Human Resources ist ein weiterer wichtiger Faktor, der zum Fusionserfolg beitrà ¤gt. Das gut ausgebildete Personal wie z.B. Entwickler , Fà ¼hrungskrà ¤fte und Fachleute gehà ¶ren zum „menschlichen Kapital eines Unternehmens. Da die Mitarbeiter ganz unterschiedlich auf die Verà ¤nderungen wà ¤hrend der Fusion reagieren, sollte das Unternehmen deren Auswirkung im Fusionsprozess nicht unterschà ¤tzen. (Klodt, H. , 2002:S. 106.) Das Humankapital beeinflusst eine Fusion positiv sowie negativ. Einerseits kann es als Motivation fà ¼r eine Motivation einer Fusion dienen, das ist dann der Fall, wenn ein Unternehmen auf der Suche nach qualifizierten Mitarbeitern im Zielunternehmen ist. Andererseits entsteht eine negative Beeinflussung, die ihren Ursprung in persà ¶nlichen Anliegen hat. Verlustà ¤ngste des Arbeitsplatzes oder Gehaltverschlechterung kà ¶nnen das qualitative Arbeiten erheblich mindern und fà ¼hren zu einer Skepsis gegenà ¼ber einer Fusion. Das kann sogar dazu fà ¼hren, dass kompetente Mitarbeiter das Unternehmen verlassen. Um das zu vermeiden, muss sich das Personalmanagement zur Aufgabe machen in direktem Kontakt zu den Mitarbeitern zu stehen. Die Organisation muss in der Integrationsphase Antworten auf offene Fragen haben und einen sicheren und ehrlichen Umgang mit den Mitarbeitern pflegen. Die Aufgaben des Personalmanagements kà ¶nnten folgendermaßen in den jeweiligen Fusionsphasen aussehen: In der Pre Merger Phase muss die Bedeutung des Human Kapitals geklà ¤rt werden, damit das Personal im Verlauf der Fusion ausreichend berà ¼cksichtigt wird. In der Merger- Phase werden sà ¤mtliche Mitarbeiterdaten, Lohnabrechnungen oder Arbeitzeiten ausgewertet und miteinander verglichen. So wird die Kombinierbarkeit der unterschiedlichen Strukturen und Systeme der Personalorganisationen auf eine Vereinheitlichung hin geprà ¼ft. In der Post Merger- Phase muss geklà ¤rt werden, zu welchem Zeitpunkt bestimmte Ziele erreicht werden sollen, ob und wann Umstrukturierungsmaßnahmen oder à ¼bergangsregelungen erfolgen und auf welche Art und Weise die Mitarbeiter zu informieren sind (Pribilla, P.: Personalmanagement bei Mergers Acquisitions, in: Picot, A./Nordmeyer, A./Pribilla, P. (Hrsg.), Stuttgart, 2000, S. 64-67.) Um all diese Maßnahmen durchfà ¼hren zu kà ¶nnen ist eine gezielte und gute Kommunikation unausweichlich. Dies kann à ¼ber verschiedene Wege erfolgen. Z.B. à ¼ber Mitarbeiterversammlungen, regelmà ¤ÃƒÅ¸ige Email und Newsletter oder Diskussionsforen. Ferner sollte dem Angestellten ermà ¶glicht werden, direkte Fragen an das Management zu stellen zu kà ¶nnen. . ( Grube, R./Tà ¶pfer, A., 2002, S. 152.) Schließlich erfolgt die eigentliche Integration durch die Integrationsteams, die nur die Aufgabe haben die Fusion zu koordinieren. Damit eine schnelle gegenseitige Akzeptanz unt

Frank Lincoln Wright :: essays research papers

Frank Lincoln Wright ".......having a good start not only do I fully intend to be the greatest architect who has yet lived, but fully intend to be the greatest architect who will ever live. Yes, I intend to be the greatest architect of all time." - Frank Lloyd Wright 1867-1959 CHILDHOOD Born in Richland Center, in southwestern Wisconsin, on June 8, 1867 (Sometimes reported as 1869) Frank Lincoln Wright (Changed by himself to Frank Lloyd Wright) was raised in the influence of a welsh heritage. The Lloyd-Jones family, his mother's side of the family, had great influence on Mr. Wright throughout his life. The family was Unitary in faith and lived close to each other. Major aspects within the Lloyd-Jones family included education, religion, and nature. Wright's family spent many evenings listening to William Lincoln Wright read the works of Emerson, Thoreau, and Blake outloud. Also his aunts Nell and Jane opened a school of their own pressing the philosophies of German educator, Froebel. Wright was brought up in a comfortable, but certainly not warm household. His father, William Carey Wright who worked as a preacher and a musician, moved from job to job, dragging his family across the United States. His parents divorced when Wright was still young. His mother Anna (Lloyd-Jones) Wright, relied heavily on upon her many brothers sisters and uncles, and was intellectually guided by his aunts and his mother. Before her son was born, Anna Wright had decided that her son was gong to be a great architect. Using Froebel's geometric blocks to entertain and educate her son, Mrs. Wright must have struck genius her son possessed. Use of the imagination was encouraged and Wright was given free run of the playroom filled with paste, paper, and cardboard. On the door were the words, SANCTUM SANCTORUM (Latin for: place of inviolable privacy). Mr. Wright was seen as a dreamy and sensitive child, and cases of him running away while working on the farmlands with some uncles is noted. This pattern of running away continued throughout his lifetime. WRIGHT'S FIRST BREAK In 1887, at the age of twenty, Frank Lloyd Wright moved to Chicago. During the late nineteenth century, Chicago was a booming, crazy place. With an education of Engineering from the University of Wisconsin, Wright found a job as a draftsman in a Chicago architectural firm. During this short time with the firm of J. Lyman Silsbee, Wright started on his first project, the â€Å"Hillside Home† for his aunts, Nell and Jane. Impatiently moving forward, Wright got a job at one of the best known firms in Chicago at the time, Adler and Sullivan.

The Role of Group Work in Enhancing Speaking Skill

The Role of Group Work In Enhancing Speaking Skill In Primary Level The Role of Group Work in Enhancing Speaking Skill in Primary Level Effective language skills are essential for children to access the curriculum. In the classroom, spoken language is the primary medium through which teachers teach and children learn. In developing their speaking skills, children need to learn to adapt their talk to the listeners; use a range of ways to express themselves; use talk to clarify their ideas and sustain their talk to develop thinking and reasoning.It is expected that when children start primary school, they will be able to understand much of what is said, express themselves clearly, share their feelings and make their needs known. This level of proficiency in speech, language and communication is critical to the development of a child’s cognitive, social and emotional well-being. Speaking should include putting thoughts into words and sharing in groups; taking opportunities to spe ak at some length to explain ideas in different situations; giving a talk or presentation using gestures, aids and rhetorical devices.This paper will explore the different types of group work and its mechanism of enhancing the speaking skill in the primary level. This will be done through reviewing different research made in this field. The purpose of this paper is to look closely at the importance of group work in the early stages to enhance the speaking skill of students. Group Group work is a very important part of our culture and life; and businesses now look at team work skills when evaluating any employee. Therefore, it is important for both, students and teachers, to learn to function in a group work environment.Research indicates that students learn the tasks better through involving oral interaction, in group, which is based on a real attempt to find a collective solution to problems. We chose to explore this area to find out if group work serves as a meaningful activity fo r students to focus on meaningful negotiation and information exchange. We are very much concerned with getting students to talk and to stimulate their interest and imagination. Since group work can improve learning and is a much needed skill in enhancing speaking skill, it should be exercised regularly in the classroom.Annotated Bibliography: The Role of Group Work in Enhancing Speaking Skill in Primary Level Baines, E. , Kutnick, P. , Blatchford, P. (2009). Promoting effective group work in the primary classroom: a handbook for teachers and practitioners. USA and Canada: Routledge. This handbook explores how pupil group work can be made more effective in support of children’s learning. It is based on a research study, known as the Social Pedagogic Research into Group work (SPRinG), which developed and evaluated a new approach to group work in primary schools. Boussiada, S. (2010).Enhancing students’ oral proficiency through cooperative group work: the case of 3rd yea r LMD students of English at Constantine University. Master’s Thesis, University of Constantine, Algeria. In her study, Boussiada explores the effects of cooperative group work on improving learners’ oral proficiency and communicative skills. She is mainly concerned with making use of pair or small group to maximize learners? oral production. She also attempts to shed some light on the importance of establishing a relaxed and friendly environment as an attempt to get learners to use the language.Lee, W. (2008). Speech, language and communication needs and primary school-aged children. I Can Talk Series, Issue 6, 13-18. Retrieved March 21, 2012, from http:// www. ican. org. uk/~/media/Ican2/Whats%20the%20Issue/Evidence/6%20Speech%20%20Language%20and%20Communication%20Needs%20and%20Primary%20School%20aged%20Children. ashx This report outlines the nature and extent of Speech, Language and Communication Needs (SLCN) in primary schools, what this means for children and thei r families and what can be done to ensure primary school is a positive, enriching experience for children with SLCN.Richards, J. (2008). Teaching listening and speaking: from theory to practice. NY: Cambridge University Press. Richards explores approaches to the teaching of listening and speaking which have undergone considerable changes in recent years, and their implications for classroom teaching and materials design. His goal is to examine what applied linguistics research and theory says about the nature of listening and speaking skills, and then to explore what the implications are for classroom teaching Jones, L. (2007). The student-centered classroom. NY: Cambridge University Press.