Wednesday, July 31, 2019

Interpersonal Communication Through URT Essay

Everyday we encounter people unknown to us. There are times when we are totally no interested in meeting and introducing ourselves to them. In certain situations we are forced or are voluntarily placing ourselves within there area of consciousness, like in a class or in our office, we disclose information about ourselves in order for a complacent relationship to transpire. This new connection will either grow or dissipate based on the disclosed information. Researchers say that interpersonal communication occurs only between two people who have known each other for quite some time (Borchers). This can be attributed to the contextual factors, such as psychological, relational and cultural, present in interpersonal discourses. The attainment of these factors signify that the two people conversing already know well of each other (King, 2000). At first, when we are asked by our late seatmate at first day of school who our professor is, or when we ask our office secretary who to call to fix a down network system, the interaction that occurs implies only an impersonal exchange between two people who ask for information because of external needs and is most likely to end that same moment. When you answer the above questions with â€Å"he’s the head of the department, we live in the same neighborhood† or â€Å"i know a little on systems troubleshooting but it isn’t my job, i’ll call one immediately,† the interaction introduces information related to the speaker and are affective to the receiver. This exchange becomes personal and may give way to a more gratifying relationship through following disclosures. These disclosures in turn reduces uncertainty, a considerably large blockage to a desirable relationship. Berger and Calabrese’ uncertainty reduction theory in 1975 presents steps on how we can achieve a fully ineractive personal relationship with other people. This theory explains why people tend to be information seekers and reduce the unpleasant effects of uncertainty in an introductory conversation and in the whole attainment of a relationship (Oregon State University). The theory discusses three stages of disclosure in interpersonal development. These stages are entry, personal, and exit (University of Twente). The interaction given above can be considered within the entry stage. By giving information on where you live or what your skills are(demographic), the receiver obtains also some point of conformity or agreement that sparks an interest for a relationship. Eventually we reveal our values, attitudes, and beliefs and we are taken now taken to the personal stage of disclosure. These somewhat â€Å"deeper† information suggest the existence of a relationship between two people. The exit stage relates to discourses on the shared values, beliefs, and attitudes which lead to actions or decisions where both interests are unified. Since interpersonal communication is based on two interrelated people’s discourses, this not specified only on verbal exchange, uncertainty reduction theory is an effective tool in determining interpersonal relationships and communications. By focusing on the information exchanged by two individuals we can predict the stage of their relationship – whether on entry, personal, or exit stage. Certainly, the information shared will not be as substantial in terms of personal relevance necessary for the attainment of interpersonal communication. Given the difficulty of initiating contact and conversation aimed at establishing a relationship, we are most likely to shy away and be frightened. If this happens, proceeding conversations are terminated. One basic method in squeezing out information from another person is to reveal your own personal information. Self-disclosure gives way to information not normally revealed through ordinary conversations. It requires an initiative to know and be known. Also, it is a way to know how the other people react and determine the topics under their interests. Furthermore, the voluntarily disclosure of personal information gives an impression of the willingness of a person in entering a relationship. In uncertainty reduction theory, self disclousre acts as the most effective way in removing the barriers of mistrust and non-complacency. By analyzing the information you reveal, one notices your values, beliefs, and emotional and moral tendecies accompanying your disclosures. These are considered to be a pattern for compatibility looked after by uncertain people. The situation above is common to almost everyone, given that the educated still dominate in number those who haven’t been to school or had work. I have experienced introducing myself to someone I am interested to. Most of the time I am replied with suspicion and mistrust which make me feel in need of proving myself. By self-disclosure I get their attention and know further what interests them and on fortunate times they react with personal disclosures too. Eventually the barrier of uncertainty dissipates and we are now getting ready for a more personal relationship. By reducing uncertainty we increase trust, thus more information is exchanged. Uncertainty reduction theory explains the systematic yet unsure disclosures toward interpersonal communication. Through complete understanding of the three concepts, uncertainty reduction, disclosure, and interpersonal communication, we can attain desirable relationships that can outlast time itself. References: Uncertainty Reduction Theory. 2006. Oregon State University. Retrieved 2 April 2008. http://oregonstate. edu/instruct/theory/ur.html King, Donnell. (2000). Four Principles of Interpersonal Communication. Pellissippi State Technical Community College. Retrieved 2 April 2008. http://www. pstcc. edu/ facstaff/dking/interpr. htm Borchers, Tim. (1999) Interpersonal Communication. Allyn & Bacon. Retrieved 2 April 2008. http://www. abacon. com/commstudies/interpersonal/interpersonal. html Uncertainty Reduction Theory. 2004. University of Twente. Retrieved 2 April 2008. http://www. tcw. utwente. nl/theorieenoverzicht/Theory%20clusters/Interpersonal

Tuesday, July 30, 2019

Mba Spring2011 Merck Sample Group Project

DELAWARE STATE UNIVERSITY (MBA – Spring 2011) Strategic Management Case Study Executive Summary:3 Current Vision4 Current Mission4 Values5 Current Strategies:6 Developed Vision7 Developed Mission7 Reason for new mission8 SWOT Analysis9 External opportunities:9 External Threats:10 Financial and Operating Performance Analysis11 Close Competitors11 Ratio Analysis11 Key Industry Ratios14 Operating Profit margin14 Net Profit margin14 Current Ratio14 Return on Assets15 Debt/Equity Ratio15 Inventory Turnover Ratio15 Revenue Growth16 Market Share16 Internal Strengths16Internal Weakness20 External Factor Evaluation Matrix21 Competitive Profile Matrix23 Internal Factor Evaluation24 Space Matrix27 SWOT Matrix29 Grand Strategy Matrix31 Recommended Strategies31 Recommended strategy No. 1:31 Recommended strategy No. 2:32 Projected Financial Statements33 Projected Ratios34 Company worth Analysis34 Annual Objectives:35 Strategic Review and Evaluation Procedures:35 Bibliography:36 Executive Su mmary: Merck & Co. is a research driven pharmaceutical company involved in manufacturing of pharmaceuticals and drugs.Merck's products are not limited to preventive and therapeutic vaccines. Merck merged with Schering-Plough in November of 2009 for $41billion. Merck is based in Whitehouse Station, New Jersey and has more than 110000 employees. The company has a annual revenue of $45billion during the year ending December 2010. The increase in revenues was mainly due to the incremental sales resulting from the inclusion of the post-merger results of Schering-Plough products. The operating profit of the company was $1,653. 0 million during FY2010, a decrease of 90% over 2009.The net profit was $859 million in FY2010, an increase of 93% over 2009. Merck’s products include preventive and therapeutic vaccines sold by prescription to treat human disorders and to also treat animal health. The company manages many products in different segments. Human health pharmaceutical produc ts consist of prescription therapeutic and preventive agents for the treatment of human disorders. Merck distributes its human health pharmaceutical products to retailers, government, drug companies, health and wellness organizations, and others.Merck's vaccine products are primarily managed and administered at physician offices. These products include preventive vaccines. The US Centers for Disease Control and Prevention Vaccines for Children program is a major customer for some of these vaccines. Merck also manages a clinical pipeline that has products in many different disease domains not limited to diabetes, heart strokes, hyper-tension, inflammatory problems, neurology related diseases, osteoporosis, respiratory, female health and many other prominent and new domains.This pipeline is managed in phases followed by a few ready for registration. Majority of these are subject to FDA approval before commercial manufacturing commences. Merck also manages vaccines for animal health an d this is a growing segment where there is more need for research for prevention of many diseases in animals. In addition to the above many different segments, Merck also manages a portfolio of regular consumer healthcare and manufactures many OTC products, foot and sun care products not just in the USA but also in Canada. Current VisionWe make a difference in the lives of people globally through our innovative medicines, vaccines, and consumer health and animal products. We aspire to be the best healthcare company in the world and are dedicated to providing leading innovations and solutions for tomorrow. (1) Current Mission To provide innovative, distinctive products and services that save and improve lives and satisfy customer needs, to be recognized as a great place to work, and to provide investors with a superior rate of return. (1) | Mission Component| Accomplished? | 1| Customers| No| | Products or Services| Yes| 3| Markets| No| 4| Technology| No| 5| Concern for survival, gro wth and profitability| No| 6| Philosophy| No| 7| Self-Concept| No| 8| Concern for public image| Yes| 9| Concern for employees| Yes| Values Our business is preserving and improving human life. We also work to improve animal health. All of our actions must be measured by our success in achieving these goals. We value, above all, our ability to serve everyone who can benefit from the appropriate use of our products and services, thereby providing lasting consumer satisfaction.We are committed to the highest standards of ethics and integrity. We are responsible to our customers, to Merck employees and their families, to the environments we inhabit, and to the societies we serve worldwide. In discharging our responsibilities, we do not take professional or ethical shortcuts. We are dedicated to the highest level of scientific excellence and commit our research to improving human and animal health and the quality of life. We strive to identify the most critical needs of consumers and cust omers, and we devote our resources to meeting those needs.We expect profits, but only from work that satisfies customer needs and benefits humanity. This depends on maintaining a financial position that invites investment in leading-edge research and that makes it possible to effectively deliver the results of that research. Our ability to excel depends on the integrity, knowledge, imagination, skill, diversity and teamwork of our employees. To this end, we strive to create an environment of mutual respect, encouragement and teamwork. We also strive to reward commitment and performance and be responsive to the needs of our employees and their families. 1) Current Strategies: * The Access Strategy aims at increasing access to medicines, vaccines, and healthcare in the emerging and developed countries. * To ensure safety and quality of products, Merck introduced a ‘Anti-counterfeiting’ strategy to prevent counterfeits across the world. Merck has setup an advanced laborato ry to implement this strategy.* To restore confidence as a quality producer of global vaccines, Merck continues to implement vaccine supply manufacturing strategy. * Merck continues to implement its global diversity strategy. * Merck’s research strategy is designed to mprove productivity and the probability of success and this is monitored by a Research Strategy Review Committee. * The most popular MRL strategy i. e. Merck Research Laboratory strategy is designed to manage the pipeline that uses the expertise to treat many unsolved diseases and health issues. MRL scientists are passionate about resolving and meeting unmet medical needs. * Merck established External Basic Research (EBR) and an EBR strategy are formulated to expand the scope and size of Merck’s early pipeline through partnerships with external partners. * Merck follows a responsible pricing policy thru its worldwide tiered pricing strategy. To foster health literacy in Switzerland, Merck follows the Swis s e-health strategy and as part of this strategy, they work with universities around the world. * Merck formed a Global Labor Relations Strategy to include global labor guidelines and principles and monitoring tools worldwide.* Merck energy management strategy serves as a useful framework in measuring current performance resulting in Merck receiving the Energy Star sustained excellence award. * Merck’s corporate strategy is â€Å"Plan to win†. * Merck has a supply strategy that combines the skills of internal and external manufacturers. (1) Developed Vision Our vision is to be an outstanding and most trusted company in the world’s healthcare and pharmaceutical industry. † Developed Mission We are passionately committed to providing creative, comprehensive and effective health solutions (2) that will improve the health, wellness and quality of life of our customers (1), consumers and partners around the globe for today, tomorrow and forever thru our continu ed superior performance, intelligent and creative employees (9), innovative and qualitative safe products, sustainable and profitable partnerships and by building increased shareholder returns thru this process.We will focus on increasing healthcare access (6) in the local and emerging markets (3) and will strive to use modern environment friendly technology(4) for our scientific innovation to improve productivity and to reduce costs to make our products more affordable. We will serve the society and the eligible people (8) with programs that will provide free and cost effective health solutions. We will collaborate with global research companies to lead and contribute to the resolution of global health issues (7) and we will position ourselves as the best in the industry with sustainable prosperity(5). Mission Component| Accomplished ? | 1| Customers| Yes| 2| Products or Services| Yes| 3| Markets| Yes| 4| Technology| Yes| 5| Concern for survival, growth and profitability| Yes| 6| P hilosophy| Yes| 7| Self-Concept| Yes| 8| Concern for public image| Yes| 9| Concern for employees| Yes| Reason for new mission The current mission is not exciting and does not emphasize on all the key components of an effective mission. The new mission emphasizes on health solutions as a whole versus products and services only. The new mission is targeted towards the wellbeing of the end consumer and not just to save the life.The focus is specifically mentioned to be in all markets including the emerging markets. Modern environment friendly technology will be used to develop safe products that are not counterproductive to the wellbeing of the end consumer. The needy people will be served with effective solutions and the new mission passionately suggests sustainable prosperity while engaging creative and intelligent people building profitable shareholder returns thru the whole process. SWOT Analysis External opportunities: O1 – The recent agreement with Schering-Plough opens mo re avenues for potential growth in the fields of respiratory and infectious disease herapeutic segments. (1) O2 – Possible Cost savings of $3. 5 Billon from internal restructuring efforts beyond 2011. (1) O3 – There is a lot of potential for growth in the Diabetes and Oncology markets and Merck has made its entry into this market thru the product Januvia. O4 – Merck can add core strength to its portfolio by expanding research and innovation in the biological markets thru partners, acquisitions and joint ventures. O5 – Rapidly expanding market share in emerging markets proves to be a high potential opportunity for Merck.Emerging Markets in the Pharma Industry will take 50% Growth Credit by 2013. (2) O6- Increased opportunity for new Generic Drug products. Healthcare reform suggests cost savings and insurance industries emphasize usage of generic drugs and the expiring patents on a lot of drugs opens up opportunity for Merck to pioneer the generic drug mark et leveraging its world-class research capabilities. The total market share of the patents that will expire over 2010-2015 is 17% with a market share of $142billion. (17) O7- Pfizer’s animal health business returned a profit of $2. billion which is second to Merck and with the cancelled joint venture of Merck and Sanofi-Aventis, Merck should further pursue their concept with Novartis who are No. 5 in animal health business. This will strengthen their No. 1 position in the light of Pfizer's growing sales and the merger between J;amp;J and Eli Lilly Co in this segment. (3) External Threats: T1 – At least five of the patents are expiring in the next two years and competition is ready to introduce generic products backed by healthcare reform and this can pose a serious threat to Merck’s products and profitability.T2 – The consumer is not the one that usually makes the choice of using a particular drug. Mostly, drugs are prescribed by physicians, who sometimes lack the necessary information about relative prices. (4) T3 – The recent housing market problem, the oil prices problem and the global recession has a cascading effect on the job market and many people are unemployed losing their health insurance and forced to not being able to use medical or pharmaceutical products.If there is no sales in the pharmaceutical products, Merck can suffer financial losses and reduced returns to shareholders. T4 – The HealthCare Reform enacted in 2010 caused unanticipated losses for Merck and the effects of this Act will continue into future. These new provisions will decrease revenue and increase costs. (5) * 2010 – Costs incurred due to increased Medicaid rebates. With respect to the effect of the law on the pharmaceutical industry, the law increased the mandated Medicaid rebate from 15. 1% to 23. 1%. 2011 – An annual health care reform fee on all branded prescription drug manufacturers and importers and the requirement th at drug manufacturers pay a 50% discount on Medicare Part D utilization incurred by beneficiaries when they are in the Medicare Part D coverage also known as the ‘Donut hole’.T5 – Although not included in the health care reform law, Congress has also considered, and may consider again, proposals to increase the government’s role in pharmaceutical pricing in the Medicare program. (5) T6 –    Congress may again consider proposals to allow, under certain conditions, the importation of medicines from other countries. 5) T7 – Merck is experiencing delay in manufacturing some of its vaccines and this delay can cause a competitor to launch a product that can be manufactured quickly. Financial and Operating Performance Analysis Close Competitors Pfizer Inc. Eli Lilly and Company Ratio Analysis | 2006| 2007| 2008| 2009| 2010| Margins (% of Sales)| | | | | | Revenue| 100. 00%| 100. 00%| 100. 00%| 100. 00%| 100. 00%| COGS| 26. 50%| 25. 40%| 23. 40%| 3 2. 90%| 40. 00%| Gross Margin| 73. 50%| 74. 60%| 76. 60%| 67. 10%| 60. 00%| SG;amp;A| 36. 10%| 31. 20%| 30. 90%| 31. 10%| 28. 80%| R;amp;D| 21. 10%| 20. 20%| 20. 10%| 21. 30%| 23. 90%|Other| 0. 60%| 1. 40%| 4. 30%| 6. 00%| 2. 10%| Operating Margin| 15. 70%| 21. 90%| 21. 20%| 8. 70%| 5. 20%| Net Int Inc ;amp; Other| 12. 40%| -7. 40%| 20. 50%| 47. 00%| -1. 60%| EBT Margin| 27. 50%| 13. 90%| 41. 10%| 55. 80%| 3. 60%| Profitability| | | | | | Tax Rate| 28. 70%| 2. 80%| 20. 40%| 14. 80%| 40. 60%| Net Margin| 19. 59%| 13. 54%| 32. 74%| 47. 03%| 1. 87%| Asset Turnover| 0. 51| 0. 52| 0. 5| 0. 34| 0. 42| (Average)| | | | | | Return on Assets| 9. 92%| 7. 05%| 16. 34%| 16. 20%| 0. 79%| Financial Leverage (Average)| 2. 54| 2. 66| 2. 52| 1. 9| 1. 95| Return on Equity| 25. 00%| 18. 33%| 42. 27%| 33. 15%| 1. 1%| Growth| | | | | | Revenue Growth| | | | | | Year over Year| 2. 80%| 6. 90%| -1. 40%| 15. 00%| 67. 70%| 3-Year Average| 0. 20%| 1. 80%| 2. 70%| 6. 60%| 23. 90%| 5-Year Average| -13. 90%| -1 4. 10%| 1. 20%| 3. 60%| 15. 90%| 10-Year Average| 1. 30%| 0. 20%| -1. 20%| -1. 80%| 1. 30%| Operating Income| | | | | | Year over Year| -36. 00%| 49. 30%| -4. 50%| -52. 80%| -0. 70%| 3-Year Average| -24. 90%| -7. 20%| -3. 00%| -12. 30%| -23. 50%| 5-Year Average| -18. 30%| -11. 40%| -9. 60%| -18. 50%| -15. 60%| 10-Year Average| -3. 40%| -0. 70%| -2. 30%| -10. 90%| -12. 60%| EPS| | | | | | Year over Year| -3. 30%| -26. 60%| 144. 0%| 55. 20%| -95. 00%| 3-Year Average| -11. 40%| -17. 00%| 20. 10%| 40. 70%| -42. 70%| 5-Year Average| -8. 40%| -13. 90%| 4. 50%| 16. 70%| -33. 20%| 10-Year Average| 2. 60%| -2. 30%| 5. 40%| 8. 70%| -20. 90%| Cash Flow Ratios| | | | | | Operating Cash Flow Growth-YOY| -11. 10%| 3. 50%| -6. 10%| -48. 40%| 219. 00%| Free Cash Flow Growth-YOY| -6. 80%| 3. 50%| -11. 90%| -63. 40%| 373. 40%| Cap Ex as a % of Sales| 4. 30%| 4. 20%| 5. 40%| 5. 30%| 3. 60%| Free Cash Flow/Sales| 25. 56%| 24. 75%| 22. 11%| 7. 04%| 19. 88%| Free Cash Flow/Net Income| 1. 3| 1. 83| 0. 68| 0. 15| 10. 64| Liquidity/Financial Health| | | | | |Current Ratio| 1. 2| 1. 23| 1. 35| 1. 8| 1. 86| Quick Ratio| 0. 95| 0. 97| 0. 65| 1. 03| 1. 25| Financial Leverage| 2. 54| 2. 66| 2. 52| 1. 9| 1. 95| Debt/Equity| 0. 32| 0. 22| 0. 21| 0. 27| 0. 28| Efficiency| | | | | | Days Sales Outstanding| 50. 3| 52. 4| 56. 7| 69. 1| 55. 4| Days Inventory| 104. 2| 108. 5| 136. 1| 209. 2| 138. 1| Payables Period| 29. 4| 33. 3| 40. 6| 57. 8| 45. 1| Cash Conversion Cycle| 125. 1| 127. 6| 152. 3| 220. 5| 148. 4| Receivables Turnover| 7. 3| 7| 6. 4| 5. 3| 6. 6| Inventory Turnover| 3. 5| 3. 4| 2. 7| 1. 7| 2. 6| Fixed Asset Turnover| 1. 6| 1. 9| 2| 1. 8| 2. 6| Asset Turnover| 0. 5| 0. 5| 0. | 0. 3| 0. 4| Reference – (6) Key Industry Ratios Operating Profit margin 2010| MERCK| PFIZER| Eli Lilly and Company | Operating Profit margin| 5. 2| 20. 3| 28. 3| Merck had Operating Profit margin of 5. 2 OPM%. Merck Operating profit margin is low when compared to competitors; this indicates that there is scope for improving the cost structure. Net Profit margin 2010| MERCK| PFIZER| Eli Lilly and Company | Net Profit margin| 1. 87| 12. 18| 21. 97| Merck had a Net Profit margin i. e. , 1. 87 NPM%. Merck NPM is lower than its competitors. A net profit margin indicates that there is scope for improving the capital structure.Huge percentage drop when compared to 2009 (47%). Current Ratio 2010| MERCK| PFIZER| Eli Lilly and Company | Current Ratio| 1. 86| 2. 11| 2. 09| Current Ratio: Merck has Current Ratio of 1. 8, which shows that Merck may meet short-term obligations. Current Ratio 2. 0 is considered good to meet short-term financial obligations. Return on Assets 2010| MERCK| PFIZER| Eli Lilly and Company | Return on Assets| 0. 79| 4. 05| 17. 34| Return on Assets (ROA): Merck has ROA of 0. 79%, which indicates its assets are NOT at optimum their utilization. Debt/Equity Ratio 2010| MERCK| PFIZER| Eli Lilly and Company |Debt/Equity Ratio| 0. 28| 0. 44| 0. 55| Debt/equity ratio (D/E ratio ): Merck had D/E ratio of . 27, which is good. Inventory Turnover Ratio 2010| MERCK| PFIZER| Eli Lilly and Company | Inventory Turnover Ratio| 2. 6| 1. 6| 1. 6| Inventory Turnover Ratio: Merck has a 2. 6 times turnover ratio, which is good when compare to competitors. It also suggests that loss of sales as it will not have sufficient stock in hand. Revenue Growth 2010| MERCK| PFIZER| Eli Lilly and Company | Revenue Growth| 67. 7| 35. 6| 5. 7| Revenue growth: Merck Sales growth rate is 67%, Revenue growth is very good when compared to competitors.New products Isentress and Januvia  sales boosted revenue. Market Share Market share: – Total Pharmacy industry share is $836 billion and Merck has $46 billion, stands one of the largest company in 2010 – 5. 5 % of Global Market. Internal Strengths S1 – Merck maintains strong financial health despite the $8. 5 billion debt needed for the acquisition. Analysts are predicting that the combined company will generate a $12 billion cash flow in 2011 which should help repay the debt quickly. (7) S2 – Majority of the blockbuster products introduced recently showed very strong sales.Especially, Januvia (diabetes), Isentress (HIV), and Gardasil. (7) S3 – Merck has strong earnings when compared to the industry. | Stock| Industry| S;amp;P 500 | Stock's 5Yr Average*| Price/Earnings| 122. 0| 17. 7| 16. 6| 40. 7| Price/Book| 1. 9| 2. 6| 2. 2| 4. 0| Price/Sales| 2. 3| 2. 6| 1. 4| 3. 5| Price/Cash Flow| 9. 8| 10. 1| 8. 5| 19. 9| Dividend Yield %| 4. 5| 3. 4| 1. 7| —| S4 – Merck’s latest acquisition of Schering results in a $6 billion pipeline of drugs with the potential of multiple blockbusters and very few patent losses are expected over the next couple of years.It is predicted that the combination of the two entities should generate $3 billion plus in annual cost savings before 2011. (8) S5 – Global market presence along with production facilities. Merck operates in 120 countries with 31 factories worldwide. (9) Merck follows a unique strategy of integrated markets as below. (10) S6 – Merck is well positioned in some Emerging Markets and is showing robust growth in China and is actively searching for a partner in India. Merck has developed a separate strategy for positioning itself as numero uno in emerging markets. 11) & (12) S7- A vast diversified product portfolio in Medicines, Vaccines, Biologics, Consumer Care and Animal Health. (12) S8 – It has various  patient assistance programs  in U. S. to help the people who are unable to afford the medical treatment in terms of medicine if household income is less than 400% of Federal Poverty Level. (13) S9 – The firm has robust in-house research capabilities that also make it a leader in designing new medical products. Internal Weakness W1 – EPS dropped from $0. 28 from $5. 7 mainly due which reflect a net unfavorable impact resulting from the amortization of purcha se accounting adjustments, in-process research and development (â€Å"IPR&D†) impairment charges, including a charge related to the vorapaxar clinical development program, restructuring and merger-related costs, as well as a legal reserve relating to Vioxx (the â€Å"Vioxx Liability Reserve†) discussed below, partially offset by the gain recognized on AstraZeneca’s exercise of its option to acquire certain assets. (5) W2 – Singulair is Merck’s largest volume selling pharmacy product with a annual sales of $3. billion as of 2010 and this is expiring in Aug 2012. (5) On top of this, FDA announced that a potential link exists between this product and suicidal behavior. (14) W3 – Few of Merck’s late-stage pipeline products did not get approved by FDA. Following drugs did not get FDA approvals anacetrapib for atherosclerosis, cholesterol drug Tredaptive, Rolofylline for heart disease and Telcagepant for migraines. W4 – The firm faced lawsuits on Vioxx product on increased chances of heart attack and Merck Agreement Provides for $4. 85 Billion Vioxx Settlement Payment. 15) W5 – Merck settled a lawsuit with J&J for $500 million over a dispute on two anti-inflammatory records. Merck also looses marketing rights in some areas. (16) W6 – Merck’s Current ratio is 1. 8, has a limited liquidity position as compared to its competitors. W7 – Merck has minimal presence in the Generic Drug Market. External Factor Evaluation Matrix | External Factor Evaluation Matrix (EFE)|   |   |   |   | Opportunities| Weight| Rating| Weighted Score| 1. | O1 – The recent agreement with Schering-Plough opens more avenues for potential growth in the fields of respiratory and infectious disease therapeutic segments | 0. 8| 4| 0. 32| 2. | O2 – Possible Cost savings of $3. 5 Billon from internal restructuring efforts beyond 2011. | 0. 10| 3| 0. 30| 3. | O3 – There is a lot of po tential for growth in the Diabetes and Oncology markets and Merck has made its entry into this market thru the product Januvia | 0. 05| 3| 0. 15| 4. | O4 – Merck can add core strength to its portfolio by expanding research and innovation in the biological markets thru partners, acquisitions and joint ventures| 0. 05| 1| 0. 05| 5. | O5 – Rapidly expanding market share in emerging markets proves to be a high potential opportunity for Merck.Emerging Markets in Pharma Industry to take 50% Growth Credit by 2013 | 0. 10| 3| 0. 30| 6. | O6- Increased opportunity for new Generic Drug products through more focus on quality R&D. Healthcare reform suggests cost savings and insurance industries emphasize usage of generic drugs and the expiring patents on a lot of drugs opens up opportunity for Merck to pioneer the generic drug market leveraging its world-class research capabilities. The total market share of the patents that will expire over 2010-2015 is 17% with a market shar e of $142billion. | 0. 15| 2| 0. 30| 7. | O7- Pfizer’s animal health business returned a profit of $2. billion which is second to Merck and with the cancelled joint venture of Merck and Sanofi-Aventis, Merck should further pursue their concept with Novartis who are No. 5 in animal health business. This will strengthen their No. 1 position in the light of Pfizer's growing sales and the merger between J;amp;J and Eli Lilly Co in this segment| 0. 02| 3| 0. 06| | | | | | | Threats| Weight| Rating| Weighted Score| 1. | T1 – At least five of the patents are expiring in the next two years and competition is ready to introduce generic products backed by healthcare reform and this can pose a serious threat to Merck’s products and profitability| 0. 5| 2| 0. 30| 2. | T2 – The consumer is not the one that usually makes the choice of using a particular drug. Mostly, drugs are prescribed by physicians, who sometimes lack the necessary information about relative prices. | 0. 05| 3| 0. 15| 3. | T3 – The recent housing market problem, the oil prices problem and the global recession has a cascading effect on the job market and many people are unemployed losing their health insurance and forced to not being able to use medical or pharmaceutical products. If there is no sales in the pharmaceutical products, Merck can suffer financial losses and reduced returns to shareholders. 0. 08| 3| 0. 24| 4. | T4 – The HealthCare Reform enacted in 2010 caused unanticipated losses for Merck and the effects of this Act will continue into future. These new provisions will decrease revenue and increase costs. | 0. 08| 2| 0. 16| 5. | T5 – Although not included in the health care reform law, Congress has also considered, and may consider again, proposals to increase the government’s role in pharmaceutical pricing in the Medicare program. | 0. 03| 3| 0. 09| 6. | T6 – Congress may again consider proposals to allow, under certain conditio ns, the importation of medicines from other countries. 0. 03| 3| 0. 09| 7. | T7 – Merck is experiencing delay in manufacturing some of its vaccines and this delay can cause a competitor to launch a product that can be manufactured quickly. | 0. 03| 2| 0. 06|   | TOTALS| 1. 00|   | 2. 57| Competitive Profile Matrix Competitive Profile Matrix (CPM)| | Merck| Pfizer| Eli Lilly and Company | Critical Success Factors| Weight | Rating| Score| Rating| Score| Rating| Score| Global Expansion| 0. 10| 3| 0. 30| 3| 0. 30| 4| 0. 40| Market Penetration| 0. 06| 4| 0. 24| 4| 0. 24| 2| 0. 12| Pipeline| 0. 15| 3| 0. 45| 4| 0. 60| 2| 0. 30| Patents| 0. 8| 4| 0. 72| 3| 0. 54| 2| 0. 36| R;amp;D| 0. 17| 3| 0. 51| 4| 0. 68| 2| 0. 34| Financial Profit| 0. 05| 2| 0. 10| 3| 0. 15| 4| 0. 20| Customer Loyalty| 0. 00| 3| 0. 00| 3| 0. 00| 2| 0. 00| Market Share| 0. 08| 4| 0. 32| 4| 0. 32| 3| 0. 24| Product Quality| 0. 06| 1| 0. 06| 2| 0. 12| 2| 0. 12| Generic Drugs| 0. 15| 2| 0. 30| 3| 0. 45| 2| 0. 30 | Totals| 1. 00|   | 3. 00|   | 3. 40|   | 2. 38| * Global Expansion: Merck is in 121 countries Pfizer is in 150 countries Eli Lily is in 143 countries. * Pipeline: 94 in Pipeline for Pfizer, Lilly has 15 and 57 in Merck Pipeline excluding registration. Patents: Pfizer has 11 basic patent products and Lily has 8 basic patent products and Merck has 29 basic patent products. * Financial Profit : EPS – Lilly has EPS 4. 58 Merck has 0. 28 Pfizer has 1. 02. * Market Share : Merck has $45 billion and Pfizer has $67 and Lilly has $23 billion. * Product quality : Merck has two major lawsuits whereas Pfizer has one and Lilly has one. * Generic Drugs : Pfizer has 59 generic drugs which is more than what Merck has and what Lilly has Merck is still entering into different JVS with SUN and other pharma companies. Internal Factor Evaluation Internal Factor Evaluation Matrix (IFE)|   |   |   |   | Strengths| Weight| Rating| Weighted Score| 1. | S1 – Merck maintains stro ng financial health despite the $8. 5 billion debt needed for the acquisition. Analysts are predicting that the combined company will generate a $12billion cash flow in 2011 which should help repay the debt quickly. | 0. 05| 4| 0. 20| 2. | S2 – Majority of the blockbuster products introduced recently showed very strong sales. Especially, Januvia(diabetes), Isentress(HIV), and Gardasil. | 0. 08| 4| 0. 32| 3. | S3 – Merck has strong earnings when compared to the industry. | 0. 04| 3| 0. 12| 4. S4 Merck’s latest acquisition of Schering results in a $6 billion pipeline of drugs with the potential of multiple blockbusters and very few patent losses are expected over the next couple of years. It is predicted that the combination of the two entities should generate $3 billion plus in annual cost savings before 2011. | 0. 15| 4| 0. 60| 5. | S5 Global market presence along with production facilities. Merck operates in 120 countries with 31 factories worldwide. | 0. 06| 3 | 0. 18| 6. | S6 Merck is well positioned in some Emerging Markets and is showing robust growth in China and is actively searching for a partner in India.Merck has developed a separate strategy for positioning itself as numero uno in emerging markets. | 0. 15| 3| 0. 45| 7. | S7 A vast diversified product portfolio in Medicines, Vaccines, Biologics, Consumer Care and Animal Health. | 0. 05| 3| 0. 15| | | | | | | Weaknesses| Weight| Rating| Weighted Score| 1. | W1 EPS dropped from $0. 28 from $5. 67 mainly due which reflect a net unfavorable impact resulting from the amortization of purchase accounting adjustments| 0. 04| 2| 0. 08| 2. | W2 Singulair is Merck’s largest volume selling pharma product with a annual sales of $3. 2 billion as of 2010 and this is expiring in Aug 2012. 0. 10| 1| 0. 10| 3. | W3 Few of Merck’s late-stage pipeline products did not get approved by FDA. Following drugs did not get FDA approvals anacetrapib for atherosclerosis, cholesterol drug Tredap tive ,Rolofylline for heart disease ,Telcagepant for migraines| 0. 10| 1| 0. 10| 4. | W4 The firm faced lawsuits on Vioxx product on increased chances of heart attack and Merck Agreement Provides for $4. 85 Billion Vioxx Settlement Payment. | 0. 04| 2| 0. 08| 5. | W5 Merck settled a lawsuit with J;amp;J for $500 million over a dispute on two anti-inflammatory records. Merck also looses marketing rights in some areas. 0. 04| 2| 0. 08| 6. | W6 Merck Current ratio is 1. 8, has a limited liquidity position as compared to its competitors. | 0. 05| 2| 0. 10| 7. | W7 Merck has minimal presence in Generic Drug Market. | 0. 05| 1| 0. 05|   | TOTALS| 1. 00|   | 2. 61| Space Matrix Financial Position: * Return on Investment is Average when compare to Industry. * Leverage: Compared to the industry standard, leverage or debt equity ratio of Merck is more industry is whereas Merck is 0. 27. * Liquidity: Current Ratio is around 1. 8. Above 2. 0 is preferred to meeting Short-term obligations. * Working Capital: Working Capital is low. Cash Flow: Cash Flows for 2010 is very good which is around $9 billion. Industrial Position: * Growth Potential: Revenues are up by 67% and successful new product launches. And successful merger with Schering Plough * Financial Stability: After M;amp;A, company financially is in difficult position, but in long-term it will do better. * Ease of Entry into Market: As Merck already exists in multiple markets and different pharma domains, ease of entry into market is considered high for Merck * Resource Utilization: Merck has ROA of 0. 79%, which indicates its assets are NOT at optimum their utilization. Profit Potential: As free cash flows are high, profit potential is more. Competitive Position: * Market Share: Second in global position * Product Quality: Two products have litigations. * Customer Loyalty: Due to Voixx and other products side effects, customer loyalty became average. * Technological know-how: Getting new biotechnology and bio-p harma industry. * Control over Suppliers and Distributors: Merck has control on Suppliers and Distributors. Sustainability Position: * Rate of Inflation: Same as like other products * Technological Changes: Minimal * Price Elasticity of Demand: As more are patent products, the effect will be less. Competitive Pressure: Yes, there is lot of competition with pharma and other generic drug products. * Barriers to Entry into Market: Minimum Barriers. SWOT Matrix SO Strategies: * S5O5O6: Healthcare reform emphasizes a paradigm shift to generic drugs from branded drugs and 17% of the patented drugs are going to expire by 2015 and this is an opportunity of $142 billion and there are not a lot of market players in this segment yet. Merck can take advantage of this upcoming situation and start working on generic drugs in the pipeline to be released in the established and emerging markets.We believe Merck should be able to tap into at least $50billion by this strategy. * S4O4O1: Merck’s merger with Schering results in a $6billion of pipeline of drugs and not many patents are expiring in this set. This strategy will result in $3billion of savings before 2011. Merck should further expand their research and innovation thru joint ventures and innovations in the current, biogenetics and other potential domains and follow a market penetration strategy in current and emerging markets.Merck should further expand their research and innovation thru joint ventures and innovations in the current, biogenerics and other potential domains and follow a market penetration strategy in current and emerging markets. ST Strategies: * S6T4T1: Healthcare reform can cause major losses in the domestic market and many laws of healthcare are not yet in implementation and the result of this will continue thru 2014 and so, Merck should start expanding globally beyond its current footprint and should focus on generic drugs as a majority of the emerging markets prefer inexpensive drugs compared to branded expensive drugs.The savings here are double-edged as we minimize the effect of healthcare reform oriented costs and we expand globally and earn more before competition takes over. The potential savings by this strategy is estimated to be a minimum of $4billion in the next one year considering we have a good presence in many established and emerging markets. * S7T2: Merck should start implementing a pharmacy management program by working closely with physicians and customers to deliver a one-of-a-kind integrated specialty pharmacy in every national segment that is part of Merck's client advisory board.This pharmacy management program specifically targets specialty medications for a number of chronic conditions and helps them better understand their condition, medication side effects, and the importance of adherence. WO Strategies: * W2O6O5W7: Singuliar is a branded product of Merck the patent of which is going to expire in 2012 and Merck should equip itself by penetrating into the generic drugs market that will substitute Singuliar and Merck should rapidly expand in emerging markets and focus on improving in existing markets to position itself better for the post patent expiration loss of sale. W3O4: FDA's denial of products in research and development can setback the product development lifecycle timeline during which competition can catch up and release their own branded or generic drug and so Merck should expand its research and innovation to adopt latest technologies for quicker innovation and also use joint ventures or partners or possible acquisitions to quickly supplement its lacunae in the research areas and thereby position itself for success. WT Strategies: * T1W2: More than six of Merck's patents are expiring in the near term.The additional capacity realized upon the cessation of Singuliar manufacturing should be used for high potential drugs which will face limited competition. The high potential drugs in the pipeline approved by FDA sho uld be made ready for use for the additional capacity. * W3T3: The current recession caused by multiple problems can hit Merck's profitability and the failure of FDA approvals can cause further sunk losses in the research and development area. Merck should look into outsourcing research and development to places where it is inexpensive for research.Grand Strategy Matrix The extensive analysis of Merck suggests the first quadrant of the Grand Strategy Matrix. Merck is in a good long term strategy and should continue to pursue its strategic plans and the recommended strategies. Recommended Strategies Recommended strategy No. 1: Healthcare reform emphasizes a paradigm shift to generic drugs from branded drugs in an effort to save money for the consumers and to eliminate undue profits for the healthcare or pharma industries. 7% of the patented drugs are going to expire by 2015 and this is an opportunity of $142 billion and there are not a lot of market players in this segment yet. Merck can take advantage of this upcoming situation and start working on generic drugs in the pipeline to be released in the established and emerging markets. We believe Merck should be able to tap into at least $50billion by this strategy over the next five years with an immediate return of $15billion in the upcoming fiscal year.More research and development can be leveraged by outsourcing research and development into areas where it’s more productive for the investment. A more detailed vision of this strategy in monetary terms is presented in the next section to give the audience a perspective of how this strategy is beneficial in making Merck the number one in the industry with sustainable prosperity laying the foundation to diversify into pharmacy management program in light of the healthcare reform. Recommended strategy No. 2:Merck should start implementing a pharmacy management program by working closely with physicians and customers to deliver a one-of-a-kind integrated spe cialty pharmacy in every national segment that is part of Merck's client advisory board. This pharmacy management program specifically targets specialty medications for a number of chronic conditions and helps them better understand their condition, medication side effects, and the importance of adherence. More research and development is suggested in areas that Merck can improve upon and the excess capacity that will be obtained after Singular should be used for pipeline products.This will position Merck as a differentiator in not just health but the health and wellness industry and will form a close nexus with physicians and customers while pursuing research in the most needed areas to improve life and wellbeing as visualized in the revised mission. Projected Financial Statements Projected Income Statement| | | | | 2010| 2011| | Revenue| 45,987. 00| 62832| Around $17 bln increase due to new strategies| COGS| 18,396. 00| 21991. 2| 35% of revenue| Gross Profit| 27,591. 00| 40840. 8| | | | | | Operating Expenses $Mil| | | | SG&A| 13,245. 00| 15708| 25% of sales | R&D| 10,991. 0| 13991| allocated $3 billion more| Other| 985| 985| | Pharmacy Management| | 200| | New Market Development expense| | 300| | Operating Income| 2,370. 00| 9656. 8| | Other Income and Expense $Mil| | | | Net Int Inc & Other| -717| -717| | Earnings Before Taxes| 1,653. 00| 8939. 8| | Income Taxes| 671| 3575. 92| 40% tax| Earnings After Taxes| 982| 5543. 88| | Acctg Changes| —| | | Disc Operations| —| | | Ext Items| -123| -123| | Net Income| 859| 5420. 88| | Diluted EPS, Cont Ops$| 0. 28| 0. 37| | Diluted EPS$| 0. 28| 0. 37| | Shares| 3,120. 00| 3208| | | | | | Project Balance Statement| | | |Assets $Mil| | | | | 2010| 2011| | Cash and Equiv| 10,900. 00| 11500| | Short-Term Investments| 1,301. 00| 1320| | Accts Rec| 7,344. 00| 11016| 50% increase| Inventory| 5,868. 00| 7335| 25% increase| Other Current Assets| 3,651. 00| 4250| | Total Current Assets| 29,064. 00| 354 21| | Net PP&E| 17,082. 00| 19555| | Intangibles| 51,834. 00| 52544| | Other Long-Term Assets| 7,801. 00| 8022| | Total Assets| 105,781. 00| 150963| | | | | | Liabilities and Stockholders' Equity $Mil| | | | | 2010| 2011| | Accts Payable| 2,308. 00| 2828| | Short-Term Debt| 2,400. 00| 2605| | Taxes Payable| 1,243. 0| 1300| | Accrued Liabilities| 8,514. 00| 8914| | Other Short-Term Liabilities| 1,176. 00| 1220| | Total Current Liabilities| 15,641. 00| 16867| | Long-Term Debt| 15,482. 00| 18282| | Other Long-Term Liabilities| 20,282. 00| 30455| | Total Liabilities| 51,405. 00| 55604| | Total Equity| 54,376. 00| 85359| | Total Liabilities ;amp; Equity| 105,781. 00| 150963| | Projected Ratios | 2010| 2011| Debt/Equity Ratio| 0. 28| 0. 65| Return on Assets| 0. 79| 3. 59| Net Profit margin| 1. 87| 8. 6| EPS| . 28| 1. 49| Company worth Analysis Net Worth Analysis |   | |   | Stockholders Equity| $66,754,000,000 |Net Income x 5| $4,295,000,000 | (Share Price/EPS) x Net Income| $104, 429,857,143 | Number of Shares Outstanding x Share Price| $104,948,066,926 | Method Average| $70,106,731,017 | Annual Objectives: * A projected increase in sales of $18bn is to be expected for 2011 and reduction of Singuliar sales will be $3bn resulting in $15bn. * An additional expense of $3bn for research and development is assumed for 2011 as part of recommendation 2. * A new category of expenses called â€Å"Pharmacy management expenses† will appear in statement for the amortization expenses of the start up of pharmacy management. A spike in interest of $200mn should be planned for due to the loan required for pharmacy management. * The pharmacy management program is expected to yield $2bn in profits in the first year. * New market development expenses should be planned for $300mn. * Merck should plan on generating equity to the tune of $30bn in the year 2011 to meet the expenses related to increased sales. Strategic Review and Evaluation Procedures: * At the end of the y ear, Merck should compare the stated objectives with the actual data.A re-evaluation of IFE and EFE should be implemented and should be checked for variance against the current IFE and EFE. * If no major variance is observed, the same strategies can be continued thru the following year. At the same time, if the result of these strategies position Merck in a better place, few more aggressive quadrant strategies should be evaluated and considered at that moment. * In the case of a situation where a wide variance is observed from the planned strategies, corrective actions are recommended after careful evaluation of factors from all relevant dimensions to check the main cause/s of the variance.A revised vision, mission and objectives may be needed at that moment in light of the new changes in external and internal factors. * We would also like to recommend usage of a balanced scorecard to evaluate the firm from multiple dimensions and ensure the overall progress of the firm follows the trajectory. * Key performance indicators should be evaluated from time to time internally against the plans or annual objectives and with industry standards for averages to identify any needed changes to the strategy.

Night World : Black Dawn Chapter 18

Maggie stared at her wildly. â€Å"You†¦what?† â€Å"I shouldhave told you earlier,† Aradia said. â€Å"ButI didn't realize he was your brother until my mind became clearer. You're a lot alike, but I couldn'tthink properly to put it together.† She added,quickly and with terrible gentleness, â€Å"But, Maggie, I don't want to get your hopes up. I don't thinkthere's much chance he's all right.† Maggie went still. â€Å"Tell me.† â€Å"He actually saved me before you ever did. I wascoming to this valley, but I wasn't alone-therewere several other witches with me. We didn'tknow where the pass was exactly-we'd only man aged to get incomplete information from our spiesin Hunter Redfern's household.† Maggie controlled her breathing and nodded. â€Å"It was Samhain evening-Halloween. We werewandering around in the general area of the pass,trying to find a spell that would reveal it. All wedid was set off an avalanche.† Maggie stopped breathing entirely. â€Å"An avalanche?† â€Å"It didn't hurt your brother. He was on the road,the place we should have been, if we'd only known.But it did kill the others in my party.† â€Å"Oh,†Maggie whispered. â€Å"Oh, I'm sorry†¦Ã¢â‚¬  â€Å"I wasn't seriously hurt, but I was completely dazed. I could feel that the others were dead, butI wasn't sure where I was anymore. And that waswhen I heard your brother shouting. He and Sylvia had heard the avalanche, of course, and they cameto see if anyone was caught in it.† â€Å"Miles would always stop to help people,† Maggiesaid, still almost in a whisper. â€Å"Even if they only needed batteries or socks or things.† â€Å"I can't tell you how grateful I was to hear him.He saved my life, I'm sure-I would have wandered around dazed until I froze. And I was so happy torecognize that the girl with him was a witch †¦ â€Å"She grimaced. â€Å"Huh,† Jeanne said, but not unsympathetically.†I bet that didn't last.† â€Å"She recognized me, too, immediately,† Aradiasaid. â€Å"She knew what she had. A hostage to bargainwith all the other witches. And to buy credit withHunter Redfern. And of course, she knew that she could stop me from seeing Delos.† â€Å"All she cares about is power,† Maggie said quietly. â€Å"I heard hertalking-it'sall about her, and how the witches have given her a bad deal becauseshe's not a Harman or something.† Aradia smiled very faintly. â€Å"I'm not a Harman byname, either. But all true witches are daughters of Hellewise Hearth-Woman-if they would just realize it.† She shook her head slightly. â€Å"Sylvia was so excited about finding me that she couldn't resist explaining it all to your brother. And he †¦ wasn't happy.† â€Å"No,† Maggie said, burning with such fierce pride that for a moment the cold cell seemed warm to her. â€Å"She'd only told him before that she was taking him to some secret place where legends were stillalive. But now she told him the truth about theDark Kingdom, and how she wanted him to be apart of it. She told him that it could be theirstheir own private haven-after Delos left with Hunter Redfern. He could become a vampire orshapeshifter, whichever he liked better. They wouldboth be part of the Night World, and they couldrule here without any interference.† Maggie lifted her hands helplessly, waving themin agitation because she couldn't find words. How stupid could Sylvia be? Didn't she know Miles atall? â€Å"Miles wouldn't care about any of that,† she finally got out in a choked voice. â€Å"He didn't. He told her so. And I knew right awaythat he was in trouble with her.† Aradia sighed.†But there was nothing I could do. Sylvia played it very cool until they got me down the mountain.She pretended all she cared about was getting meto a doctor and telling the rangers about my friends. But once we were in her apartment, everything changed.† â€Å"I remember her apartment,† Maggie said slowly.†The people there were weird.† â€Å"They were Night People,† Aradia said. â€Å"And Sylvia's friends. As soon as we were inside she toldthem what to do. I was trying to explain to Miles,to see if we both could get away, but there weretoo many of them. He put himself in between meand them, Maggie. He said they'd have to kill himbefore getting to me.† Maggie's chest felt not so much tight now asswollen, like a drum barrel full of water. She couldfeel her heart thudding slowly inside, and the wayit echoed all through her. She steadied her voice and said, â€Å"Did they killhim?† â€Å"No. Not then. And maybe not ever-but that'sthe part that I don't know. All I know is that theyknocked him out, and then the two slave tradersarrived. Bern and Gavin. Sylvia had sent for them.† And they must have come fresh from kidnappingP.J., Maggie thought. What wonderful guys. â€Å"They knocked me out. And then Sylvia boundme with spells and practiced with her truth potions on me. She didn't get much information, becauseI didn't have much information. There was no armyof witches coming to invade the Dark Kingdomright now, I wish there were. And she already knew that I was coming to see Delos.† Aradia sighed again and finished quickly. â€Å"Thetruth potion poisoned me, so that for days afterwards I was delirious. I couldn't really understandwhat was going on around me -I just faded in andout. I knew that I was being kept ina warehouse until the weather cleared enough to take me to thevalley. And I knew that Miles had already been disposed of-Sylvia mentioned that before she left mein the warehouse. But I didn't know what she haddone with him-and I still don't.† Maggie swallowed. Her heart was still thumping in that slow, heavy way. â€Å"What I don't understandis why she had to set up a whole scenario to explainwhere he went. She let some rangers find her onthe mountain, and she said that he fell down acrevasse. But if he was dead, why not just let himdisappear?† â€Å"I think I know the answer to that, at least,† Aradia said. â€Å"When Miles was fighting them off he saidthat his roommates knew he'd gone climbing withher. He said that if he didn't come back, they'dremember that.† Yes. It made sense. Everything made sense-except that Maggie still didn't know what had becomeof him. There was a long silence. `†Well, he was brave,† Jeanne said finally, andwith unexpected seriousness. â€Å"If he did die, he wentout the right way. We just ought to hope we cando the same.† Maggie glanced at her, trying to read the angularfeatures in the darkness. There was no trace ofmockery or sarcasm that she could see. Well, Cady's changed into Aradia, Maiden of allthe witches, and I've changed into the Deliverernot that I've been much good at it, she thought. But I think maybe you've changed the most afterall, Jeanne â€Å"You know, I don't even know your last name,† she said to Jeanne, so abruptly and so much offthe subject that Jeanne reared back a little. â€Å"Uh-McCartney. It was-it is?CMcCartney.† Sheadded, â€Å"I was fourteen when they got me. I was at the mall playing Fist of Death at the arcade. And Iwent to go to the bathroom, and it was down this long empty corridor, and the next thing I knew Iwas waking up in a slave trader's cart. And now you know everything,† she said. Maggie put out a hand in the dimness, â€Å"Hi,Jeanne McCartney.† She felt the cold grip of slen der, callused fingers, and she shook Jeanne's hand.And then she just held on to it, and to Aradia's soft warm fingers on the other side. The three of themsat together in the dark cell, slave, human, andwitch Maiden-except that we're really all just girls,Maggie thought. â€Å"You didn't tell me one thing,† Maggie said suddenly. â€Å"What'd they callyou when you started working here? What was your job?† Jeanne snorted. â€Å"Second Assistant Stable Sweeper.And. now you know everything. â€Å" Maggie didn't think she could possibly sleep in aplace like this, but after the three of them had sat quietly for a long time she found herself dozing. And when the rattle of the dungeon door startledher, she realized that she'd been asleep. She had no idea what time it was-the flare wasburning low. She could feel Aradia and Jeannecome awake beside her. â€Å"Dinner?† Jeanne muttered. â€Å"I just hope it's not PJ.-† Maggie began, and then broke off as firm, determined steps sounded on the stone floor of the corridor. She recognized the stride and she stood up tomeet Delos. He stood outside the cell, the dying torchlightflickering on his dark hair, catching occasionalsparks off his golden eyes. He was alone. And he didn't waste time getting to the point. â€Å"I came to see if you've decided to be reasonable,† he said. â€Å"I've been reasonable from the beginning,† Maggie said quietly and completely seriously. She was searching his face and the slight link she felt between their minds at this distance, hoping to findsome change in him. But although she felt turmoilthat was almost anguish, she also felt the steel ofhis resolve. I won't let you be killed. Nothing else matters. Maggie felt her shoulders sag. She turned slightly. Aradia and Jeanne were stillsitting on the bench, Aradia motionless, Jeannecoiled and wary. But she could tell that they bothfelt this was her fight. And they're right. If I can't do it, nobody can†¦But how? â€Å"They're people,† she said, gesturing toward theother girls, but watching Delos's face. â€Å"I don't knowhow to get you to see that. They matter, too.† He hardly glanced back at them. â€Å"In the time ofdarkness that is coming,† he said, as carefully as ifreciting a lesson, â€Å"only the Night People will survive. The ancient forces of magic are rising. They'vebeen asleep for ten thousand years, but they'rewaking up again.† A low voice, not belligerent, but not afraid either,came from the back of the cell. â€Å"Some of us believethat humans can learn to live with magic.† â€Å"Some of you are idiots and fools and are goingto die,† Delos said, without even looking. He stared at Maggie. She stared back at him.They were willing each other ashard as possible to understand. And I think he's got a stronger will, Maggiethought, as she broke the locked gaze and looked away, thumping the heel of a clenched fist against her forehead. No. That's not right. I'm Steely Neely and I nevergive up. If I tell him that some things are worth dyingfor†¦ But I don't think he's afraid to die. He's justafraid for me. And he just won't listen if I say that I'd rather die than see some things happen. Butthat's the truth. There are some things that you just can't allow to happen, whatever the cost. There are some things that have just got to be stopped. She froze, and the cell seemed to disappeararound her. She was seeing, in her mind's eye, an equallydark and uncomfortable little cart. And her ownvoice was saying, Jeanne. It's got to stop. Feeling very light-headed, she turned toward thebench. â€Å"Jeanne? Come over here.† Jeanne straightened and walked up doubtfully.She looked into Maggie's face. Maggie looked at her and then at Delos. â€Å"Now you show him,† she said in a voice thatwas like her own voice, but older and much grimmer, â€Å"what his Night People do to slaves who try to escape. Like you showed me.† Jeanne's expression was inscrutable. She went onstaring at Maggie for a moment, then she raisedher eyebrows and turned around. She was wearing the same slave tunic she hadbeen wearing for the last four days. She lifted it upin the same way and showed Delos her back. He took one look and reeled back as if she'd hit him. Maggie was braced, but even so the backlash ofhis shock and horror nearly swamped her. Shegrabbed on to the iron bars of the cell and waitedit out, teeth gritted while her vision went fromblack to red to something like a normal gray. â€Å"Who did this?†Delos managed finally, in a voice like ground glass. He was dead white, except forhis eyes, which looked black in contrast. â€Å"Who?† Jeanne dropped her tunic. â€Å"I thought you didn't care about vermin.† And she walked away without answering him, leaving him speechless. Maggie watched her sit down, then turned back. â€Å"Some things have got to be stopped,† she saidto Delos. â€Å"Do you see what I mean? Some thingsyou just can't let go on.† And then she waited. I knew he didn't know that kind of thing washappening, she thought, feeling vaguely glad in avery tired, sad, and distant way. But it's good to see it proved. The silence stretched endlessly. Delos was still staring at Jeanne. He had run ahand through his hair at some point; it was disheveled and falling over his forehead. The skin of hisface seemed to be stretched, very tight and his eyeswere burning gold. He looked as if he'd completely lost his bearings,and he didn't know what to trust anymore. And then he looked at Maggie. She was still standing there, waiting and watching. Their eyes met and she realized suddenly thatshe'd never seen him so vulnerable-or so open. But if there was one thing Prince Delos had, it was resolution. After another moment of helplessness, she saw him straighten his shoulders and draw himself up. And, as usual, he got directly to the point.†You're right,† he said simply. â€Å"And I was wrong. There are some things that have got to be stopped.†Maggie leanedagainst the bars and smiled.†I'll get the key,† he said, and then went on,briskly planning. â€Å"I want the three of you out ofthe castle, at least, before I confront Hunter.†Ã¢â‚¬ You can't do it alone,† Maggie began.Sheshould have known he'd immediately start arranging everybody's life again. â€Å"Especially not with yourpower blocked-â€Å" â€Å"There's no reason for you to be in any moredanger than you have to be,† he said. â€Å"I'll send youoff with some of my people who can be trusted-â€Å" â€Å"I'm afraid that won't be possible,† a voice saidfrom the corridor. It gave Maggie a horrible jolt. They were all tired,and all caught up in the moment, and none of themhad seen the figure until it was almost behindDelos. Hunter Redfern was standing there smiling. Sylvia was behind him. And behind them,crowdedtogether, were armed guards. â€Å"We've had to dispose of the few idiots who insisted on remaining loyal to you,† Hunter said amiably. His eyes were shining like the purest gold.†The castle is now under our control. But do go onwith your plans, it's very sweet to hear you trying to save each other.† â€Å"And it's no use trying to pretend,† Sylvia addedspitefully. â€Å"We heard everything. We knew you couldn't be trusted, so we let you come down here on purpose, to see what you'd say.† For someone who'd known Delos a while, shedidn't understand him very well, Maggie thought.Maggie could have told her that pretending was thelast thing that would occur to Delos. Instead he did what Maggie knew he would; he launched himself at Hunter Redfern's throat. Delos was young and strong and very angry but it was no contest. After Sylvia had squeaked and withdrawn, the guards all came to help Hunter. After that it was over quickly. â€Å"Put him in with his friends,† Hunter said, brushing off his sleeves. â€Å"It's a real pity to see my onlysurviving heir come to this,† he added, once Deloshad been kicked and thrown into the cell. For amoment there was that note of genuine feeling in his voice that Maggie had heard before. Then the golden eyes went cold and more bitter than ever. â€Å"I think tomorrow morning we'll have a very special hunt,† he said. â€Å"And then there will be onlythree Wild Powers to worry about.† This time, when the guards left, they took all theflares with them. â€Å"I'm sorry,† Maggie whispered, trying to inspectDelos's bruises by touch alone. â€Å"Delos, I'm sorry†¦I didn't know †¦ â€Å" â€Å"It doesn't matter,† he said, holding her hands.†It would have happened eventually anyway.† â€Å"For a vampire, you didn't put up much of afight,† Jeanne's voice came from the back of the cell. Maggie frowned, but Delos turned toward herand spoke without defensiveness. â€Å"That witch bound more than just the blue fire when she putthis spell on my arm,† he said. â€Å"She took all myvampire powers. I'm essentially a human until she removes it.† â€Å"Aradia?† Maggie said. â€Å"Can you do anything? Imean, I know only Sylvia is supposed to be able totake the spell off, but †¦Ã¢â‚¬  Aradia knelt beside them, graceful in the darkness. She touched Delos's arm gently, then sighed. â€Å"I'm sorry,† she said. â€Å"Even if I were at full power, there's nothing I could do.† Maggie let out her breath. â€Å"That's the only thing I regret,† Delos said. â€Å"ThatI can't save you.† â€Å"You have to stop thinking about that,† Maggiewhispered. She was filled with a strange resignation. Itwasn't that she was giving up. But she was very tired, physically and emotionally, and there wasnothing she could do rightnow†¦. And maybe nothing ever, she thought dimly. Shefelt something steadying her and realized it was Delos's arm. She leaned against him, glad of hiswarmth and solidity in the darkness. There was a tremendous comfort in just being held by him. Sometimes just having fought is important, shethought. Even if you don't win. Her eyelids were terribly heavy. It felt absolutely wonderful to close them, just for a moment †¦ She only woke up once during the night, and thatwas because of Delos. She could sense something in himsomething in his mind. He seemed to beasleep, but very far away, and very agitated. Was he calling my name? she wondered. I thought i heard that †¦ He was thrashing and muttering, now. Maggieleaned close and caught a few words. â€Å"I love you†¦ I did love you †¦always remember that †¦Ã¢â‚¬  â€Å"Delos!† She shook him. â€Å"Delos, what are youdoing?† He came awake with a start. â€Å"Nothing.† But she knew. She remembered those wordsshe'd heard them before she had actually met Deloson the mountain. â€Å"It was my dream. You were †¦ going back intime somehow, weren't you? And giving me thatdream I had, warning me to get away from thisvalley.† She frowned. â€Å"But how can you? I thought you couldn't use your powers.† â€Å"I don't think this took vampire powers,† he said,sounding almost guilty. â€Å"It was more-I think itwas just the bond between us. The soulmate thing.I don't even know how I did it. I justwent to sleepand started dreaming about the you of the past. Itwas as if I was searching for you-and then I foundyou. I made the connection. I don't know if it's ever been done before, that kind of time travel.† Maggie shook her head. â€Å"But you already know it didn't work. The dream didn't change anything.I didn't leave as soon as I woke up in the cart,because I'm here. And if I had left, I would never have met you, and then you wouldn't have sentthe dream†¦.† â€Å"I know,† he said, and his voice was tired and abit forlorn. He sounded very young, just then. â€Å"Butit was worth a try.†

Monday, July 29, 2019

Global Perspectives In Business B Essay Example | Topics and Well Written Essays - 500 words - 2

Global Perspectives In Business B - Essay Example In general, this phenomenon is characterized by increased relationships of people, economic activities and culture across the globe. This is what is referred to as globalization. Globalization has shaped various aspects of business real and it is perceived to be important to the extent that it cannot be overlooked. Every business has to align to global business strategies. There are various aspects of many nationality cultural behaviors that are different from other cultures and which could be easily misinterpreted. In communicating, groups have the tendency of giving considerations to the context, as well as situations, as a way of accounting for events. Secondly, when communicating, especially with the seniors, one is required to maintain eye contact and this is different from other regions where this could be misinterpreted for rudeness. Thirdly, traditions and taboos are not highly valued as in other areas. Fourthly, the society is what may be described as also low power, based on Hostfedes (1984) classification, where emphasis is laid on consultative relations and this may be misinterpreted by low power societies, which have preference for autocratic approaches (Sutcliffe, 2001). Chinese death ritual traces the traditions of the historical dynasties. These rituals are still observed until today. Rituals are considered as a way of giving respect to the deceased and the elderly. People who die without having married are not often accorded the respect. It is also because they lack the children to organize a decent ceremony for them. Such people are often abandoned at the funeral homes and are never taken home for Chinese death rituals. The same case is applicable for children, who are accorded a silent burial. The corpse is often washed before it is placed in a casket. The dead is dressed black, blue or brown as a way of exalting

Sunday, July 28, 2019

Problem Solving Essay Example | Topics and Well Written Essays - 1000 words

Problem Solving - Essay Example One that is tightly optimised for an initial set of conditions might be more efficient whilst those conditions prevail but fail totally should conditions change. And in today's business world, conditions change daily." The original meaning of Ashby's Law dealt with people attempting to keep a system stable. The controller of the system is better able to control it the more options he has. Variety of action controls variety of input (Wyrdology). According to Bellinger, Castro, and Mills (2009, pg. 1), "According to Russell Ackoff, a systems theorist and professor of organizational change, the content of the human mind can be classified into five categories: Data: symbols; Information: data that are processed to be useful; provides answers to "who", "what", "where", and "when" questions; Knowledge: application of data and information; answers "how" questions; Understanding: appreciation of "why"; Wisdom: evaluated understanding." Ackoff indicates that the first four categories relate to the past; they deal with what has been or what is known. Only the fifth category, wisdom, deals with the future because it incorporates vision and design. With wisdom, people can create the future rather than just grasp the present and past. But achieving wisdom isn't easy; people must move successively through the other categories." "There are many approaches to problem solving, depending on the nature of the problem and the people involved in the problem. The more traditional, rational approach is typically used and involves, eg, clarifying description of the problem, analyzing causes, identifying alternatives, assessing each alternative, choosing one, implementing it, and evaluating whether the problem was solved or not" (Free Management Library, 2009, pg. 1). The Work of Wiig and the KRI Kristen Wiig is an actress. She has appeared in the following: Despicable Me, Late Night, WhipIt!, Extract, All Good Things, Saturday Night Live, The Flight of the Conchords, Love is a Weapon of Choice, Adventureland, Ghost Town, Forgetting Sarah Marshall, Semi-Pro, Pretty Bird, Walk Hard, 30 Rock, Bill, The Brothers Solomon, Knocked Up, Unaccompanied Minors, Home Purchasing Club, The Enigma with a Stigma, The Drew Carey Show, Untitled Aisha Tyler Project, I'm with Her, June, Life Death and Mini Golf, The Joe Schmo Show, and Melvin Goes to Dinner (IMDB, 2009). "The KRI Library addresses the need for a structured mechanism for key risk indicators and sets the stage for peer-group benchmarking. KRIs are widely viewed as having great potential-as a practical tool for tracking risk and losses, for measuring performance, for conducting process improvement exercises, for calculating capital (especially qualitative adjustments to capital estimates), and particularly for sounding an early warning of changes to an organization's risk profile" (RMAHQ, 2009, pg. 1). KRI services fall into a broad range of services, including the following services:

Saturday, July 27, 2019

Sustainability Essay Example | Topics and Well Written Essays - 2000 words

Sustainability - Essay Example ..7 SUSTAINABILITY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.8 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9 FIGURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦PAGE # Fig 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 INTRODUCTION:- There are extensive pressures on the nations to meet the water demands according ly because of international conflicts, economic crisis, poverty, and water availability etc. PCA states that only 0.3 percent of total water is can be used for drinking purposes (PCA, 2005).Global issues stated from the report that 1.1 billion people in developing countries having inadequate access to water (Global issues, 2010). Not only a management that is expert in the level is required but along with it there is a need to use alternatives water resources for the future water use that is affordable and even if it is not, then external funding for the transfer of the water is required. It tells us that sea water can be used in the developing countries for the different water use requirements. Although the water treatment for the sea water is not an easy task, but still it can be used as an alternative water source. Still the transferring of sea water to different parts of the developing countries could be costly, and extensive water supply engineering is required and a need to ma nage these water storage and transport facilities is a matter of cost and debate. National geographic society states that if water source is not within one kilometer range then per capita consumption drops to 5 liters/person (National Geographic News, 2003). The sea water hence could be used as a water resource in the developing countries, but along with this intervention, the need to recycle the sea water must also be taken into consideration. Specially for domestic purposes it could be used as a good alternatives source, but for drinking it depends on the area and geography, that either other clean drinking water resources are present in the country or not. The sea water could be used after the treatments such as distillation, electrolysis, and reverse osmosis. The countries such as Pakistan, Africa, India, Srilanka, Nepal, Srilanka, Bangladesh, Kenya, South Africa are the countries that are exposed with the sea water and these nations has from little to extensive problems of wate r scarcity or water quality. There is a need to design the treatment plants for sea water purification, the water transport facility, water supply engineering to closely related areas, and the reservoirs for containment. Houston news states that non-profit organization brings ways to solve the problems of third world countries (Houston News, 2011). Also Life Science states that 15000 desalination plants are there in the world working and more with cheaper costs are estimated (Life science, 2011). SPECIFICATION:- These are the stated initial design specifications that are important for the project to be implemented. Rough design requirements for the

Friday, July 26, 2019

Organization Behavior in Action Essay Example | Topics and Well Written Essays - 750 words

Organization Behavior in Action - Essay Example Even the Steel Workers Union member commented, â€Å"She’s just human and honest with people. I don’t say that about many CEOs.† This admission from a perceived opponent illustrates the extent to which Tilton’s genuine yet charismatic leadership is able to transcend the barriers of companies and deeply motivate and effect change from within. With respect to her vision, it is indisputable that Tilton is perhaps one of the most visionary CEOs of modern industrial America. Too many CEOs are all too eager to write a company off as a net loss as soon as it ceases to generate a profit. However, Tilton is able to see beyond the red ink of the balance ledger; in fact, she is able to see beyond the product that the firm was originally producing. In such a way, she is able to reduce the firm to its core profitable elements. As such, she does not judge the industry by its bottom line or even the demand and/or quality of its original product. Accordingly, this display s keen powers of insight which all too many CEOs do not possess. Lastly, it is one thing to take a failing industry over and work to turn a profit from it. It is entirely another to win the trust of the workers and prove to them that your sole interest in the firm is not strictly monetary; i.e. the process of winning the people. When asked by one of the firms she had recently purchased if she was going to â€Å"strip and flip† the firm, Tilton responded, â€Å"It’s only men I strip and flip. My companies I hold close and near to my heart†. Even though it was an off-hand and candid remark, this quick witted sarcasm showed a true form of vision. In this way, Tilton is able to quickly win the hearts and minds of the employees while allaying their worst fears that she is only riding their firm for a quick profit. Question 2: Which positive and negative leadership traits and styles were displayed by Tilton? As previously stated, Tilton’s powers of charisma, vi sion, and winning the hearts and minds of her employees is likely second to none; however, she also possesses an undeniably sharp talent of decisiveness and motivation. This is at least partially proven by her tireless work and late night efforts that she devotes to her firm on a daily basis. Conversely, there are a few negative implications regarding Tilton’s leadership traits that are referenced in the work. Not surprisingly, many of these weaknesses are born out of the extreme strengths that she possesses. For instance, a strength that Tilton possesses is her application of power and influence within the firms that she takes over. However, as she states herself, this leads to a type of â€Å"benevolent dictatorship†. As such, this has its own negative implications of a leader who accrues absolute power (also referenced in the text as â€Å"overleading†) and may lend herself to micromanaging aspects of the firm that would best be left to lower-level management . Likewise, it was a bit disconcerting reading about firms that are on the verge of bankruptcy being toured by their new CEO who is flaunting many tens of thousands of dollars in expensive clothing, cutting edge fashion, and an â€Å"8 carat diamond necklace†. In order to further gain the rapport of the firms under her leadership, it might help to tone down a bit of the gratuitous luxury with which she presents herself; especially since many of these workers are doubtless living directly on the poverty line.

Thursday, July 25, 2019

Invasion of Privacy Research Paper Example | Topics and Well Written Essays - 2000 words

Invasion of Privacy - Research Paper Example However, it is also notable that the media, being the major tool for information broadcasting, is protected through the freedom of speech, which can be used to challenge and defend its mandate to avail information to the public. On the other hand, it is possible to find that the media may not disclose information such as names of the subject of discussion if there are no hard facts to prove the statements but the reader or listener can easily tell who the person being discussed is (Cate, 2000). In such a context, it becomes difficult for a person to press charges against the media for character damaging or defamation. This paper is a critical evaluation of the right to privacy. The Right to Privacy The right to privacy is fundamental, though not absolute, as it protects human dignity. Apparently, every person has weaknesses, which, if brought out to the public, may influence negatively in shaping public opinion, which may in turn affect the success of such a person either in the soci al or political life (Alderman, 2001). For example, public offices such as the presidency, legislature, and judiciary among others require people of high integrity not withstanding that the office holders are also human beings and are prone to making errors. It therefore goes without saying that the fact that such people are public servants does not mean that the public should have unauthorized access to their private information such as family life, financial information, and medical records among other delicate issues that may relate to them. The European Convention on Human rights through article 8 protects citizens’ family and private life from intrusion by the state or other agencies (Alderman, 2001). Generally, there has not been a definite definition of privacy but it is worth noting that there are four major categories that have been acknowledged across the board. These are for example; information privacy, physical privacy, communication privacy and territorial priva cy (Alderman, 2001). With regard to information privacy, every citizen has the right to withhold any information regarding himself be it personal data, health status, among others. Personal data for example credit card information, bank details should not at any given time be accessed by a second party unless there is a court order demanding the same to be availed in circumstances such as if a person is being investigated for crimes such as corruption, money laundering among other justifying conditions. Most of the constitutions including that of the US indeed do not have specific statutes guaranteeing the right to privacy though most of the privacy issues are covered in other statutes related to human rights. However, it is observable that the US constitution, through the 9th amendment, offer a blank check to the courts enabling them protect human rights that are not included in the constitution (Kennedy, 2003). This means that the courts have the prerogative of ensuring that human dignity is respected and one way of doing so is by protecting their privacy. On the other hand, the government reserves the right to access personal information for the use by its agencies but this must be in accordance with the Privacy Act of 1974.

Wednesday, July 24, 2019

Summary 2 Essay Example | Topics and Well Written Essays - 250 words - 1

Summary 2 - Essay Example These investors also have to concentrate on the crucial environmental aspect and the social governance. (Mcknett, 2012) The encouraging gear initiated by the CEOs is that they have seen the usefulness of sustainability in business and the only secret of being more competitive in the business market. He in most occasions as part his job, speaks to the investors. The companies and the investors do not determine the destiny of the earth because they do not possess an indefinite mandate in that in finance theory; they are not subordinate to the sustainability. Through his talking, he stated that consideration of fresh water, clean air and feeding more than 10 billion populations, is a pressing challenge (Mcknett, 2012). Speaker quoted President John F. Kennedy, stated that some risks are associated to long-range, and expenses of comfortable functioning. The speaker summed up his speech by highlighting a quote by Mark Twain â€Å"plan for the future because that’s where you are going to spend the rest of your