An analysis of sigmund freuds level of consciousness Essay Example for Free

An analysis of sigmund freuds level of consciousness EssaySigmund Freud, born in 1856, was an Austrian neurologist and physiologist. Today, Freud is known as one of the most influential and authoritative thinkers of the twentieth century(Berger). Throughout his lifetime, which had ended in September of 1939, Freud had many theories, however, his most well known as the psychoanalytic system of personality development, which argued that the human psyche is divided into three parts the id, the ego, and the superego. In the novel Lord of the Flies, many readers believed that the author, William Goldberg, applied Freuds theory to the characters in the book. Based off of Sigmund Freuds psychoanalytic theory of personality development, Jack Merridew was the id in the story, while Piggy was the superego, and Ralph was the ego.According to Freuds theory, the id relies directly on instinct as they go through life, ignoring the logistics of reality and the possible consequences. Freud giv es an example of an id by comparing it to an infant, who often demands immediate satisfaction, and will react poorly if their call for are not immediately fulfilled. In Lord of the Flies, Jack Merridew is a representation of how a newborn child with power and motor skills could act.When Jack and his hunters surrender to hunt for pig and neglected his go overside duties, there is a connection with Freuds theory. Jack did what would give him direct pleasure, which was, at the time, to hunt. However, because of Jacks needs, the fire had been allowed to go out and the boys missed one of their exactly opportunities of rescue, as a ship traveled by the island, but there was no signal smoke. This way out highlights Jacks connections to the id because he had no consideration or thought of what the outcome would be if he was constantly caught up in his own needs.another(prenominal) time when Jacks actions relate to Freuds theory is when the boys are having an assembly to discuss the bes t sightings. During the assembly, Jack attempts to take Ralphs power outdoor(a) by causing a disturbance and questioning Ralphs leadership in front of the whole group. Once again breaking the rules of the conch, Jack shouts, And you fold up Who are you, anyway? Sitting there telling people what to do. You cant hunt, you cant sing(Golding 91). Clearly, Jack is challenging Ralphs authority in an attempt to shift it to himself, ignoring the fact that Ralph is a better leader. Jacks overwhelming need for power convinces him that the position of the leader should be his.Before Ralph, Roger, and Jack start their climb up the mountain to see the beast, Ralph says something that highlights Jacks connections to the id throughout the whole book. While Ralph was challenging Jack, the text reads, For the original time since he had first known Jack, Ralph could feel him hesitate(Goldberg 122). This quote backs up the fact that for the most part, Jack had gone through his days on the island ac ting on instinct without a single hesitation. It was only in this moment of time that Ralph could sense any sort of hesitation from Jack, and it would be the only time.

Effect of Obesity on Children

Effect of Obesity on ChildrenChapter One IntroductionOverweight and fleshiness wear turn out to be the most serious wellness problem in children, adolescents and bragging(a)s. Overweight in children and adolescents was defined as 85th percentile according to BMI-for-age growth sex-specific charts, whereas obesity 95th percentile of the BMI-for-age growth, sex-specific charts (Ogden et al., 2010). In the get together States and Canada, 30% of adolescents were obese or overweight while the percentage doubled in adult (Anis et al., 2010). Obesity in adolescents population tripled in the last 30 eld at both countries (Ogden et al., 2002). Several chronic conditions such as cardiovascular complaint, diabetes, and cancers were observed in obese adults (Panel, 1998). Adipose tissue is composed of subcutaneous and nonrational adipocytes (Chowdhury et al., 1994). Visceral exposit measures for 20% of total corpse fat in men compared to only 6% in premenstrual women (Krotkiewski et al., 1983). The etiology of intuitive tissue disposition in humans is still indistinct (Samaras et al., 1999, Batra and Siegmund, 2012).In the last decade, line of credit compact increased among children and adolescents (Muntner et al., 2004). Furthermore, children with broad(prenominal) BMI are more equiprobable to be in possession of rarefied personal line of credit storm and lipid profile (Freedman et al., 2007). Additionally, premature mortality is attributed to elevated origination air jam by increase the incidence of cardiovascular unsoundness (Stamler et al., 1993, Vasan et al., 2001).On the other hand, treatment of puerility obesity initiates reduction in blood nip among adults which leads to cardiovascular disease barroom(Freedman et al., 1999). In 2008, Khader and colleagues estimated that 28.1% of north Jordanian adult men were obese. Whereas, in 2009 the obesity rate, as regards to studies conducted on children in north Jordan, was 18.8% of the targeted po pulation(Khader et al., 2008, Khader et al., 2009). Comparing those studies, there is domination of obesity among adults rather than adolescents which leads to a prediction of escalating the obesity problem by age in north Jordan. This adopt aims to estimate abdominal and total fat among Jordanian adolescents and its relation to blood pressure. Many studies have shown that blood pressure is associated with being overweight in children and adolescents of Western countries (Genovesi et al., 2005, Ebbeling et al., 2002). Therefore, the aim of this study aims to estimate abdominal and total fat among Jordanian adolescents and its relation to blood pressure.Chapter Two Literature Review.High torso mass index is usually associated with elevated blood pressure (Cercato et al., 2004). Relation of trunk, waist circumferences and intuitive fat with blood pressure were considered predictor index fingers in children and adolescents for cardiovascular mortality (Welborn and Dhaliwal, 2007). The prevalence of hypertension among adolescents population has non been acknowledged as in adults. Adolescents with elevated blood pressure (BP) can develop several chronic diseases and body organ damage also they will increase risk of cardiovascular disease in adulthood. Therefore, prevention of obesity will help to limit the disease burden due to hypertension (Lande et al., 2006, Must et al., 1992).In several studies conducted in Western countries, prevalence of high blood pressure among children ranged from 7 to 19% (Sorof et al., 2004, Paradis et al., 2004). However, few studies have been conducted in adolescence at developing countries (Mehdad et al., 2013, Abdulle et al., 2014, Abolfotouh et al., 2011).Fat accumulation especially in abdominal neighbourhoodMore than one third of obese children remained obese at adulthood (Serdula et al., 1993). A study showed that 77% of obese adults was related to overweight in childhood (Freedman et al., 2001). Another longitudinal study pointed that only1.6% of adolescents in the transition to young adulthood shifted from obese to non-obese, while 9.4% remained obese (Gordon-Larsen et al., 2004). Presence of abdominal fat was observed among non-obese children (Goran et al., 1995) and adolescents (Fox et al., 1993, De Ridder et al., 1992).In the topic of obesity, especially the android type of obesity , an observation of high mortality rate was recorded among the Danish population in a study with 27178 men and 29875 women. Mortality rate was 10% higher among 136 men than 130 women who were having increased waist circumferences. A similar observation was detected among smokers, overweight or obese participants (Bigaard et al., 2005). A study was in Morocco on 167 adolescents aged from 11- 17 years (123 girls and 44 boys) were, 42% overweight and/ or obese in asset to 58% were at normal weight. Significant relation between BMI and each of fat mass percent body fat in both genders. stem circumferences could be predic tor tool for fatness among adolescents (Neovius et al., 2004, Wang et al., 2007). In Kuwait, a study on adolescents 4,219 participants aged from 11 to 19, Boys who had waist circumference 90th percentile account 8- 30.3%, mean of waist circumference was higher in boys than it was in Kuwaiti girls. Also, increase in percentage of boys who had 90th percentile observed in boys dissimilar girls (Jackson et al., 2010). Peeters and colleagues (2003) detected a remarkable decrease in life expectancy by 7.1 and 5.7 years in nonsmoking males and females respectively at 40 years aging. While, a lower life expectancy of 13.3-13.7 years identified in obese smoking females and males respectively (Peeters et al., 2003). Relation between smoking among adolescents and excessive fat in abdominal region young adults (men and women) has been investigated (Saarni et al., 2009). Intra-abdominal fat increases cardiovascular risks such as hypertension and dyslipidemia. Cardiovascular disease risks ris e when accompanied with smoking which leads to modifications in the physiologic functions of adipokines, endothelial, insulin and proatherogenic status (Ritchie and Connell, 2007). Other studies confirmed the association between abdominal obesity and smoking. Both abdominal fat and smoking were attributed to the same risk factors, which were un profound dietetic behavior (Wingard et al., 1982, Keski-Rahkonen et al., 2003), low education (Pierce, 1989, Green et al., 2007) and low physical inactivity (Aarnio et al., 2002, Escobedo et al., 1993), the etiology of this causal link remained unclear. The reason could be related to the change in glucocorticoid metabolism and psychosocial stress that has been caused mainly by smoking (Cohen et al., 2006, Lahiri et al., 2007, Rohleder and Kirschbaum, 2006) may be in charge with abdominal fat (Bjrntorp and Rosmond, 2000, Bjrntorp, 2001).Visceral tissue were more rude(a) to lipolytic stimuli than other fatty tissue make fatty acid from trigly cerides turnover increased in blood stream by portal vein, this led to, increasing hepatic fatty acid release make liver exposing to fatty acid also increased hepatic gluconeogenesis and secretion of LDLs moreover to inhibit hepatic role of insulin riddance to develop hyperinsulinemia and insulin resistance (Bjrntorp, 1992).Studies showed that ischemic heart disease, independent lipid level changes (Desprs et al., 1996) and metabolic abnormalities were associated to patients with fasting hyperinsulinemia (Haffner et al., 1992). A hypothesis analyze by Randle suggested a reduction in insulin resistance and glucose uptake because of reduce the need for glucose oxidation when fat oxidation increased (Randle et al., 1963).Dietary effects on visceral fat, a study on white non-obese men, explains visceral and subcutaneous fat and dietary effect. Fat intake explained only 1.4% of the variance in subcutaneous fat and no variance in visceral fat. On the other hand, 2% of the variance appear in total adiposity, which make dietary factors have a minor role in total adiposity and with no effect on visceral fat (Larson et al., 1996). In Bogalusa Heart Study, children and adolescents aged from 6-18 years demonstrate that high fat in truncal region associated with elevated LDL and VLDL cholesterol concentrations (Freedman, 1995). Total and visceral fat were inversely affected by dietary fibers intake that effect was significantly observed among adolescent boys without a significant effect on girls in sample aged 14-18 years old in total participants of 559. Moreover, it linked between dietary fiber intake and inflammation markers imply adiponectin and C-reactive protein (Parikh et al., 2012).Aerobic exercise among adolescents for 8 weeks had significant effect on decreasing total fat 700 g by (0.6 %) the majority of the lost fat was observed in abdominal region, but, no significant changes were noticed in subcutaneous fat to alteration in body compositions (Watts et al., 2 004).Risk for elevated blood pressure and its relation to total and abdominal fathypertension raised atherosclerotic cardiovascular disease outcomes by 2 to 3 folds. Moreover, Hypertension is the most influential accompaniment with cardiovascular disease that leads to death in a prospective longitudinal analysis (Kannel, 1996).In Bogalusa Heart Study, prevalence of adult patients with hypertension who were diagnosed clinically, they were significantly higher in those who had elevated blood pressure at childhood (Bao et al., 1995). In young boys, an increase in blood pressure from pubescence to 18 years was observed (Cornoni-Huntley et al., 1979). Relation between blood pressure and fat distribution had a marked variance upon sexual difference among adolescents. Boys had an elevated blood pressure associated to adiposity that was enhanced by visceral and peripheral fat, unlike girls where blood pressure was affected by peripheral adiposity but no significant effect by visceral adipos ity (Pausova et al., 2012). Low averages at cognitive test scores were observed among 5077 children and adolescents from 6 to 16 years when systolic blood pressure were 90th percentile and diastolic 90th percentile (Lande et al., 2003). In adolescents, 9-17years old, cardiovascular risk factors associated with fat accumulation areas, which was analyzed by Dual-energy X-ray absorptiometry (DEXA) (Daniels et al., 1999). Android type of obesity and cardiovascular disease risk factors as blood pressure produced a powerful relation among African-American and Caucasian children (He et al., 2002). Abdominal fat distribution that was measured by DEXA and skinfold- thikness among 920 healthy children and adolescents (American, Asian, and Caucasian aged from 5 to 18 years) was predictor for blood pressure in boys but not in girls (He et al., 2002). Systolic and diastolic blood pressure relation to total fat and fat distribution by using DEXA on 127 adolescents aged from 9-17 years, systolic blood pressure have significant relation to total body fat and fat distribution but diastolic blood pressure was significant with total body fat but was not with fat distribution (Daniels et al., 1999).Evidence approved that truncal fat was associated to high cardiovascular risks such as hypertension compared with peripheral fat (Kannel et al., 1991, Sardinha et al., 2000). Adolescents with left ventricular grow were associated with high rate of essential hypertension those who developed severe hypertrophy and abnormal left ventricular geometry were in high degree of the risk to cardiovascular disease and increase in morbidity rate (Daniels, 1999).Abdominal fat could be estimated by using waist circumferences as a better indicator for abdominal fat rather than waist to hip ratio among children and adolescent because waist to hip ratio reflected changes in fat amount less than grind away and muscular changes when children and adolescent were growing (Kissebah and Krakower, 1994). W aist circumference had relevance to blood pressure adolescents of both sexes and showed, by a study applied on variable models instead of visceral fat, no association between blood pressure and visceral fat, which made waist circumference an inappropriate tool to evaluate visceral fat in adolescents (Pausova et al., 2012). Adults, who deposited fat viscerally, rather than elsewhere in the body, were at a higher risk for hypertension (Hayashi et al., 2003, Fox et al., 2007). This relationship was shown to be stronger in men than in women (Fox et al., 2007).Insulin absence, resistance and hyperinsulinemia were associated to obesity chiefly in abdominal region. insulin was responsible to elevated blood pressure due to obesity. One of the mechanisms to protect body from gaining weight, hypothesized by Landsberg, was activating the sympathetic nervous system when consuming high calories which lead to increasing thermogenesis (LANDSBERG, 1986). Mikhail and Tuck. 2000 observed an alterati on in artery structure include thickness and artery flexibility in hemodynamic effects of insulin. Abdominal obesity related to increased plasma renin activity is the possible key to blood pressure elevation (Licata et al., 1994). Strong evidence showed that management of hypertension was related to obesity by block renin-angiotensin system (RAS), which was active in obese subjects (Sharma, 2004). In mice, adipocyte differentiation and growth effect by adipocyte-derived angiotensinogen which secreted into the bloodstream, redounding blood pool of angiotensinogen (Massira et al., 2001).It was recently found that mice have greater angiotensinogen gene expression in visceral fat at variance with other fat tissue when it was on high fat diet to induce obesity (Rahmouni et al., 2004). Patients who accumulated fat, especially visceral fat, were associated with elevated plasma aldosterone (Goodfriend and Calhoun, 2004). Elevated blood pressure could be induced by aldosterone by effect on mineralocorticoid receptors situated on tissue as in brain, kidney and vasculature to make Aldosterone have a significant relation on obesity-hypertension (Rahmouni et al., 2005). Aldosterone relation to obesity-hypertension, explained by De Paula, showed blocking mineralocorticoid receptors with the specific antagonist eplerenone. A remarkable blood pressure increase was inhibited without development of weight on dogs even on the high fat fed ones (de Paula et al., 2004).Vasculature health preservation depended on endothelium status when nitrous oxide was released which was characterized by antiatherogenic properties (Vita and Keaney, 2002). Exercise was one of interventions that could be applied to improve nitric oxide dilator function (Maiorana et al., 2000, Maiorana et al., 2001), considering cardio-protective factors. Normalizing in vascular function and alteration in body compositions by increasing muscular strength were results for exercise training to minimize cardiovascula r disease in future. Detection and treatment of endothelial dysfunction for 19 obese subjects aged 14.3 1.5 in early stages were known as primary strategy role to prevent to prevent adolescents who were susceptible from developing cardiovascular disease in adulthood (Watts et al., 2004).

Change is inevitable

Change is requiredQuestionProvide a critical analysis of an organisational ex transfer which you have now experienced. You may select one(a) element or aspect of the variegate for a particular discussion. You will be expected to use the main concepts of the applicable parts of the literature on managing change, to diagnose, account for, and explain the change. Con berthr what lessons can be learnt from that initiative on the strengths and weaknesses of programmatic approaches to change.IntroductionEveryone says change is difficult. It is difficult to conceive because one must inevitably deal with mountain issues and un received future. The more so to implement because consequences can be difficult to predict, harder to track and therefore can crap a dynamic all of their own. Is this really so? Is it not true that we atomic subr tabuine 18 living in an era though which dramatic changes of productivity, technology, brand, image and study are common place? Thus reaffirming th e words of Heraclitus the Greek philosopher who said Change is the exactly constant thing in life Change is inevitable but often its easier said than implemented because every change faces resistance in some form and carries with it certain consequences. A classic example would be my experience working in MARG Ltd, one of Indias biggest infra social organization company today. I was tip overn the role of a Business Analyst in 2007 immediately by and by I graduated engineering. It was my first job, my first real life business experience. I was a part of the company for 2 years. The following parts of my prove consist of all the changes the judicature went through in the areas of structure, culture and technology. However considering the requirements of the essay a detailed analysis is written on structural change which is an internal change model. The first part identifies the problem due to monumental growth of the organization in terms of financial support received and the po sterior increase in huge adult male capital required to carry out the projects. The second part consists of the literature review pertaining to the structural change the organization witnessed followed by a brief critical analysis of the entire scenario. The conclusion consists of the mistakes made and lessons learnt followed by a personal reflection on the dynamics of change management.In April 2007 MARG Ltd consisted of 400 employees. By October 2007, the organization grew to 3250 employees with multiple branches exploding in 7 different cities throughout India. That is nearly 9 times its growth in man capital. This happened due to an investment of USD 12.6 million received from deutsche bank for a total land asset of 12400 acres including 2 potential Special Economic Zones and a port infrastructure development. Being a company with only 2 verticals namely Real Estate Residential and Real Estate Commercial, it diversified into 6 verticals consisting of (a) Real Estate Residentia l, (b) Real Estate Commercial, (c) Port Development, (d) Industrial Clusters, (e) Special Economic Zones and (f) Power generation with almost 500 employees in each vertical. straightway each vertical had more employees than the entire company had in April. The earlier organizational structure was a traditional functional structure. This structure can be illustrated by the companys activities grouped into departments such as personnel, Marketing, Finance, Sales, Legal and Civil Operations. All the functional departments excluding finance which had a CFO as its business head had 1 CEO wrap uping directly to the Chairman, 2 Vice presidents (1 for Real Estate residential and 1 for Real estate commercial) reporting to the CEO and the rest of the police squad reporting to the VPs. This was a simple structure which had its advantages during that phase of the organization. A complete coordination was achieved as the entire operations of the company were achieved through the CEO overseen by the chairman. This structure allowed for the development of employee expertise in all areas, it provided course paths for professional staff involved and finally there was an effective utilization of personnel across miscellaneous departments (Carnall, C. 1990). However this structure created pressure on the organization for its further growth in the aspect of geographical dispersion, project diversification and increase in human capital. Hence there was a structural change regarded in the form of a matrix structure. The chairman decided on this structure as it offered equal importance on the merchandise and the functional focus to the organizational work. Also most academics have believed that such structure is favourable for large construction, aerospace and information sufficeing system software companies (Hardy, C. 1994). This favours organization which deals with more than one complex project and where there is a motive to coordinate and develop project and various s pecialist activities. As the demand for various specialist in draw ups is variable over the completion time lines of the project, this structural change seemed to be the best possible solution which not only promoted the effective deployment on a project when needed but also offered the adaptability over time so that resources can be easily switched mingled with projects. The advantages of a structural change of this nature were (a) it identified the project management structures, (b) provided accountability for the project, (c) allowed development of cohesive and effective teams of specialists working towards the objectives of a key project, (d) provided for the professional and career development of specialist staff, (e) and most importantly they provided for the flexible use of specialist staff (Carnall, C. 1990).However every choice carries with it certain consequences and uncertainties. The consequences on the negative side which were later realized was that there was difficul ty of handling such a matrix structure in terms of reconciling the need for flexibility with the need for project coordination and control. Now this reconciliation required good working relationships among project and functional management which did not exist. This is because about 90% of the employees were fresh entrants. They did not know the state they were working with. Most of them were fresh graduates and neer had any previous work experience in infrastructure. Some of the experienced employees who joined belatedly were not from the industry. Also the biggest issue was that the employees who have been present since the start of the organization felt threatened with the implementation of the new structure as this does not give them the accessibility they had before with their Chairman. The people who had reported to their respective bosses had now had to report to somebody else. For example the CEOs had to report to the newly appointed Executive Directors, Vice presidents h ad to report to business heads who in turn had to report to the CEOs. The entire working relationships and comfort zones of various employees were disrupted by the new structural change. Though people mum the need for such a change and that it was required for the benefit of the organization considering its monumental growth, people idolatryed the loss of power and control thus giving deck up to insecurities and conflicts.Based on the literature review the 3 main problems identified in the organization with such a structural change were the struggle betweenCentralization vs. Decentralization Being a company with functional structure, the process was a centralized one where the coordination was more straightforward with decisions being made by the chairman at clearly recognized points within the organizational structure. Also the senior management were in a comfortable position with established policies that they are use for many a(prenominal) years. It checked the chairman for he had control over all the day to day activities, most decision making and a comfortable resource allocation. In this model the centralization of power and control of procedures was focused on the chairman ( Brooke, T. 1987). But however in order to go to the succeeding(prenominal) level of growth and meet the market demand, it was necessary for the organization to be decentralized. With 6 verticals and a man power of 3250 this seemed to be the sensible choice. With as many as 27 projects spread over 6 verticals, delegation was the key factor in meeting objectives. Delegation can reduce the amount of tenseness and overload experienced by the senior management. When senior management is overloaded, the exercise of control is diminished. With delegation it was possible for the senior management and the chairman to move extraneous from day to day activities and focus on long term inventning and creating a vision. Also it helps the bottom line management in providing opportunities to make decisions and get wind personal satisfaction by matching their personal goals with that of the organization. It assists the management development in widening the on job skills of managers and prepares number of people who are up to(p) of undertaking senior positions in the future. It also provides flexibility, with the establishment of sub units it helps in improved controls and achievement measurements and accountability can be identified (Bartlett, C. 1991).Control vs. committal This aspect is important for the overall effectiveness of the organization. MARG had a control model where work was divided into specialized tasks. Performance expectations were defined as standards that define the negligible acceptable performance. No attempt was made to establish maximum or potential performance. With the matrix structure, it was necessary to bring the commitment model. But that meant changing the military posture and expectations of the employees. In this model, job pro files were redesigned to be bighearteder and teams rather than individuals and the each business unit was held accountable for performance. This also involved that people rely on shared goals for coordination work out was based on expertise and information and not on position anymore. Performance expectations were set relatively high. Continuous improvement was expected and monitored. At the selfsame(prenominal) time lot of motivatingal programs were incorporated as a part of the business management. The organizational structure was designed to be flatter to enhance performance and commitment (Walton. 1987). This gave birth to reward policies, open door policies and performance management systems. This also seemed to enhance employee management relations.Change vs. Stability Its a common arbitrariness that in a changing world every organization must change to survive and prosper. However while this happens its also mandatory to deploy people to produce goods and services to the market as usual, even if we are demanding extra effort from them as they experience change. This is where it is essential that a balance is maintained between change and stability (Chandler. 1962). This often refers to the transition phase between when the change is implemented and the consequences arrive. The transition phase is normally uncertain in a number of areas. Every employee might react differently to changes. The response is not the same always. MARG experienced similar difficulties. Even though awareness for change was established and people understood the need for change, the existing employees couldnt handle a shift in their normal routine and they had give up on their control and power. To bring about a structural change and yet retain the harmony and employee satisfaction seemed to be a challenge for the company.Even though the problem was identified and the disciplinal measures were taken to overcome them. There was a hurdle in problem solving and it was the block s in the minds of the employees. These can be categorized as follows(a) Perceptual Blocks This involves the employees stereotyping. They proverb what they expected to see. They only saw the new structural change as a threat and not as an opportunity to increase their performance or making use of the opportunities to go up the corporate ladder. There were tendencies to delimit the problem area too closely thus defining it narrowly. Thus they never faced the real problem which was their motivation and commitment. Also there were difficulties in using all the sensory inputs (Adams. 1987). The employees felt that they were overloaded with information on changing structures and the reason for it. With fresh job descriptions and new recruitment there were lot of things happening in the organization and the employees couldnt use all the information for their benefit.(b) Emotional Blocks This involves fear of taking risk, incapacity to tolerate ambiguity and employees preference to judging rather than generating ideas (Olsen. 1986). The existing employees were afraid to take risks and execute the expected tasks for they feared redundancy and felt unstable that if they failed somebody else in the company would take their place and felt loss of appreciation also as a possible outcome. The matrix structure was put in place quickly and it carried with it certain complexities. The available data was overloading and employees felt it was misleading, full of opinions and had different values. In trying to analyze the available data, they missed out on promising opportunities and self development. Finally they were constantly judging the ideas and solutions put forward by the new members and the new bosses. This lead to early rejection of ideas in their minds resulting in organizational objectives not being met.(c) Cognitive Blocks This aspect doesnt deal with the employees but is associated with the inadequacies of the management. This comprises of incorrect use of languag e, inflexible use of strategies and lack of correct information (Janis. 1989). Since the meridian management were from different backgrounds and industries they were using incorrect languages which portrayed a completely different picture for an infrastructure company. Most senior professional come from a comfortable and set environment which had established process, systems and protocols. Also most of them come from traditional companies. Hence there tendencies to stick to what they know and were stuck with their earlier methodologies. This did not suit the current of MARG as it was still in its transition phase and in early phase of establishing fresh policies and process.In spite of the challenges faced, continued focus resulted in establishing a firm matrix structure with all the employees aligned to the objectives of the organization. There were numerous mistakes made but it also lessons were learnt. This section outlines all the mistakes made, the lessons learnt and finally i dentifies a change model MARG followed in academic language. The time gap between which the change was planned and executed was very quick. Though its understandable that it was need within a quick span of time it shook the organization by its roots with resistance from all sides. One of the major mistakes was that the chairman being used to getting himself involved in the day to day activities continued to do that even with the new matrix structure and this resulted in the displeasure of CEOs, Executive directors and VPs. This impact their decision making as they would have to wait for the chairman to make every decision. Employees developed their own negative perceptions of structural change and criticized every plan and ideas without thinking about its benefits. MARG followed a clinical approach earlier where the set limited employees and the comfortable environment made it efficient for success through a psychological contract between the employees and the chairman (Bell. 1995) . Employees security was established through personal relationships. However with the new structure it was necessary to adopt a unidimensional approach. In this approach change was implemented as a linear process where the managers were expected to identify organizational adaptations ahead and the new systems developed would touch off the organization towards static equilibrium thus resulting in stability (Stacey. 1996). The problems as mentioned earlier were solved in 3 stages. First step was unfreezing. Creating awareness among employees for the need of change and the benefits it would bring not only to the organization but also to the employees. Then comes the step moving. Here new ideas are tested and existing process is revamped. This is followed by refreezing where new behaviours, skills and attitudes are stabilized and commitment to change is achieved (Lewin. 1997). The last step was done in 4 stages. First was the conceptualizing process then the motivation process, the co mmitment process and finally the implementation and evaluation phase (Kotter. 1988). As a result the organization was able to produce the following after a series of trial and actus reus method (a) established a sense of urgency for change. (b) Created a guiding coalition. (c) Developed a vision and strategy. (d) Communicated the changed vision. (e) Empowered employees for broad based action. (f) Generated short term wins. (g) Anchored new changes in future (Kotter 1996). All this was possible by working through the blocks and with a series of trial and error method the expected result was obtained. Though the price for such a change was key employees and CEOs resigning, with the objectives being met it was a lesson learnt for future transformational change. In the current market scenario it is mandatory for such rapid and monumental changes to handle the increasing demand. As Argryis (2004) said If the rate of change outside the organization is faster than the rate of change insid e, the end result is nigh. Hence such rapid monumental changes are needed and every change will always carry with it certain uncertainties and challenges. But thats the only way for organizational development.BibliographyAdams, J.L. (1987) Conceptual Blockbusting, pp 18 pp 43, Penguin PublicationsArgryis, C. (2004) Double Loop learning and organizational change, pp 104, Wiley PublicationsBartlett, C.A. (1989) The critical path to change, pp 57 pp 79, Prentice sign PublicationsBurnes, B (2004) Managing Change, pp 61 pp190, Prentice Hall PublicationsCarnall, C. (1990) Managing Change in Organizations, pp 14 18, pp 120 -pp 142, Prentice Hall PublicationsChandler, A. (1962). Strategy and Structure, pp 97 180, MIT PublicationsDawson, P. (2003) Organizational Change, pp 43- pp 54, Routledge PublicationsFrench, W.L (1995) Organizational Development, pp 55 pp 90, Prentice Hall PublicationsHardy, C (1994) Managing Strategic Action, pp 290 pp 320, Sage PublicationsJanis, I.L. (1989), Dynamics of Change management, pp 119 -pp 123, Mc Graw mound PublicationsKotter, J.P (1996) Leading Change, pp 55 64, Harvard Business School PressLewin, K. (1997) The cognitive and behavioural elements of organizational change, pp 210 pp 241, Sage PublicationsStacey, R (1996) strategic Management and Organizational dynamics, pp 199 207, Prentice Hall PublicationsOlsen, S. (1986). Strategic Control and Organizational Design, pp 145 pp 151, Mc Graw Hill PublicationsWilson, D.C. (1992) A strategy for change, pp 25 pp 90, Routledge Publications

Tata Motors losses

Tata Motors lossesCan Tata Motors capture and increase its pronounceet sh ar in India through the launch of puma and down R everywhere? initiationMy commentary examines the recent acquisition of Tata Motors of dickens iconic brands- mountain lion and agriculture rover from hybridization Motors at a staggering amount of $2.3 gazillion. Despite creation well cognize brands, they atomic number 18 suffering losses. After Tata Motors take over, they were strategizing to launch these crossroads in the Indian market which has huge growth prospects. The real challenge was in these brands attracting customers away from rivals in the Indian market. Simultaneously Tata Motors has launched Tata Nano to capture the Indian market for small cars. This leave be reinforced by institution light- weighted aluminum and hybrid cars from enter Rover.With help of SWOT, Ans reach Matrix and Asset led grocerying my commentary will examine how successful will be the launch of mountain lio n and trim back Rover cars in India.SWOT AnalysisSWOT analysis is a useful decision-making as well asl that is used to assess the current and future patch of a product, brand, fraternity, proposal or decision. It considers both internal and external factors that are relevant to the issue under investigation.1StrengthsThe acquisition of the two global brands- puma and farming Rover acts in a crucial way to increase and develop the brand reputation and the quality of products for Tata Motors. It provides plenty of opportunity to the Indian consumer and the developing Indian cable carmobile market heap besides help the launch of brands in the long-term. It great deal reap economies of scale through comp one(a)nt sourcing and low cost engineering. failingWith different product portfolios for both brands it will be a challenging task ahead to market the same in the price sensitive Indian market. hardly this could be overcome through proper market research. Another concern is the diminishing image due to the continued losses and a de prompt work force due to the change in management. With right training and incentives and proper marketing strategies the company gutter convert these negatives to strengths.OpportunitiesThis launch is a striking opportunity for the Indian customer and tar devil the growing Indian market. Automobile market is developing in India and placed with launch of Nano, Tata Motors will be in a good mystify capture a larger partake in of the market. ThreatsIncreasing fuel prices combined with global meltdown will be a challenge for the company to stay afloat and over come the losses. In addition the conceptive competition post threaten the expected gross sales of the company. even so the inherent monetary and managerial strength of the conglomerate should be able to let the company withstand the challenges and move ahead. A danger that remains is that with the in the raw-sprung(prenominal) ownership international brand l oyalties may change and customers may move towards other models in the market.Ansoff MatrixThe Ansoff Matrix is an analytical tool that helps managers to devise their product and market growth strategies. It consists of four growth strategies namely- Market penetration, Market Development under new and followent and markets AND Product tuition, Diversification under new and existing products.2DiversificationIt refers to the high risk growth strategy that involves a business marketing new products in new markets. Parent companies can benefit from having a presence in a range of products and markets in different regions of the world.6Market Penetration-Tata could continue with the same strategy that it had adopted for the UK for the rest of world. The estate, coupe and open saloon models of Jaguar and the Freelander and Range Rover sport of Land Rover selling in the existing markets UK can help them to gain lettuce and increase in sales in other markets due to the reputation of the brands. For the new models that are planned to launch, promoting and advertising can be a good choice for the firms to maintain their position in the market and to attract more consumers and build customer loyalty. Tata Indica and other commercial vehicles like Tata Ace are examples of Tatas market penetration strategy that exist in the existing markets and are still earning them great kale.Product Development-Tata Motors are launching the smallest car the famed Tata Nano in the Indian markets which is a new product by the firm and launched in existing markets of India and other countries where Tata Motors operate. This car can be useful for the firm as they can easily generate profits through this product as well as their brand name. Also, the firm can compete with other businesses in the same market with the help of these products. Tata Starbus and Tata Xover are other new products that have been launched by Tata Motors in India and other existing markets of Tata Motors.Diversif ication-The new products planned by Tata Motors through the Jaguar and Land Rover brands can be categorized in diversification. The company plans of manufacturing hybrid, electric and bio-fuels based and environmental friendly cars with the help of latest technology through both of these brands which can be useful in boosting the brand image of the firm. Also, in that location may be an increase in the profits of the firm as the hybrid cars are tell to be the future of railway carmobiles in order to save the earth from pollution. These new products launched in the new markets of India and others can be termed as diversified strategy of the firm. Tata Nano can likewise be included in this strategy as it is to a fault a new product and is planned to be launched into new markets of African and Asian countries. Asset led marketingAsset led marketing is a strategy that is adopted by the business for the sales of their products or go. Here, the firm uses its impalpable assets for int roducing a new product in the market. Tata Motors is a well-established and well-known firm and a part of the parent company Tata and Sons. Thus, in order to launch its products or services in the market and start off with immediate sales and profits, Tatas can use this which may even be applicable for launching the two automobile brands. Tata Motors have been in the news for preceding(a) several months due to the launch of the worlds cheapest car in India- Tata Nano manufactured by their own company. Simultaneously launching two brands can help Tatas in gaining a lot of customer attention and thus a larger customer base. The well established and high-class brands with the giant prestigiousness of Tata Motors can help the firms in garnering huge amounts of profits and gaining control over their competitors.Evaluation The biggest advantage of this acquisition is that the firm might put through an increase in sales of the cars due to both firms worldwide luxury brand reputation an d also due to the services and quality provided by the cars.But at the same judgment of conviction, the number of competitors in the booming automobile market of India has increased and finding their way let verboten to satisfy the customers with different marketing strategies can be rattling costly for the firm.Tata Motors can implement various strategies such as advertising and also, various schemes can be used which guarantee consumer delight and can also prove to be a part of customer attraction. These strategies can prove to be useful in boosting the brand image and the sales of the company as well.Short- term problems faced by the firm may be the recovering of the costs that has been put into the acquisition and the launch of Jaguar and Land Rover cars. The high manufacturing costs of Tata Motors, Jaguar and Land Rover might prove to be another reason for the losses in the accounts of the Tata Motors. The long-term problems can be an increase in competition as the Indian automobile market is developing at a rapid rate. If the company suffers losses, then there might be the need for job redundancies, thus leading to worker de-motivation.ConclusionTo conclude, the acquisition of Jaguar and Land Rover brands may be godforsaken due to the global slowdown and Tata Motors with its brand name and established presence in India can succeed in the long run.Tata Group, a huge multinational giant worldwide can capitalize through cross-subsidization. I think that by promoting the products and launching it along with Tata Nano will be useful as each can be a backup for the other in the future. The workforce can be move through good learning perplex as they may have access to the technology used in manufacturing these aid cars but at the same time, if the products fail to create a mark on customers, the workers may feel insecure as job redundancies may be adopted by Tata Motors to struggle with their own financial portfolio.Bibliography-1. http//uk.reuters.co m/article/idUKTRE55R0LK20090628?pageNumber=2virtualBrandChannel=02. http//www.autoblogs.in/2009/06/tata-jaguar-land-rover-launch-india.html3. http//free-sms-mms.blogspot.com/2009/06/tata-jaguar-land-rover-launched-in.html4. http//www.zeenews.com/news542730.html5. http//sify.com/finance/fullstory.php?id=147906926. http//www.businessworld.in/index.php/In-The-News/Rough-Roads-Ahead.html7. http//business.outloo mannequinia.com/inner.aspx?articleid=1225subcatgid=611editionid=36catgid=448. http//www.tata.in/media/reports/inside.aspx?artid=r8CuZiHSZ2o=9. http//money.rediff.com/companies/tata-motors-ltd/10510008/profit-and-loss10. http//www.moneycontrol.com/financials/tatamotors/profit-loss/TM0311. http//www.moneycontrol.com/financials/tatamotors/balance-sheet/TM0312. http//www.moneycontrol.com/financials/tatamotors/ratios/TM0313. http//en.wikipedia.org/wiki/Tata_MotorsAppendix-SWOTStrengths- Jaguar and Land Rover have a respected brand image in the global markets for their luxurious cars. A good move for Tata Motors to enter the luxury market. A global visibility for the owner of the company as a sprawling conglomerate. Benefits from component sourcing, design services and low cost engineering. A good learning experience for the workers.Weaknesses- Both brands have a vast and a different product portfolio. Unavailability of premium auto parts at the Indian auto parts suppliers and thus, the need to import. Diminished corporate image of the brands due to massive losses in the past few yrs. De-motivation of workers due to redundancies and job cutsOpportunities- Opportunity for the Indian customers to have near access for driving premium cars. India is a developing automobile market and thus, a useful step for the long term. Simultaneous launch of the Tata Nano and other models can generate higher profits and develop their control on both the top(prenominal) and the lower and middle class market. Range of products with different prices helps them to diversify. Reinfor cement of globalization.Threats- Negative impact on the car sales of the brands due to economic meltdown and global recession. Lead to value-destruction due to lack of synergies and high-cost operations. Prohibition of establishing a stronger market base and increasing sales due to the number of rivals such as Audi, Mercedes, Porsche, BMW, Lamborghini. Increase in fuel prices. Shifting brand loyalty due to change in ownershipAnsoff Matrix-Existing productNew productExisting marketMarket penetrationThis strategy mainly applies for those businesses that focus on selling existing products in the existing markets. It is a low- risk strategy and helps to increase the market allocate of its current products.7Product developmentThis strategy involves businesses aiming to sell new products in existing markets. This strategy is also a reason for acquiring another company as the costs of starting another company can be saved and different types of customers can be catered. This strategy is a lso useful for businesses apply brand expansion strategies.8New marketMarket DevelopmentThis method serves for those businesses that apply the strategy of selling existing products into newer markets.9 Such techniques are used by businesses that plan to expand their business and attain higher customer base.DiversificationIt refers to the high risk growth strategy that involves a business marketing new products in new markets. Parent companies can benefit from having a presence in a range of products and markets in different regions of the world.10MUMBAI (Reuters) Tata Motors (TAMO.BO), Indias largest vehicles maker, on Sunday denote the launch in India of Jaguar and Land Rover vehicles, the marquee brands it bought from crossroad Motors (F.N) last year.Saying it was a momentous occasion for the company, chairman Ratan Tata give tongue to, This is in keeping with our desire to extend the penetration of the brands in India.The automobile firm, which controls about 60 percent of t he worlds fifth-biggest truck and bus market, will soon also be rolling out the Nano, billed as the worlds cheapest car.Jaguar is launching the XF amd XK range of luxury coupes and convertibles in India starting at a price tag of 6.3 one million million rupees (79,000 pounds) and going up to 9 million rupees.Land Rover will initially be launching three vehicles including the Range Rover Sport and Land Rover Discovery 3, with prices also starting at 6.3 million rupees but going beyond 9 million.The luxury car market in India is very small, but there is a huge opportunity there. It is growing fast and we expect it to grow fast over the next 5 to 10 years, tell David Smith, chief executive of Jaguar Land Rover.India is an important part of our plans for the future, said Mike Driscoll, managing director of Jaguar.The luxury car segment in India is less than 1 percent of the total car market there.ContinuedOn Friday Tata Motors posted its stolon loss in eight years at $520 million (31 5 million pounds) for the year to March 2009, with its Jaguar Land Rover unit reporting a loss of 306 million pounds in the 10 months of the fiscal year to March 2009, as a brutal global recession crippled car sales.On the issue of loan guarantees for JLR, Tata said, we are in discussions with the U.K. government on the loan guarantees and hopefully we will find a solution for it and our funding plan for JLR will progress.The company is seeking guarantees for the 340 million pounds loan sanctioned by the European enthronisation Bank and other loans from U.K.-based commercial banks. It is seeking these funds to develop new and more fuel efficient cars for improving its competitive position.Sustaining the downturn is important for us and finding a solution (for the loan guarantees) is extremely important to us, Tata said.He also said that if there was a large financial package from the U.K. government for Jaguar and Land Rover then, there should be commensurate level of showation from them, which had to be negotiated and worked out.An ill-fated, two decade-old strategy is about to end. When Ford hands over the keys to Jaguar and Land Rover (J-LR), it will end its troubled journey with the high-performance premium car brands, which have failed to pull in expected profits despite large investments.Tata Motors is expected to finalise a deal for the two companies for save over $2 billion. However, recent reports indicate that the price might be higher than previously thought. Tata Motors is said to be looking for financing worth $3 billion to fund the deal. The Financial Times reports that Tata Motorss advisors on the J-LR deal, JP Morgan and Citigroup, have authoritative instructions to arrange for funding from banks.What worries investors is that Tata Motors may be stretching itself. This is a critical year for the company. In January, Tata Motors introduced its ultra-cheap car Nano to heavy national and global interest. It simultaneously launched a new p latform for the Indica, its best selling passenger car. Later this year, it will also launch the World Truck, a project that has been under development with South Korean subsidiary, Tata Daewoo.Investors have not taken this deal positively as it will put a lot of insistency on Tata Motors passing leveraged balance sheet, says Aniket Mhatre, an analyst with financial services firm, Prabhudas Lilladher. Also, the Nano wont be profitable for at least the first two-three years. The combined effect is expected to put pressure on Tata Motors margins and profitability.In January, shortly after Tata Motors was made the preferred bidder for J-LR, credit rating firm Crisil downgraded the companys long-term debt ratings to a negative watch. It said that the deal would be challenging for Tata Motors as a significant portion of combined revenues would come from two newly acquired companies where Tata Motors had yet to build and demonstrate capabilities. The companys stock has dropped 7.9 per c ent to Rs 702.65 per share on the year to date.Future StrategyWhat happens next depends on how well Tata Motors can handle the acquisition and service the considerable debt it will assume.The group is known to retain the services of the current management team after taking over companies. This is exactly what happened when Tata acquired Spanish bus makers Hispano Carrocera and South Korean truck makers Daewoo moneymaking(prenominal) Vehicles. Tata executives have likely already approached Jaguars top management team to secure their services beyond the acquisition.The Tata Groups reasoning is that it avoids the hassle of new managers having to learn the ropes. Employee morale also stays high as workers stick with bosses they trust. Still, some Tata Motors executives will definitely be sent to the UK to combine the finance and business operations of the two companies.Tata has also promised it will not tamper with Jaguar and Land Rovers business plans, made by Ford up to 2011-12. Thi s means that no employee will be open fire and no plant shut down, even if these are a financial burden.Scheduled roll-outs for Jaguar and Land Rover are also likely to drip on. Ford has plans of launching a number of new models for the J-LR combine, says Mhatre. These are expected to do very well in their respective markets. It could provide the oft requisite boost to Jaguars profitability in particular.Ford has also secured components from suppliers over the medium term. Tata Motors will enjoy this benefit as it will buy it time to integrate J-LR operations into its own extensive community of lower-cost suppliers, which include around 20 auto design studios, steel units and various component makers.Chairman Ratan Tata also assures that Jaguar and Land Rover will not be re-badged as Tata vehicles. Jaguar dealers were disappointed when they realised that the once-legendary British brands would now be owned out of India. For the European market, Tata Motors has a truck-manufactur er image, says Mhatre. Consumers may consider shifting their brand loyalty to competitors in such a scenario.That is why Tatas decision to not tamper with Jaguar and Land Rovers character will be important. It is also consistent with moves from past acquisitions. Trucks sold in Daewoos native South Korea do not bear the Tata badge. That attribute only appears on vehicles where the Tata brand is more well-known than Daewoo, such as markets like South Asia or Africa.BRAND POWER Jaguar and Land Rover will not be re-badged as Tata vehiclesWhat Tata GainsThe most obvious benefit for Tata Motors is the technology it will now have access to. Both Jaguar and Land Rover use advanced technology and design and production techniques to churn out their vehicles. These include the use of lighter materials such as aluminium as well as considerably more advanced engine and transmission technologies. Land Rovers SUV technology in particular could be useful for the Tatas current products in the segm ent, says Yezdi Nagporewalla, National persistence Director (industrial markets) at KPMG.Then theres green tech. At the ongoing Geneva Motor Show, Tata Group Chairman Ratan Tata said that he was interested in producing green cars. We are very keen and are looking at working on vehicles that run on biofuels, electric vehicles and hybrid fuels, he told journalists. Land Rover already has one hybrid concept the LRX and says it would invest 700 million in the development of sustainable technology over the next five years.Finally, and mayhap most importantly, the two brands will give Tata Motors a foothold in the luxury space. This means that the company will have a readymade offering in every car segment from ultra-cheap (the Nano) to utilitarian (the Indica) to commercial vehicles (Ace, World Truck) to SUVs (Sumo, Safari and Land Rovers) and, finally, to premium, high-performance cars (Jaguar).The fact that it can literally buy premium brands off the shelf means that it wont have to invest its own time and money to catch up with high-end technology. This is exactly what has put car makers such as Honda or Toyota at a disadvantage in the premium segment in markets such as the US.For the moment, it is unclear whether Tatas gamble will work. $2 billion is a lot of money and, if the analysts are right, Tata Motors may not be in the best position to make it all back. Still, the Tata group is arguably one of the most professionally managed corporate houses in the country, if anyone can pull it off, they can.Bibliography- http//www.businessworld.in/index.php/In-The-News/Rough-Roads-Ahead.html3. Tatas to launch Jaguar, Land Rover on June 28Last updated on June 18, 20091023 ISTIndias Images apportioning with luxury brands takes a new turn on June 28,when Tata Motors Get Quote unfurls its marquee brands, the Jaguar and Land Rover Images , in its home market.The cars will be launched just weeks before Indias first global brand, the ultra-cheap Nano Images , hits the road in July.Tata Motors acquired the luxury vehicles from Ford Images Motor Co for $2.3 billion in March last year. This is the first time globally that Jaguar and Land Rover will debut together.After Mumbai Images , the imported cars will drive to Ludhiana and Bengaluru Images .The Jaguar will roll out five models including the XJ, XX, and XF. Two models of the Land Rover will available. Tata Motors declined to reveal the first year sales targets for its new offerings. But a senior Tata manager said they will be number a few hundreds.In the United Kingdom, the Jaguar largely sells four models Estate, saloon, open-top and coupe. The hot selling Land Rover brands foreign are the Range Rover Images , Defender, Discovery and Freelander.JLR will be the first luxury cars from the $83 billion Tata conglomerate although they had a joint venture with Mercedes Images most a decade ago. While the Jaguar gives Tata Motors a toehold in Indias premium car segment, the Land Rover co mpletes its SUV range which includes the Sumo.The JLR launch comes at a time when Indias luxury car market has belied the downturn. Global brands like the Rolls Royce, BMW Images , Audi, Porsche, Lamborghini, Maybach and the Bentley have made India their coveted destination in the last couple of years.Last year, Mercedes announced that it will invest Rs 250 crore (Rs 2.5 billion) to set up its first fully-owned production facility in India. Its first plant in Pune was leased from Tata Motors.Even as compact cars constipate Indian roads and drive over two-thirds of the 1.5 million auto market, the high margin luxury cars are a status symbol amongst Indias rich. Ludhiana, for instance, is the Mecca of luxury cars, auto makers say. India now has its very own luxury brands.Tatas Takeover of Jaguar and Land Rover Bumpy Road or Smooth Ride?Published April 03, 2008 in India emailprotectedWill the acquisition of Land Rover and Jaguar be a smooth ride for Tata Motors? That is the question that many observers have been asking since the Tata Group and Ford announced their $2.3 billion deal at the end of March. The takeover has been greeted with jubilation, especially in India, because of the prestige of these marquee brands. On the other hand, skeptics have also been question how this acquisition fits in with the Tata Groups overall strategy. What can the Tatas do differently than Ford to ensure that the acquisition pays off? What major challenges will Tata Motors face in integrating and marketing? To help make sense of these issues, India emailprotected spoke withJohn Paul MacDuffie, Wharton management professor and co-director of theInternational Motor Vehicle Program, andHarbir Singh, Wharton management professor and co-director of theMack Center for Technology Innovation.An change transcript of the discussion followsemailprotectedLets start with the question that is on everyones mind. Does this deal make economic sense?MacDuffie Its a very fascinating deal. Its clearly not a deal that is trying to build economies of scale in just one business and just reach into new markets. Its quite a differently motivated deal. For Tata its not the first time that theyve reached for a brand with some prestige value as part of expanding their global visibility. So I think viewed as an acquisition that they intend to learn a great deal from, it could very well make sense.The exposure that the Tatas will have to the high end of the auto business, which they know very well at the domestic end, and to the managing of this very prestigious brand I think could offer a lot of learning opportunities.emailprotectedHarbir, just to follow up on the same issue, the Tatas have the Indica, and they also recently launched the Tata Nano, the famous one lakh rupee car, or the $2,500 car. Do brands like the Jaguar and Land Rover really fit in with that overall portfolio? Whats your sense of the fit?Singh My sense is that the Tatas are trying to expand their portfolio in g eneral and they are trying to offer various brands. I dont think its a question of the customer viewing Nano, and Jaguar and Land Rover as all offerings of the same company. Its much more a question of like Louis Moet Hennessy having a set of brands and really doing the best you can for Land Rover and the best you can for Jaguar.In equipment casualty of the economic sense of the transaction, I think another way of looking at it is Whats the replacement value of those brands, right? And clearly whatever price they pay is much lower than the replacement value. So the real challenge here for them is to make sure that they can enhance Jaguar in its own footing and enhance Land Rover in its own terms.emailprotectedJohn Paul, do you agree?MacDuffie Yes. Ford of course sold the companies because the company is in deep financial distress and really needed cash now. There can be a dispute, I guess, about whether the price is too high or too low, but the Tatas certainly paid substantially l ess than Ford did for those brands. And by all counts Land Rover is profitable and Jaguar has made a strong comeback based on building capabilities, improving quality, they have some interesting new products in the pipelines, so I do agree.emailprotectedDid the Tatas did get a bargain, or did they overpay because this was a higher price than the market expected?MacDuffie Its always very tough to know exactly and theres always this kind of guessing at the time. I think that Ford was certainly counting on increasing the volumes of these brands probably particularly Jaguar to a much higher level. And so at a certain point their efforts to greatly expand the volume, I think, probably hurt them somewhat. They were introducing lower priced Jaguars that a lot of people didnt feel represent that brand very well. They were trying to leverage their own Ford design parts from other models. I actually think managing it as a prestige brand from the base that Ford established should work well for the Tatas.That appears to be their pattern with their acquisitions that they by and large allow the management to keep doing what it is doing and, as I said, look for opportunities to learn from these foreign acquisitions.emailprotectedSome critics have been saying that for the Tatas this was a deal motivated more by the desire to acquire marquee or iconic brands, almost like former colonials acquiring the trappings of the former empire. Does that criticism make sense?MacDuffie Who knows about that motivation? Theres certainly a kind of interest, I think, in the whole deal that comes partly from such associations. One of the other Tata deals thats gotten some attention is the acquisition of Tetley Tea, another British brand, and also of British Steel, the remains of British Steel. And so clearly investing in Britain has worked well for Indian companies.There were competing buyers, mostly private equity sometimes in compact with other auto companies. And both the unions and the suppliers of Jaguar and Land Rover very much prefer Tata. I suspect not because theyre an Indian company but because of their track record in the way theyve managed acquisitions. They by and large have not done wide-scale layoffs, they have not done lots of consolidation theyve centre on leveraging the strengths and the capabilities they have acquired.Singh I agree with everything John Paul is saying. My comment is that its important for the Tatas not to get distracted by the nationalism and those kinds of things, which are all inevitable and natural. And I think its good, the pride is well-placed. You know the pride in Tatas by Indian investors and others is well placed. But fundamentally, this transaction has to perform because its a large transaction. I think there is a very good chance of performing. But I think it important for them to not get wrap up in the overlay of national pride and British colonialism and all those things.emailprotectedFord really had a tough time duri ng the many years that it owned these brands. What could the Tatas do differently to make sure that the acquisitions pay off?Singh Its correct that Ford struggled quite a bit with these transactions. One of the issues that John Paul mentioned earlier was that Ford is in financial trouble. So if you were to think about Tatas approach to all of this, they could get a good price because its a distress sale.I mentioned market replacement value and there is a good chance that the $2.3 billion is well below replacement value because Ford bought Jaguar for a equivalent reason. They wanted that luxury nameplate. And Land Rover also is a high-end nameplate. But we can also ask that based on these multiple bidders present, that what we will get is kind of almost an auction-like value, right? Except that it will, given that the bidders are all well-informed and they have had access to the books this is a private transaction, its not a taproom

An Investigation of Wachovia :: essays research papers fc

An Investigation of Wachovia Table of Contents1.Background1.1Company History11.2Driving imbibe..........11.3Location..........11.4Quick Summary of1.4.1Employees..11.4.2Revenues Growth21.4.3Income Growth21.5Website.22.Products/ serve2.1 Major Categories of Products/service..22.2 Target Marker.32.3 Important Characteristics of Wachovia..42.4 Differentiation from Competitors42.5 grocery store Share52.6 New & Upcoming Features.53.Market Analysis3.1 Industry Characteristics63.2 Current State of Technology63.3 Competitive Analysis...73.4 Social/Legal/Ethical Issues..94. monetary Information4.1Ownership Structure124.2Income Statement & Balance Sheet Analysis.124.3Trend for4.3.1Share Price134.3.2Investment slaying..145.Recommendations5.1Current Technology & Improvements5.1.1Strategic Management.145.1.2Products & Service Offerings.155.1.3Customer Relations.165.1.4Human Resources175.1.5Marketing & gross sales..185.1.6Accounting and Finance.195.1.7Distribution of Money195.1.8Alliances & Par tnerships201.1Company HistoryWachovia was formed in 2001 by the merger of Wachovia jackpot and First Union fellowship. Wachovia National Bank was formed in Winston, North Carolina in 1879. The name Wachovia came from the Latin name for the German word Wachau. In the mid(prenominal) eighteenth century Moravian settlers gave the name Wachau to a tract of land in North Carolina because it resembled a piece of land along the Danube River called Der Wachau.First Union Corporation was formed in the early Twentieth century funded by a $100,000 stock issue. The troupes first headquarters were in a hotel in Charlotte, North Carolina. The company later merged with First National Bank of Ashville to form First Union National Bank of North Carolina.1.2Driving ForceThe current Chief Executive Officer of Wachovia is Ken Thompson. Thompson has been with the company since 1976 and previously held the CEO position at First Union Corporation. Wachovia is the fourth largest holding company in the U. S. and is the third largest full-service brokerage based on assets.1.3LocationWachovia headquarters is located in Charlotte, North Carolina, but the company has operations internationally. The company operates 3,900 financial centers and retail brokerage offices in forty-nine states and around the globe.1.4.1 EmployeesWachovia has 95,000 employees world wide. Of those ninety-five thousand, there are ten thousand-five hundred registered financial service representatives. 1.4.2 Revenues GrowthIn 2003 Wachovia had revenues of 24.4 billion dollars compare to 23.51 billion dollars in 2002. The increase in 2003 was the third nonparallel year that Wachovia has seen year-end revenue growth. Currently, Wachovia has experienced fifteen percent revenue growth in the first two quarters of 2004 and an eleven percent decrease in revenues in the third quarter.1.4.3 Income GrowthWachovia has seen income growth for nine consecutive quarters dating back to the second quarter of 2002 when compared to prior year income. Net Income in 2003 was 4.2 billion dollars compared with 3.6 and 1.6 billion dollars in 2002 and 2001.1.5 WebsiteThe Wachovia corporate website is www.wachovia.com 2.1 Major Categories of Products/ServicesWachovia Corporation is one of the nations largest providers of financial services to retail, brokerage, and corporate customers.

Active Euthanasia :: Free Euthanasia Essay

Active Euthanasia Active euthanasia is the act of starting of a animateness soulfulness in attempts to stop the torture on someones behalf. Active euthanasia should remain illegal because of the immorality of the acts. In looking at the definition, that will be bounteous to prove that active euthanasia should not be accepted in our society. In the first part of the definition, active euthanasia is the killing of a living person.Despite any circumstances, a living person has the rights to heart, liberty, and the pursuit ofhappiness. By taking away the life of a living person, it takes away from the natural rights bestowed upon us by being American citizens living under the Declaration of Independence. If ones life is taken away from them, then they no longer have that right to life and have therefore their rights to liberty and the pursuit of happiness no longer exist either. The act of causing death to someone with the full in tent to kill them is murder, no matter what the reason. God gave us the right to life and a person should not be able to decide if a persons life is cost living because this right was bestowed upon us as a privilegeand it should be take with the greatest of gratitude and should not be thrown away light heartedly. If a person chooses that active euthanasia be used to take away their own life, then this person is engaging in suicide which is already seen as a crime, and it is looked down upon in our society. If people were able to just deem themselves unworthy to live in our societyand find their lives meaningless, then we as a society should help them feel more important and loved then to use the alternative of just killing the person. Arthur J. Dyke says this best whenhe discusses suffering as a normal part of the cycle of birth and death. Suffering people need the support of others suffering people should not be boost to commit suicide by their

PULLMAN Essay -- essays research papers

The Town of Pullman Success or Failure? The invention of the railroad was probably the to the highest degree important occurrence in the nineteenth century. The United States became a unified front and interstate travel become safe, cheap and efficient. Industries related to the railroad began to prosper, furnish much of the American economy. Entrepreneurs quickly began to take advantage of this boom and thus American Big Business was born. George Pullman was one of the many prominent tycoons of this Railroad period. Through the use of his talented ingenuity and high organizational skills, he acquired a vast fortune and immense power. George Pullman is most notably credited for the asylum of the Pullman Sleeping Car. Its invention enhanced the pleasure of railroad travel by making it more comfortable, clean and exciting. As George Pullmans invention gained quick creation approval, his caller-up began to expand at an enormous rate. This presented a great deal of problems to Pul lman. The company wanted to increase efficiency and economy in servicing and providing cars by spreading facilities. He Pullman wanted several hundred acres adjacent to railroad and water transportation. In 1868, Pullman decided on the Calumet region in southern Chicago. Pullman selected the Calumet region because it offered cheap land, low taxes, and excellent transportation. Few people knew his second and main intention was to build a model township adjacent to the new factory, which he hoped would improve his business enterprise. Pullman was deeply troubled by the social problems of the mid- nineteenth century. He believed that they were the root of the labor unrest his company was experiencing. The period showed a dramatic intensification in the numbers of the urban poor, as people with little capital and few useful skills came to the cities in search for employment. lifespan conditions were terrible and congestion, dirt, and poor sanitation were held responsible for diseases. Crime, prostitution and violence were blamed on poor housing while alcoholism became synonymous with the slum. Many attributed the scantiness and the poor living conditions of the working class to the lack of such virtues such as frugality, industriousness and temperateness. It was believed that the general solution to the problem of the workingman and his family was to elevate their character. Through Pullmans experience ... ...n social planning and happiness for the individual. A town is recognized for the individuals who live in it, not the business it seems to incorporate. Pullman had a disillusioned, egotistical regard for his workers. When asked intimately his intentions on building the model town, he commented Capital will not invest in sentiment, nor for sentimental considerations for the laboring class. But let it once be proved that enterprises of this kind are safe and profitable and we shall see great manufacturing corporations developing similar enterprises and thus a new era will be introduced in the history of labor. Pullman never seemed to grasp how a workingmans happiness must be fulfilled on a much deeper level than his upright physical settings. The leisurely enjoyment of oneself as well as an overall establishment of identity was the key. When Pullman planned his model town, it was a dream which he project for himself. A dream which would increase his wealth, improve his business and make him renowned. In his heart, he might have never intentionally wanted to socially plunder his work force it just so happened that the planning of the town did not take this into proper consideration.