The 10 basic tasks of the strategy execution process Assignment

The 10 basic tasks of the strategy execution process - Assignment Example Furthermore, a well-staffed organization thrives well in its undertakings. The recruiting department is supposed to balance such that it is composed of skilled, semi- skilled and unskilled workers. The leadership of HCZ should ensure that they specify the role of each employee in executing the plans for the welfare of the children. Therefore, ones the staff is employed, he or she should work towards achieving the set goals of the organization. However, the element of age should also be taken care of while hiring new employees; however, it is need not to be a discriminating factor (Syrett 87). The priority should go to the energetic and committed employees. In the staff organization, there should be specialization and division of labor. So that one can specialized where he or she is well conversant. Moreover, it will reduce boredom in the work of which will be for the benefit of the children. A strong leadership to HCZ will provide the sense of vision and direction so as to ensure the progress of the development of HCZ. Professional certification is important to the leaders of HCZ to equip them with the skills for the formulation of the strategy and their implementation. The leaders of HZC should not only give the sense of direction, but they should also have the children at heart. With such spirit, they can go an extra mile for the benefit of the vulnerable children instead of serving their interest. The leadership of HZC should embrace dialog and democratic leadership. The sharing of the ideas is important to the organization because leaders cannot learn alone, but they should also respect the opinions of those who work under them. The execution of the plans can never be possible without resources. The resources can be human resources and capital resources. The capital resources help in the daily running of the welfares of the organization. All the departments in HCZ should get funds to facilitate the

Sustainment of The Mini Cases of the Industry Essay Example for Free

Sustainment of The Mini Cases of the Industry Essay Introduction We live in an environment which changes often. In the business world, what is in demand today for an organization may not be a requirement for tomorrow. Smart managers know that organizations that succeed do so because they adjust to keep up with the changes that are taking place (Harmon, 2007). Change in business comes in many forms and affects companies in every industry. Business today is one of the dominant institutions in society. Businesses are established with the sole purpose to provide a product or service to a customer with the intent to make a profit. Once established, every company wants to improve the way it does business to produce things more efficiently and to make a greater profit. Every manager understands that achieving these goals are part of his or her job. For the business they must create a strategic vision for long term sustainability. By adopting sustainable practices, companies can gain a competitive edge, increase their market share, and boost shareholder value. This paper will identify as points of discussion the value chain and competitive forces in Porter’s model based on ‘The Mini-cases: 5 companies, 5 strategies, 5 transformations article and cases; and the affects did Information Technology have on the sustainability on those five organizations. Case Background 1. Identify the value chain and competitive forces in Porter’s model. Based on â€Å"The Mini-cases: 5 companies, 5 strategies, 5 transformations† article and cases. 2. What effect did IT have on the value chain and competitive forces of those organizations? 3. What are some of the changes to the value chain and competitive forces when an organization responds to sustainability? Value Chain Analysis Early as 1979, Michael Eugene Porter introduced the concept of the value chain analysis. A value chain analysis allows a firm to understand the parts of its operations that create value and those that do not (Ketchen Hult, 2007). Understanding these issues is very important because the firm earns above average returns only when the value it creates is greater than the costs incurred to create that value (Porter, 1985). The value chain is a template that a firm uses to understand their cost position and to identify the multiple means that might be used to facilitate implementation of a chosen business-level strategy (Alcancer, 2006). The value chain shows how a product moves from the raw material stage to the final customer. A firm value chain is segmented into primary and support activities. Primary activities involves with a product’s physical creation, its sale and distribution to buyers, and its service after the sale. The primary activities include five generic categories which are comprise in competition in any industry covering inbound logistics, operations, outbound logistics, marketing and sales and services (Porter, 1985). Support activities provide the assistance necessary for the primary activities to take place, which are firm infrastructure, human resource management, technology development, and procurement (Porter, 1985). Competitive Advantage Concept From the activities done in a business or in its supply chain, a firm has a competitive advantage when it implements a strategy competitors are unable to duplicate or find too costly to try to imitate (Barney Clark, 2007). As Michael Porter comments, â€Å"Strategic fit among many activities is fundamental not only to competitive advantage but also to the sustainability of that advantage. It is harder for a rival to match an array of interlocked activities than it is merely to imitate a particular sale-force approach, match a process technology, or replicate a set of product features. Positions built on systems of activities are far more sustainable than those built on individual activities† (Porter, 1996). An organization can be confident that its strategy has resulted in one or more useful competitive advantages only after competitors’ efforts to duplicate its strategy have ceased or failed. Mr. Porter makes the essential point that competitive advantages and the dif ferences they create in firm performance are often strongly related to the resources firms hold and how they are managed. Resources are the foundation for strategy, and unique bundles of resources generate competitive advantages that lead to wealth creation (Bush, Greene, Hart, 2001). Better Place Founded by Israeli entrepreneur Shai Agassi in 2007, Better Place developed a system where electric-car owners could drive their vehicles into a network of stations around Israel and replace the cars battery with a new one in about the same amount of time it takes to fill a gasoline tank on a regular car. The quick drop system was supposed to remove one of the main obstacles to the adoption of electric vehicles, namely the several hours it takes to recharge a flat battery (Pearson Stub, 2013). Better Place use information technology in the value chain model by outsourcing to companies that have integrated the electric car into its policies. Better Places business model was based on car owners paying a fee according to the number of miles they drive. The competitive force that influenced the Better Place Company was the demand for the electric car filling stations. It has also positioned itself to be the first to reap the benefits when battery pack recharging facilities and infrastruc ture are more universally accepted by having proof-of-concept in hand in leading-edge nations. Nike Senior managers of Nike understanding that disposing of waste in an environmentally-friendly manner is crucial to business sustainment implemented a zero waste policy. While looking into manufacturing, they found it took three shoes worth of material to produce just two- one pair of shoes (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). Previous statistics exhibited that the company was spending over $700 million a year on waste management. The organization could not sustain productivity and made waste management a main priority. From these actions evolved strategic long term goals to eliminate zero toxic materials, closing loop systems, and to sustain growth and stability. In order to deliver a value product and service to its customers and employees, Nike realizes that survival depended on creating a supply chain with several big companies like Dow, BSAF, and DuPont. The value of intangible resources, including knowledge allowed Nike to create capabilit ies to gain a competitive  advantage. Outsourcing played a major role in Nike competitive force. Nike understood that engaging in effective outsourcing increased their flexibility, mitigated risks, and reduce their capital investments. Outsourcing proved to be effective because Dow, BASF, and DuPont possessed the resources and capabilities required for Nike to achieve competitive superiority in all primary and support activities. Under the new design and productions methods, product waste was reduced by up to 67 percent, energy use was cut by 37 percent, and solvent use was slashed by 80 percent (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). Research suggest that few companies can afford to develop internally all the technologies that might lead to competitive advantage. By nurturing a smaller number of capabilities, a firm increases the probability of developing a competitive advantage because it does not become overextended and can fully concentrat e on those areas in which it can create value (Linder, 2003). Rio Tinto Rio Tinto a mining company with a large area of operation obtained what it calls a â€Å"social license to operate† which supported the organization’s plan to protect the environment and create economic opportunities. The local community was not acceptance of another project that will affect the environment. Over half of the island had already been demolished from farming; grazing and charcoal production. (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). After a decade of operation and a sense of urgency, the company decided to transform in the mining area. In order to gain acceptance of the community, management created a strategy to protect the environment and generate financial opportunities for the employees. The strategy served as a competitive force by building a positive relationship within the community by providing training, employment, protection of raw materials, financial resources, and establishing global polices. General Electric With energy, water usage, wastes, and carbon emission on the decline within most companies, General Electric realized that the growth in population would affect the companies’ sustainability. They say an opportunity to engage and help other companies create goals for sustainment. This was  chance for the company to utilize the value chain by providing their assistance and also making a profit. General Electric partnered up with other businesses to make the best decisions about which operation to support and which product to purchase for the future. They jump on the idea of energy conservation first within the company and its employees. Within the company, General Electric began engaging employees to see where energy savings could be found. That might be turning off the lights when a factory was idle, or even installing a switch so that lights could be turned off. They also created projects which involved installing LED lights on a factory floor, recycling water at a nuclear facility, and offering combined heat and power generation units at a plant in Australia (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). These efforts prove to be beneficial for sustainability by saving the company over $100 million dollars. Wal-Mart Wal-Mart, one of the top producing merchant in the world have been trying to progress in zero waste and producing products that will not harm the environment. The technology to concentrate liquid detergent has been available for more than a decade, but was little used due to lack of interest in commercialization. Partnering closely with its suppliers, Wal-Mart made the decision to offer only concentrated detergent, and leading manufacturers began transforming their facilities to accommodate this request, leaving less capacity for old-fashioned detergents with high water content. This encouraged other retailers to move toward selling only the concentrated version of liquid detergents. In 2005, Wal-Mart initiated a partnership with Unilever to dramatically reduce the packaging of its â€Å"all ®Ã¢â‚¬  detergent. Wal-Mart helped bring the product to market by promising equal or greater shelf space despite the smaller product size (Wal-Mart, 2007). This business decision enabled the companies to produce a more powerful detergent, reduce waste and in return use less plastic, cardboard and water. There was a positive impact on Wal-Mart for reducing waste which also affected the landfills (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). As this became the standard for manufacturing companies, Wal-Mart set the bar for their competitive manufactures. The competitive force gave Wal-Mart the leading edge to ensure customer  acceptance, promoting the benefits of concentrated detergent and adding value by its their environmental benefits. Conclusion Some researchers believe that by moving toward ecological sustainability, business firms gain a competitive advantage. The five organizations listed in the article ‘The Mini-cases: 5 companies, 5 strategies, 5 transformations article and cases† have embraced the idea of being proactive through partnership can confer a competitive advantage by saving money, attracting green customers, promoting innovation, and developing skills. While these organizations implemented strategies for sustainability, information technology affected the value chain and competitive forces by motivating firms to form partnerships as a way to effectively cope with the changes occurring in the market. Through information technology firms gain access to their partners’ other partners. Having access to multiple collaborations increases the likelihood that additional competitive advantages will be formed as the set of shared resources and capabilities expands (Olhager Rudberg, 2003). In turn, being able to develop new capabilities further stimulates product innovations that are so critical to strategic competitiveness in the global economy (Klienschmidt, Brentani, Salomo, 2007). Reference Alcancer, J. (2006), Location choices across the value chain: How activity and capability influence co-location, Management Science, 52, 1457-1471 Barney, J.B., and Clark, D.N. (2007) Resource based theory: Creating and sustaining competitive advantage, New York Oxford University Press Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). The Mini-cases: 5 companies, 5 strategies, 5 transformations. The Magazine MIT Sloan Management Review Special Report. Retrieved from http://files.meetup.com/1325336/MITSloan%20Mgmt%20Review%20The%20Biz%20of%20Sustainability.pdf Brush, C.G., Greene, P.G., Hart, M.M. (2001) From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base, Academy of Management Executive, 15(1) 64-78 Harmon, P. (2007) Business Process Change: A Guide for Business and BPM and Six Sigma Professional (2nd Ed) pg 31 Retrieved from http://site.ebrary.com.ezproxy.trident.edu:2048/lib/tourou/docDetail.action?docID=10201856lpg=31 Ketchen Jr., D.J. Hult, G. T. M. (2007) Bridging organization theory and supply chain management: The case of best value supply chains, Journal of Operations Management, 25: 573-580 Kleinschmidt, E.J., Brentani, U., Salomo, S. (2007), Programs: A resource-able base view, Journal of Production Innovation Management, 24; 419-441 Linder, J.C., Jarvenpaa, S., and Davenport, T.H. (2003) toward an innovation sourcing strategy, MIT Sloan Management Review, 44(4); 43-49 Olhager, J. Rudberg, M. (2003), Manufacturing Network and Supply Chains: An operations strategy perspective, Omega 31(1); 29-31 Pearson, D. Stub S. T. (2013) Wall Street Journal: Electric-Battery Venture Better Place to Liquidate Retrieved from http://search.proquest.com.ezproxy.trident.edu:2048/docview/1355407057 Porter, M.E. (1985) Competitive Advantage, New York Free Press 33-61 Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61-78. Retrieved from http://web.a.ebscohost.com.ezproxy.trident.edu:2048/ehost/pdfviewer/pdfviewer?sid=00ac6aff-4ae2-4658-a728-7ae17d8211a7%40sessionmgr4001vid=1hid=4101 Wal-Mart Archive (2007): Wal-Mart To Sell Only Concentrated Products In Liquid Laundry Detergent Category By May 2008 Retrieved from http://news.walmart.com/news-archive/2007/09/26/wal-mart-to-sell-only-concentrated-products-in-liquid-laundry-detergent-category-by-may-2008

The Andean Community of Nations

The Andean Community of Nations The Andean Community of Nations History The history of the Andean Community of Nations started on the 26th of May 1969, when Bolivia, Chile, Colombia, Ecuador and Peru signed the Cartagena Agreement. This was the launch of the Andean Integration process and was also known as the Andean Pact, (Andean Community of Nations, a brief history, par. 1). On February the 13th 1973, Venezuela joined the agreement and on the 30th of October 1976, and Chile withdraw itself out of de community. Also Venezuela withdraws itself out of de community. This happened in April 2006. All the bodies and institutions of the Andean Community of Nations as we know today were created in the first ten years of the organisation except for the Andean Council of Presidents. This was created in 1990 ( Andean Community of Nations, a brief history, par. 4). Objectives The Andean Community of Nations has six objectives: to promote the Member countries harmonious development throughout integration and economic and social cooperation to accomplish growth and to create employment to assist participation in terms of regional integration with the purpose of a creation of a Latin America common market to reduce the differences that exist between the member countries to consequently search for the improvement of the living conditions of the citizens living in the region of the Andean Community of Nations to improve the role of their member countries in the world and the international economy ( Andean Community of Nations, what are our objectives?). Tactics and actions Organisation and structure The Andean Community of Nations consists of 4 members: Bolivia, Colombia, Peru and Ecuador. The observer countries are Mexico and Panama. The Andean Community of Nations has thirteen bodies and institutions: Andean Council of Presidents The Council of Presidents is highest body of the organisation and is responsible for the making guidelines for the rest of the organisation Andean Council of Foreign Affairs This body is made up of all the foreign affairs ministers of the member countries and is responsible for making and carry out the foreign policy of the organisation Andean Community Commission The Commission is the main policy- making body of the Andean Community of Nations Andean Community General Secretariat The General Secretariat is the executive body of the organisation and has the responsibility of drawing decisions for the Council of Foreign Affairs Andean Community Court of Justice This Community is the legislative body of the organisation and is made up of four judges of the four member countries. They are responsible for ensuring that the laws of the Community are being applied appropriately. Andean Parliament The Andean Parliament is the body that represent the citizens of the member countries. Andean Development Corporation This Corporation is the financial institution of the organisation. They support the public and private sector of the member countries as well as the governments. Latin America Reserve fund The purpose of this Fund is to give financial assistance to the member countries by giving credits or loans and it also helps the member countries to harmonize their financial and monetary policies. Andean Business Advisory Council Andean Labour Advisory Council Andean Health Body Simon Rodriguez Convention Simon Bolivar University All the above mentioned bodies and institutions are part of the Andean Integration System (SAI). This system was designed to allow effective coordination between al the bodies and institutions in order to maximize the Andean integration. Introduction based on questions 1 -7 The purpose of this paper is to examine the role that e-government can play in Regional International Organizations in Central- en South America. First it is important what is meant by e-government. E-government is also known as electronic government, e-gov, digital government or online government. Technology, or e-government, is the way of exchanging information and services with citizens, businesses, organisations and other arms of government. E-government also entails the use of information technology to free movement of information to overcome the physical bounds of traditional paper and psychical bases systems, as well as the use of technology to enhance the access to and delivery of government services to benefit citizens, business partners and employees. E-government comprises activities that take place by digital processes over a computer network, usually the internet. These activities generally involve the electronic exchange of information to acquire or provide products or service, to place or receive orders, to provide or obtain information, or to complete financial transactions. Second it is important to examine what is meant by Regional Organizations in Central- en South America. Regional Organizations are international organizations which bring together countries occupying a certain region with shared needs and interest for the purpose of closer cooperation and or integration. According to the Yearbook of International organizations there are eight criteria for inclusion under the international organization: The aims must be genuinely international with the intention to cover at least three states Membership must be individual or collective participation, with full voting rights, and must be open to any individual or entity appropriately qualified in the organizations area of operations. Voting must be so that no national group can control the organization The constitution must provide for a formal structure giving members the right periodically to elect governing bodies and officers. Provision should be made for continuity of operations with a permanent headquarter Officers should not all be of the same nationality for more than a given period. There should be a substantial contribution to the budget from at least three states and there should be no attempt to make profit for distribution to members Those with an organic relationship with other organisation must show that it can exist independently and elect its own officials Evidence of current activities must be available Negative criteria are: size, politics, ideology, field of activity, geographical location of headquarters, nomenclature, is irrelevant deciding whether a set-up is an international organisation or not REFERENCES There are two ways of defining Central America. It is possible to define Central America as a region of the North American continent. Geopolitically spoken, it comprises seven countries Belize, Guatemala, El Salvador, Honduras, Nicaragua, Costa Rica and Panama. Mexico is often included. In Latin America and in Europe, the Americas are considered to be a continent and Central America is a region of that continent. The United Nations geoscheme defines the region as all states of North America south of the United States; conversely; the European Union excludes Belize and Mexico from its definition of the region. South America comprises the countries of Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador, Falkland Islands, French Guiana, Guyana, Paraguay, Peru, South Georgia and South Sandwich Islands, Suriname, Uruguay and Venezuela. Besides those countries are there also various islands, many of which belong to countries of the continent. Geopolitically, the islands states and overseas territories of the Caribbean are generally grouped as a part of sub region of North America. Third, it is important to know what the main Regional Organisations are in Central- and South America. The main Regional International Organisations are: Mercado Comun del Sur (MERCOSUR) The Andean Community of Nations The Union of South American Nations (Unasur/Unasul) The Organization of American States (OAS) Pan American Institute of Geography and History (PAIGH) Inter-American Drug Abuse Control Commission (CICAD) Organismo para la Proscripcion de las Armas Nucleares en la AmÃÆ'Â ©rica Latina y el Caribe (OPANAL) The Inter- American Development Bank Associacao Latino-Americana de Intergracao / Asociacion Latino-Americana de Intergracion (ALADI) Association of Caribbean States (ACS) Latin American Economic System (SELA) Latin American Centre for Development Administration (CLAD) Mercado Comun Del Sur and the Andean Community of Nations are two Regional International Organisations which have great influence in the region. The two organisations are the two main trading blocks and therefore the choice was made to examine them further in the rapport. Mercosur (Mercado Comun del Sur) Mercosur or Mercado Comun del Sur, is a trading bloc in South America. The trading bloc is the fourth-largest trading bloc in the world and the largest in South America. The bloc comprises Argentina, Brazil, Paraguay and Uruguay and was founded in 1991 by the treaty of Asuncion. In 1994 the treaty of Ouro Preto gave the organisation a wider international status and formalised a sustoms union. The organisations headquarters lies in the capital of Uruguay Montevideo. Mercosur has two official languages; Spanish and Portuguese. The rotation of the presidency of Mercosur between member states takes place every six months. The Mercosur institutions include among others: Common Market Council Common Market Group Commission of Commerce of Mercosur Parliament of Mercosur The parliament of Mercosur was inaugurated in December 2006. Initially, the parliament serves only as an advisory committee for the foreign ministers of the Mercosur member states. The four states that conform Mercosur find expression in their democratic, defending societies of the fundamental liberties, the human rights. They unite to fight against poverty and unite to bring economic development and legal security. The fundamental objective of the treaty of Asuncion is the integration of the four states parts, through the free movement of goods, capital, services and people among its member states, the establishment of a common external tariff and the adoption of a common commercial policy. The Mercosur countries count a population of more than 220 million people and have a collective output of $1.1 trillion, accounting for over 75 percent of South Americas GDP with $800 billion for Brazils count. Mercosur has 5 associated members; Bolivia, Chile, Colombia, Ecuador and Peru. The fact that they are associated members means that can join free-trade agreements but they remain outside the blocs customs union. There were moves to include Chile as full member, but these were suspended after Chile signed a free-trade deal with the United States in 2002. On the 4th of July 2006, Venezuela became the fifth full member of Mercosur. Venezuela, a leading oil and gas producer gave Mercosur greter economic clout, but it raised fairs that the controversial Venezuelan leader Hugo Chavez could use the group as a platform for his anti-US stance. Klonsky, J. (2007). Mercosur: South Americas Fractious Trade Bloc. Retrieved November 19, 2007, from Council on Foreign Relations Website: http://www.cfr.org/publication/12762/ Mercosur, Quienes Somos. Retrieved November 19, 2007, from Mercosurs official website. Website: http://www.mercosur.int/msweb/portal%20intermediario/es/index.htm BBC, Profile: Mercosur Common Market of the South. Retrieved November 19, 2007, from Internation Organisations Website: http://news.bbc.co.uk/1/hi/world/americas/5195834.stm

The Skeletal System Essay -- essays research papers

Chapter 7 I.Bone Structure A.  Ã‚  Ã‚  Ã‚  Ã‚  Bone Classification 1.  Ã‚  Ã‚  Ã‚  Ã‚  4 Classes – Long, Short, flat and irregular 2.  Ã‚  Ã‚  Ã‚  Ã‚  Example of a long bone- forearm and thigh bones. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Short Bones are shaped like cubes 4.  Ã‚  Ã‚  Ã‚  Ã‚  Ex. Of short bones are in wrists and ankle bones 5.  Ã‚  Ã‚  Ã‚  Ã‚  Flat bones are platelike structures 6.  Ã‚  Ã‚  Ã‚  Ã‚  Ex of Flat bones are platelike structures 7.  Ã‚  Ã‚  Ã‚  Ã‚  Irregular bones vary in size 8.  Ã‚  Ã‚  Ã‚  Ã‚  Irregular bones vary in size 9.  Ã‚  Ã‚  Ã‚  Ã‚  Examples of irregular bones are those of the vertebra and some facial bones 10.  Ã‚  Ã‚  Ã‚  Ã‚  Round bones are also called sesamoid bones i.  Ã‚  Ã‚  Ã‚  Ã‚  They are small and modular and embedded in tendons ii.  Ã‚  Ã‚  Ã‚  Ã‚  Example is the patella (kneecap) B.  Ã‚  Ã‚  Ã‚  Ã‚  Parts of a long bone 1.   Ã‚  Ã‚  Ã‚  Ã‚   An expanded end of a long bone is an epiphysis 2.  Ã‚  Ã‚  Ã‚  Ã‚  An epiphysis articulates with another bone 3.  Ã‚  Ã‚  Ã‚  Ã‚  Articular Cartilage is located on the epiphysis 4.  Ã‚  Ã‚  Ã‚  Ã‚  The shaft of a long bone is called a diaphysis 5.  Ã‚  Ã‚  Ã‚  Ã‚  Periosteum functions t form and repair bone tissue 6.  Ã‚  Ã‚  Ã‚  Ã‚  Periosteum is a tough, vascular, fibrous membrane covering the diaphysis of a bone 7.  Ã‚  Ã‚  Ã‚  Ã‚  Processes provide sites for attachment of tendons or ligaments 8.  Ã‚  Ã‚  Ã‚  Ã‚  The wall of the diaphysis is composed of compact bone 9.  Ã‚  Ã‚  Ã‚  Ã‚  Compact bone has no gaps 10.  Ã‚  Ã‚  Ã‚  Ã‚  Ephiphysis is composed of spongy bone 11.  Ã‚  Ã‚  Ã‚  Ã‚  Spongy bone consists of bony plates called trabeculae 12.  Ã‚  Ã‚  Ã‚  Ã‚  A bone is composed of spongy and compact bone 13.  Ã‚  Ã‚  Ã‚  Ã‚  A canal called the medullary cavity runs through the diaphysis 14.  Ã‚  Ã‚  Ã‚  Ã‚  The endosteum lines this cavity and spaces of the spongy bone 15.  Ã‚  Ã‚  Ã‚  Ã‚  Endosteum contains bone forming cells 16.  Ã‚  Ã‚  Ã‚  Ã‚  The tissue that fills the spaces of the bone is called marrow 17.  Ã‚  &nb... ...ome osteocytes 11.  Ã‚  Ã‚  Ã‚  Ã‚  Periosteum comes from cells of the primitive conncective tissue that persist outside of the developing bone. 12.  Ã‚  Ã‚  Ã‚  Ã‚  Compact bone is formed by osteoblasts on the inside of periosteum 13.  Ã‚  Ã‚  Ã‚  Ã‚  Intramembranous ossification is the process if replacing connective tissue to form an intramembranous bone. D.  Ã‚  Ã‚  Ã‚  Ã‚  Endochondral Bones 1.  Ã‚  Ã‚  Ã‚  Ã‚  Most of the bones are these types of bone 2.  Ã‚  Ã‚  Ã‚  Ã‚  They develop as masses of hyaline cartilage 3.  Ã‚  Ã‚  Ã‚  Ã‚  Eventually the cartilage decompses forming periosteum from connective tissue that encircles that developing structure 4.  Ã‚  Ã‚  Ã‚  Ã‚  Blood vessels and undifferentiated connective tissue cells invade the disintegrating tissue 5.  Ã‚  Ã‚  Ã‚  Ã‚  Some of these cells become osteoblasts 6.  Ã‚  Ã‚  Ã‚  Ã‚  Ostoeblasts form the spongy bone in the spaces previously housed by cartilage 7.  Ã‚  Ã‚  Ã‚  Ã‚  Endochondral ossification is the process of forming an endochondral bone by the replacement of hyaline cartilage.

Enzyme Catalase Labs

Varibles that affect Enzyme Catalysis Reaction Rates Introduction Molecules are constantly moving in our bodies and in nature. When molecules move fast enough they collide into one another, allowing chemical reactions to occur. Factors such as temperature and concentrations can either help increase or decrease these reactions. (Jubenville. ) Enzymes are known as catalyst because they are able to speed up reaction rates without being destroyed or altered. They are able to encourage chemical reactions by decreasing the energy of activation.The main function of enzyme catalase is to convert hydrogen peroxide (H2O2) in our bodies into oxygen and water. This can be visually seen when hydrogen peroxide is put on a wound and the peroxide bubbles. Enzymes can also be found in plant cells and fungi. (Huston. ) In this experiment we test the many variables that can change the rate of this reaction such as temperature, concentration levels of enzyme catalase and pH values. We are able to track these changes using an O2 Gas Sensor. (Enzymes. ) It is predicted that the rate of reaction will increase with temperature, pH levels and concentration. MethodsThree test tubes were each filled with 5 mL of 3% hydrogen peroxide and 5 mL of water. 10 drops of enzymes suspension was then added to the Naigene chamber for each observation. Test tubes one, two and three were added to the Naigene chamber respectively. The O2 Gas Sensor was placed on top of the Naigene chamber. The Naigene chamber was swirled for 60 seconds while the O2 Gas Sensor recorded the oxygen being released during the reaction. The results were recorded. To study the effects of enzyme concentration on rate of reaction, four test tubes were each filled with 5 mL of 3% hydrogen peroxide and 5 mL of water.For each test observation 5, 10, 15 and 20 drops of enzyme catalase were placed in the Naigene chamber. The four test tubes were then added respectively. The Naigene chamber was swirled for 60 seconds while the O2 Ga s Sensor recorded the oxygen being released during the reaction. To test the effect of temperature on reaction rate, three test tubes were each filled with 5 mL of 3% hydrogen peroxide and 5 mL of water. For each observation 10 drops of enzyme catalase was added to the Naigene chamber. Test tube one was placed in ice (temperature of 0-5 C). Test tube wo was placed in room temperature (20-25 C). Test tube three was placed in warm water (30-35 C). Each test tube was held in this environment for five minutes. The Naigene chamber was swirled for 60 seconds while the O2 Gas Sensor recorded the oxygen being released during the reaction. To measure the effect of pH on catalase activity, three test tubes were each filled with 5 mL of 3% hydrogen peroxide and 5 mL of the appropriate pH buffer. Test tube one was filled with 5 mL of pH 4. Test tube two was filled with 5 mL of pH 7. Test tube three was filled with 5 mL of pH 10.Ten drops of enzyme catalase was added to the Naigene chamber and t est tube one, two and three were added respectively. The O2 Gas Sensor was placed on top of the Naigene chamber and was swirled for 60 seconds. The O2 Gas Sensor then recorded the oxygen being released during the reaction. To measure the effect of different substrare concentrations on catalase reactions, three test tubes were used and labeled one, two and three. Test tube one was filled with 3 mL of 3% hydrogen peroxide and 7 mL of water. Test tube two was filled with 5 mL of 3% hydrogen peroxide and 5 mL of water.Test tube three was filled with 7 mL of 3% hydrogen peroxide and 3 mL of water. 10 drops of catalase suspension was placed in the Naigene bottle for each observation. Test tube one, two and three were then added to the Naigene chamber respectively. The O2 Gas Sensor was placed on top of the Naigene chamber and was swirled for 60 seconds. The O2 Gas Sensor then recorded the oxygen being released during the reaction. Results Figure 1 Test Tube Number| Rate of Initial Reactio n (m)| 1| 0. 085282| 2| 0. 074574| 3| 0. 09223| Figure 1: The average reaction rate of the enzyme concentration.Figure 2 Test Tube| Drops of enzyme suspension| Rate of Initial Reaction (m)| 1| 5| 0. 060459| 2| 10| 0. 071033| 3| 15| 0. 0966| 4| 20| 0. 15003| Figure 2: Changes in reaction rate due to the enzyme concentration. Figure 3 Test Tube| Temperature measured| Rate of Initial Reaction (m)| 1| 0-5 C| 0. 038694| 2| 20-25 C| 0. 084487| 3| 30-35 C| 0. 065194| Figure 3: Changes in reaction rate due to the effects of different temperatures. Figure 4 Test Tube| pH level| Rate of Initial Reaction (m)| 1| 4| 0. 013519| 2| 7| 0. 045141| 3| 10| 0. 049314|Figure 4: Changes in reaction rate due to the pH level of the solution. Figure 5 Test Tube| Amount of H2O2| Amount of H2O| Rate of Initial Reaction (m)| 1| 3| 7| 0. 027672| 2| 5| 5| 0. 09168| 3| 7| 3| 0. 1087| Figure 5: Changes in reaction rate due to different ratios of 3% hydrogen peroxide (H2O2) and water (H2O) In figure 1, we can see that the figures for each test were relatively the same. This is because the amount and type of chemicals used in each test were the same. Figure two shows the initial rate of reaction increasing as the amount of enzyme suspension increases.This evidence demonstrates that the enzyme suspension allowed the reaction to occur more rapidly. Figure 3 demonstrates how temperature can play a role in rate of reaction. Our figures show that showed that rate of reaction was at a peak when in medium temperatures. Various levels of pH also played a role in rate of reaction. Figure 4 demonstrates that the higher the pH level, the faster reaction rate was. Figure 5 demonstrates that different ratios of H2O2 and H2O can alter the rate of reaction. The higher amounts of H2O2 allowed higher reaction rates then the lower concentrated amounts.Discussion Enzymes are responsible for almost all chemical reactions that take place. They are made up of proteins and are considered biocatalysts. (Jubenville. ) Biocatalysts can be described as when enzymes are used as catalysts to cause chemical reactions. (Novasep. ) Enzymes are known as catalyst because they are able to speed up reaction rates without being destroyed or altered. They are able to encourage chemical reactions by decreasing the energy of activation. (Huston. ) Enzymes attract substrates to their surface allowing chemical reactions to occur.Every enzyme haves reactive sites which allow very specific chemical reactions. The shape of the reactive site on the enzyme and the shape of the reactive site on the substrate must completely match in order for them to attract to one another. (Jubenville. ) Enzyme catalase can be found in various places of our bodies and nature. The main function of enzyme catalase is to convert hydrogen peroxide (H2O2) in our bodies into oxygen and water. This can be visually seen when hydrogen peroxide is put on a wound and the peroxide bubbles. (Huston. ) It can also be found in nature in plants and fungi.These molecules are constantly moving. When moving fast enough they collide into one another, allowing chemical reactions to occur. Factors such as temperature and concentrations can either help decrease or increase these reactions. Concentration of enzyme catalase for example, plays a huge role of how much oxygen will be broken down. Concentrations of enzyme catalase can also increase chances of a chemical reaction occurring because there are more molecules available to do the job. The higher concentration of enzyme catalase used, the more oxygen will be released during reaction.The temperatures of the environment in which these reactions take place also play a crucial role on the reaction. Heat for example, speeds up the movement of molecules allowing more of a chance for them to collide and cause a chemical reaction. (Jubenville. ) pH factors also change reaction rates. pH stands for power of hydrogen and measures the concentration on hydrogen ions in a solution. (Hyperphy sics. ) The higher the concentration, the more hydrogen ions available to be broken down by enzymes. The more hydrogen or hydrogen eroxide in a solution, the more oxygen being released during the reaction. It was expected that reaction rates would increase with higher concentrations of H2O2, pH levels, temperatures and ratios. This was all proven true through our observations of our experiment.Works Cited â€Å"Biocatalysis: Definition of Biocatalysis in Novasep Glossary. † Biocatalysis: Definition of Biocatalysis in Novasep Glossary. Novasep, 2010. Web. 1 Oct. 2012. <http://www. novasep. com/misc/glossary. asp? defId=49>. (Novasep. ) â€Å"Enzymes. † Enzymes. Tuberose, n. d. Web. 27 Sept. 2012. <http://www. uberose. com/Enzymes. html>. (Enzymes. ) â€Å"Frequently Asked Questions A » Learn A » Houston Enzymes. † Frequently Asked Questions A » Learn A » Houston Enzymes. Huston Enzymes, 2010. Web. 1 Oct. 2012. <http://www. houston-enzymes. com/learn/faq. php>. (Huston. ) Jubenville, Robert B. , and Richard G. Thomas. General Biology Laboratory Manual. Third ed. Dubuque: Kendall/Hunt, 2008. Print. (Jubenville. ) â€Å"PH. † As a Measure of Acid and Base Properties. Hyperphysics, n. d. Web. 5 Oct. 2012. <http://hyperphysics. phy-astr. gsu. edu/hbase/chemical/ph. html>. (Hyperphysics. )

Advertising and Imagery: Big Mac Attack! Essay

The health dangers represented by excessive consumption of fast food such as that marketed by McDonald’s, though gaining increased recognition today, remain largely unknown or unacknowledged by a great many sectors of the American pubic. This is the premise which motivated the image pictured in Adbusters and subjected to discussion here. Entitled â€Å"Big Mac Attack,† the advertisement parody featured here uses dark humor rather than dry statistical information in order to drive home the point to fast food lovers and the general public that fast food leads to high cholesterol, high blood pressure and heart disease. The ad’s subject is a surgery room, which does not in any direct way seem to address the images associated with fast food. With an EKG monitor occupying the left hand foreground, the right-bound background shows a doctor and an assistant poring over an unseen heart patient. From the perspective of the viewer, the patient’s feet are visible, poking morbidly from the blanket covering the otherwise obscured body. The sharp right angle of the EKG monitor cuts in diagonally from off-screen, with the whole of the machine not totally visible. The bottom horizontal line forming the right angle serves to underline the lone print featured on the screen. The phrase ‘Big Mac Attack! ’ is featured here, as though a part of the EKG display. On the lower register of the vertical line in the right angle, a perpindicular line indicates the front edge of the thin bed frame. With almost perfect symmetry, the patient’s visible feet are angled outward and centered in this portion of the image. The two surgeons flanking him complete this symmetrical impression. Other shapes maintain the rigid consistency of the image, such as the chart dangling from the bed and the operating lamp hanging just above the patient. The lone point of distinction from this rigid angular orientation is in the distinguishing statement of value. This is the image of the so-called â€Å"Golden Arches,† which have been superimposed into the heart monitor read-out shown on the EGK machine. Here, the familiarity of the McDonald’s logo serves against the company’s image-management. Without depicting any of the themes such as fun, family and deliciousness that help it to sell its brand name, the ad invokes McDonald’s by using its household logo. This is sufficient to help clarify the purpose of the set of displayed images. Additionally, the farcical tone of the work becomes more apparent here. The faded and morose quality of the imagery here is interrupted only by the swooping image and its attendant colors. Indeed, the chromatic contrast here intended also plays a significant part in devising the impression to be drawn from the work. Specifically, the bleak blue, white and gray which haze over the patient and his physicians, sharply supplemented by the midnight blue and black hues of the EKG monitor, drive home a sense of impending doom. In the midst of this, the red and yellow elements of the ‘Golden Arches’ allow this part of the image to draw the focus of attention. This underscores the value of the work, which is driven by both its criticism of the product in question and its exploitation of the success which McDonald’s has enjoyed as a tremendously marketed brand icon. The composition is thusly conveyed, presenting the rather explicit statement that fast food can be deadly. Moreover, we are lead by the medium and approach to suggest that the authors of the ad parody also believe that McDonald’s advertising supremacy has been a direct contributing factor to the public health hazard represented by the public. This is, if nothing else, a small attempt recontextualize the brand image to meet public health rather than retail aims.