Political Philosophy and Medium-paragraph Length Answer Essay

Provide a medium-paragraph length answer to each question below (using full and complete sentences). The questions are about the readings listed on the syllabus for 2/19 and 2/26. 1. Identify and explain the two objections that Michael Sandel raises about Jeremy Bentham’s philosophy of Utilitarianism. 2. What are the three types of policies and laws that Michael Sandel identifies as being commonly rejected by libertarians? Briefly explain each type of policy, and explain why libertarians are philosophically opposed to them. 3. According to Mary Anne Warren (in â€Å"On the Moral and Legal Status of Abortion†), what are the five central criteria for moral personhood, and what are the implications of this criteria on the issue of whether or not the fetus has the right to life? 4. According to Don Marquis (in â€Å"Why Abortion Is Immoral†), what is the property that the fetus possesses which makes abortion an immoral act? Why does Marquis say that abortion is just as wrong as killing an innocent adult person? 5. Judith Jarvis Thomson (in â€Å"A Defense of Abortion†) makes an argument about the morality of abortion when the pregnancy is due to rape by creating a fictitious example about being hooked up to an unconscious violinist. What are the elements of her example that make it analogous to the situation of pregnancy due to rape? What is the conclusion she draws about the morality of abortion in this situation, and what is the basis for this conclusion? Submission Guidelines Include your name and the assignment name (Homework Assignment 1) in the text of the document Include your name and the assignment name (Homework Assignment 1) in the name of the file that you submit.

Notebook Analysis

Analysis of The Notebook Movie Clip Lindsey Scott ENG225 Allison Sansbury November 18, 2012 Analysis of The Notebook Movie Clip There are many people involved in making a movie possible. When everything is put together it seems as though it was just one simple camera shot. But looking closer and at a short clip of a movie shows a little light on how much was actually done to make it realistic. The first thing people notice and pay attention to are the actors. But who tells the actors where to stand, what to say, and what emotions to portray? Who adds that little bit of background music to bring out the anger, sadness, or love in a scene?When going through the â€Å"outtakes† of a movie it shows that there is someone responsible for putting just the right shots in the right place. There is more to a movie than just the actors and someone yelling â€Å"cut†. Watching a clip of the movie trailer for The Notebook brings all of these things to light. In the movie The Noteboo k the director is Nick Cassavetes. His role is to translate the screenwriter’s story so that the actors and crew can successfully play it out. It’s up to the director to turn the elements into film with words, images, and sound. This brings together an entertaining movie.Nick was able to take Nicholas Sparks book and bring the characters, emotions, and story to life. The way be brought together Nicholas Sparks’ vision and his own created an amazing movie. The production designer Sarah E. Knowles, was responsible for the overall look of a project. â€Å"They direct the art department and set builders to turn their imagination into reality. † (http://filmtvcareers. about. com/od/basics/p/CP_ProdDesigner. htm). In this clip the characters are outside a beautiful house. This setting is simply and an area that everyone can relate to.By not having them in some farfetched place Sarah kept the realistic feel to the couples argument. Art director Scott T. Ritenour over seed the artistic design of advertisements and print materials, as well as the filming of television commercials. He was the decision maker responsible for the finished product. â€Å"The art director chooses a photographer, an illustrator, models, and any props necessary for an ad. If a print ad comes back from the printer with an imperfection, the art director is responsible for retouching it. † (http://careers. stateuniversity. com/pages/115/Art-Director. tml#ixzz2CKahNlDp) This clip in particular is at night. The sky is dark with just the lighting of the porch light and driveway lights. Yet the lighting that the artists used allows us to be able to see the expressions on the characters faces. It sets a serious mood with the added emotion of trying to read each other’s faces in the dark. As the couple bickers back and forth they move along with the other to try and read their facial expressions. The clip ends with Noah driving away in his truck. As he is drivi ng down the driveway the only light is the path lights.This allows him to drive into the dark of the night and sets the thought of him being gone. As this is happening it shows Allie standing alone. The darkness of the night emphases Allie feeling alone and left behind as Noah drives away. Allie is from a wealthy family while Noah is quite poor. Throughout the movie you are constantly reminded about their social class standing by their appearance. In the clip of them breaking up, Allie of course is in a very nice and clean dress and jacket. Her hair is curled and her natural makeup gives her the innocent girl look. She continuously has matching earrings to her outfits.While Noah is in a flannel jacket, messy hair and using his work truck. Having Noah in lower class clothes while standing in front of Allie’s parents house shows the difference and why he would feel misplaced. Her family has already made it very clear that they are not ok with their relationship. Back in the 194 0’s (the time setting of the movie), it was not acceptable for a women from a wealthy family to court such a lower class man. We can see the struggle and heartache the two go through just to be together. Allis is always worried about what everyone else will think and what her parents want for her.Yet Noah is such a free spirit and just wants Allie to be happy. Showing Allie dressed so prim and proper whenever she is around anyone yet not caring if she is dirty, messy or dripping wet around Noah is a symbol of her love. It shows that she is so comfortable with him and truly does not care about the money or class statue. Noah tries to look his best when meeting her parents. By changing his appearance for Allie to try and make her feel more comfortable and have her relationship accepted by her family is such a kind gesture. Even though these costume changes are throughout the movie, it is

When You Shouldnt Go Global

Running head: VETTING GLOBALIZATION STRATEGIES When You Shouldn’t Go Global; Vetting Globalization Strategies Table of Contents Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Case Overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 SWOT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Situation Analysis†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 STAB Principles †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Christian Values †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦. 13 Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Executive Summary It has been argued that companies who have experienced some level of failure when trying their hand at cross-border ventures have simply attempted the leap under misguided information. It is argued that such failures are in direct result of inadequately vetting their globalization strategies. We offer an in depth discussion surrounding the globalization issue and the necessary strategies, followed by recommendations we believe could help reduce the prevalence of globalization failures. We open our discussion with a 2008 case study urging the company considering globalization to ask themselves a series of revealing questions. Providing real life examples, we go on to highlight several underlying pressures and challenges often associated with the process of globalization. An analysis of the strengths, weaknesses, opportunities and threats, often associated with a firm who is not prepared for globalization, is performed. The often intimidating global climate and several mixed assumptions surrounding globalization are discussed across a multitude of service industries. We continue by presenting three of Sun Tzu’s principles, as cited in The Art of Business, as we argue ways in which they are instrumental to any successful globalization venture, providing examples of firms who have historically and successfully applied the three principles. Several Christian values and how they are intertwined within the structural framework of a successfully globalized firm mentioned, noting the importance of a functional mission statement and several key characteristics to be explored before attempting the cross-border venture; ensuring global readiness. Finally, we offer several recommendations that we conclude are vital in addressing globalization preparedness, suggesting that with additional research, insight, and after fully vetting the related risks and rewards, the frequency of globalization failures would be significantly reduced. Case Overview Marcus Alexander and Harry Korine (2008), argue that many companies do not take the time to ensure that their globalization strategies were not â€Å"deeply misguided. † Believing that many of these failures could be avoided, Alexander and Korine (2008) recommend the company pondering globalization ask themselves three questions: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? Among the arguments made by Alexander and Korine is that which encompasses the pressures surrounding the globalization process. Alexander and Korine (2008), argue that companies going global in relation to various marketplace pressures are making serious mistakes, subsequently forced to undo their international investments, often involving the firing of senior management teams. Alexander and Korine (2002), offer up examples of failed strategies such as Dutch financial-services firm ABN Amro, Daimler-Chrysler, and AES – a U. S. based energy firm that despite operating in 29 countries on five continents, struggle to bring added value. The authors relate the struggles of deregulated industries to a â€Å"glocal† problem. That is to say that many â€Å"customer expectations, operating environments, and management practices of a globally standard service can vary greatly depending on location,† in example, citing the standardization of electricity flowing over power grids (Alexander & Korine, 2008, p. 107-109). Every industry has its own challenges with globalization. Issues within the service industry, such as Starbucks, for example, have been that profit margins are equivalent to about half of that which can be expected domestically. In the IT industry the protection of intellectual property rights has caused many companies to simply leave countries like India, while the failed integration of Daimler-Benz and Chrysler is a perfect example of a failed globalization strategy in the manufacturing industry (Alexander & Korine, 2008). In discussing some of the strategies that did work, such as GE, and Renault’s alliance with Nissan, Alexander and Korine caution against focusing on these success stories. Stating that that while many companies are planning rapid expansion, they are underestimating the management challenges. Their final point is that the landscape of players is very different than that of the global landscape of 30 years ago. Today’s successful global behemoths, according to Alexander and Korine (2008), are more diversified â€Å"both in type and international footprint. † Meaning, such companies possess a greater diversity in the types of subsidiaries they own and operating in more countries than ever before. SWOT Analysis – When you Shouldn’t Go Global Strengths Reduced financial, political, currency, and exchange risk- Foreign investment involves all of these risks. By refraining from foreign investment we avoid these risks. Simplicity of operations- Setting up and maintaining foreign investments complicate operations. Refraining from going global keeps operations more simple. Protection of intellectual property- It is very difficult to protect intellectual property in foreign countries. By keeping all activities domestic, one is adding a layer of protection to intellectual property rights. Weaknesses Loss of economies-of-scale and economies-of-scope- This according to Alexander and Korine is what is not being fully realized by going global, and therefore may not be that significant of an issue in many industries. Loss of first-mover advantages- Choosing not to go global may mean making the irrevocable choice to give up the first-mover advantage. This is usually a very small window and a one-time opportunity. Foregoing additional revenue sources- For a company that has no additional potential revenue sources domestically, going global may be the only opportunity to gather additional revenue. Foregoing market growth- For companies wishing to expand market reach, the choice to forego going global will limit their market penetration. Opportunities No financial investment- Refraining from foreign financial investment frees-up those funds for investment in domestic activities. No use of other resources- Refraining from going global frees-up all resources (human, etc. ) for use in domestic activities. Threats Loss of market share to competition- Should one’s competition be successful in going global, they may be able to offer similar products at much lower prices thus forcing you out of the market. The competition may also offer superior products at higher prices, and capture the market, via the use of superior technology. Loss of talent to competition- In many fields, such as high tech and engineering, the worldwide competition for talent is fierce. Failure to go global often means failure to secure talent. Loss of learning opportunities- Since globalization can take the form of joint ventures. There is also the threat of the loss of learning from a joint venture partner that should be considered. Situation Analysis Since the seventh century business have possessed the desire to operate internationally however, those considered truly global, did not start appearing until the past century. With growing stories of globalization successes, follow just as many testaments to failures. Despite the growing number of failed attempts the overwhelming pressure to conduct the ultimate border-less business has become increasingly enticing. Most large companies founded 20 years ago feel battered by numerous external forces pushing them towards globalization. Driving forces such as the removal of political and regulatory barriers to global trading and investment and the ability to conduct business 24 hours a day from anywhere in the world, draw these business behemoths one step closer to customers in emerging economies (Alexander &Korine, p. 106). Deanna Julius (1997), lists in her article titled Globalization and Stakeholder Conflicts; a corporate perspective), three primary, macro-level forces, driving the need for change as; how companies are organized, how goods and services are produced and how they are bought by and delivered to customers. Alexander & Korine (2008), mention that while many of the companies that have rushed to globalization have benefited, or at the very least have not suffered irreparable damage, some are witnessing major fallout from the move. The authors suggest that while companies often fail from misguided global strategies and an unanticipated level of execution, they could have avoided such failure by seriously addressing if potential benefits even exist in going global, if their management possess the necessary skills and the most logical one, will the costs of going global outweigh the benefits? Alexander & Korine (2008), argue that most companies fail to ask themselves these questions due to previously held false assumptions regarding the virtues of globalization and seduction from the stock market. As previously mentioned, deregulated industries such as those who provide water, power, and mail service are among those experiencing global failure. Alexander & Korine (2008), suggest that deregulated industries are operating under the misguided assumptions as well. The greatest assumption being that, going global will save them money, given they will be sharing resources across their international operations. When in reality, the costs to enter the foreign markets end up outweighing the assumed benefits (Alexander & Korine, 2008, p. 107). Managerial fads are suggested to undermine rational behavior from within a company, thus resulting in sloppy thinking that distracts management from more imperative tasks associated with global success. Properly servicing global customers from a national perspective contributes too many failures given, much attention must be afforded to a mix or global and local factors simultaneously. Global manufacturing companies are said to fail due in part to the complexities related to the integration tactics necessary grow and compete better, resulting in costly delays and thus failures (Alexander & Korine, 2008, p. 110). STAB Principles Win All without Fighting – Capturing Your Market without Destroying It The goal of business is to survive and prosper over a long period of time. Sun Tzu, author of The Art of War, described the strategy in achieving this long term prosperity as an offensive one in which a company must take all under Heaven intact, â€Å"Thus your troops are not worn out and your gains will be complete (McNeilly, 1996, p. 11). McNeilly (1996), utilizing Sun Tzu’s principles in his book The Art of Business, adds that, by taking all under heaven intact you will capture your marketplace thus ensuring your company’s survival and prosperity. However, your desired markets must be defined as such and nothing less than commitment in achieving market dominance must be displayed (McNeilly, 1996, p. 1). Application of Sun Tzu’s principle, win all without fighting – capturing your market without destroying it, as cited in McNeilly (1996), has been useful to many of today’s leading companies, including global cement producer, CEMEX. Cemex’s CEO Lorenzo Zambrano has applied Sun Tzu’s technique when expanding his cement company in Mexico and abroad. By the year 2000, CEMEX had become the world’s third largest cement company. In Cemex’s quest for market dominance they switched to a strategy of growth through acquisitions. In the late 1980’s large firms were considering expanding their operations into Cemex’s Mexican territory. Realizing the imminent threat CEMEX decided to unify its Mexican operations by acquiring two of Mexico’s large cement producers, affording CEMEX access to Mexico’s central market and bolstering its exporting capabilities, making CEMEX Mexico’s largest cement producer and a threat not to be competed against. While CEMEX won all without fighting, they gained market dominance in Mexico, later fueling their geographic expansion (Ghemawat, 200, p. 155). Deception and Foreknowledge – Maximizing the Power of Market Information Foreknowledge, as described in Sun Tzu’s third strategic principle, is not projecting what will happen in the future, based on past occurrences or merely conducting a trend analysis. Foreknowledge and maximizing the power of market information is to; gain firsthand knowledge of your competitions strengths and weaknesses, know their capabilities, culture and mindset, and obtain a deeper understanding of who their decision makers are and what their future goals and plans are (McNeilly, 1996, p. 0). As Sun Tzu stated in The Art of War, as cited in McNeilly (1996), regarding foreknowledge â€Å"What is called foreknowledge cannot be elicited from spirits, nor from Gods, nor by analogy with past events, nor from calculations. It must be obtained from men who know the enemy situation. † In order for a company to succeed on a global scale not only do the ins and outs of their competition need to be understood and plotted against, they must also know themselves; their own weaknesses, strengths, people and plans as well as the market in which they will be entering. A corporation lacking this level of foreknowledge should reconsider entering global markets until they better know themselves and their competition. Before Wal-Mart swept our nation, Sam Walton gathered vast amounts of information on his competitors, large and small, before he ever brought competition to their territory. In fact, before Wal-Mart took on then behemoth value retailer Kmart, it was the smaller, local mom and pop retailers that were seized up. Walton learned about the smaller retailers value chains and distribution methods, through foreknowledge, he attacked their weakest points, where they could not afford to compete, in costs and deceptfully defeated them where they did not expect it; in their own small, rural towns. Defeating the smaller retailers gained Wal-Mart the necessary market share to then surround urban Kmart. Wal-Mart, knowing that Kmart’s operating costs was on average 5% higher than theirs attacked Kmart at its cost structure, and won. Kmart was just not able to get under Wal-Mart’s five point advantage in operating costs (McNeilly, 1996 p. 25). In 2009, after waiting for a new government with a more ‘hopeful’ political environment and a well paired partnership with local market-savvy grocery retailer, Bharti, Wal-Mart utilizes foreknowledge and deception to enter India’s market. Historically however, Wal-Mart has been unsuccessful in several global markets such as Japan due to their inability to adapt to local markets and tastes (Consumer Goods, 2009). As McNeilly (1996), notes in summary, you must learn everything you can about your competition, not merely the facts, but you must also learn about its culture, market, mindset and capabilities. Possibly additional foreknowledge in these areas could be of great use to Wal-Mart. Character Based Leadership – Providing Effective Leadership in Turbulent Times Character based leadership is not only desirable but it is an attribute than often separates the globally successful firms from the rest. When a company first tries its business hand and people skills at cross-border trading, most of the times are turbulent ones and without effective and transparent leadership, going global can quickly escalate from intimidating to downright terrifying. When we think of character based leaders, often people like Chrysler’s Lee Iacocca, Steve Jobs (Apple), The Snyder family (In-N-Out burger), Dan Cathy (Chick-Fil-A), Eric Schmidt (Google) and Jim Skinner of McDonalds come to mind, but McNeilly (1996) reminds us that not only are leaders of this caliber unique, they can also be hard to find. It is of no coincidence than that we can more readily recall companies operating under less than character based leadership, faster than those with it. Companies like Nike, BP, Exxon (Valdez Oil spill) and even Carl’s Jr’s current CEO Andy Puzder, come to mind. Sun Tzu stated in The Art of War, as cited within McNeilly (1996), â€Å"The general who in advancing does not seek personal fame, and in withdrawing is not concerned with avoiding punishment, but whose only purpose is to protect the people and promote the best interests of his sovereign, is the precious jewel of the state†¦few such to be had. McNeilly (1996) suggests that leaders of this caliber are desirable given they put the needs of others before theirs, they have strong and well developed characters. Becoming such a leader is not easy and will require much sacrifice to: â€Å"Build your character, not just your image; lead with actions, not just words; Share employee’s trials, not just triumph s, motivate emotionally, not just materially, assign clearly defined missions to all, avoiding mission overlap and confusion and the make your strategy drive your organization; not the reverse† (McNeilly, 1996, p. 119). Jim Skinner, CEO for McDonalds and winner of the 2009 CEO of the Year award is greatly admired and willingly followed by his employees around the world and thus a great example of a character based leader attributing to McDonald’s global successes. Skinner, who began his career with McDonald's in 1971 as a grill cook was named CEO in 2004, at a tumultuous time for the company. Skinner acted quickly to turn the company around and in result between 2004 and 2008 McDonald’s revenues climbed 41. 1 percent in four years, and net income jumped by 81 . 3 percent (Top Executive, 2009). The top nominees for CEO of the year are judged by such criteria as; leadership, integrity, ability to outperform and for their commitment to employees. It was no surprise to those who knew and worked with Jim Skinner that he had excelled in every category. After receiving the award, Skinner acknowledged the support his leadership team, along with the entire McDonald's system, stating â€Å"Together, our franchisees, employees and suppliers make up what we call our three-legged stool, we succeed only when all three legs of that stool are strong, aligned and performing at the highest levels† (Top executive, 2009). In closing, Skinner noted that while the challenges of leadership have grown more complex in the multifaceted business climate, holding fast to fundamental principals will serve today's global business leader well (Top Executive, 2009). The character based leader of today’s successful global firm provides effective leadership in turbulent times, Sun Tzu refers to this as ‘moral influence’ stating in The Art of War, as cited within McNeilly (1996), â€Å"By moral influence I mean that which causes people to be in harmony with their leaders, so that they will accompany them in life and unto death without fear of mortal peril. Skinner possesses moral influence among his employees, an important principle that will undoubtedly advance McDonalds in global markets around the world. Christian Values At the minimum, companies poised for global success, will adopt a mission statement. Ideally, these companies will have a statement of values. One organization that is not on ly global, but transnational – World Vision International has a statement of values that serves as moral compass in decision making and strategic planning. It states that WVI’s values are to â€Å"Bring a Christian, community-based, child-focused HIV and AIDS response, reflecting God’s unconditional love for all people and the affirmation of each individual’s dignity and worth† (World Vision International, 2009, p. 2). It is these types of clear statements of vision that removes the guess work from the Christian Business Praxis model. Additionally, companies need to look at the characteristics of their organization and the values their leadership possesses to determine whether or not the decision to global is in the best interest of the organization. Some examples are: Benevolence- For many organizations benevolence is the primary reason for going global. This was certainly the case of bicycle manufactures and APU alumni ACIRFA, who after going on mission to Africa saw a need for transportation and found a way to meet that need. Stewardship- Stakeholder theory, which seems to dominate most modern business decision making, indicates that it is unethical to go global without first considering the impact on all of your stakeholders. Clearly, one’s shareholders are his or her primary stakeholders. However, one must be mindful of the fact the fact that the organization is also the steward of its employees. And, to that end the organization has a duty to plan responsibly and minimize risk to those employees. As such, it is important for organizations to ensure that they are balancing potential profitability with the potential of not serving some of those under their care. Collaboration- This is a particularly useful skill if an organization is considering joint ventures. If, however, the organization has found that that the leadership of the organization or the organization as a whole is particularly weak in this area this is an indicator that a joint venture is not ideal. Integrity- The challenge associated with integrity (assuming that your organization possesses a great deal of integrity) is that one doesn’t know the off-shore partners and vendors one’s organization will be dealing with. New relationships will need to be established, and with that trust will need to be cultivated. Management skill- For every ounce of management skill it takes to manage domestically it takes a pound to manage off-shore. This is because there is an entirely new set of challenges and risks. There are language barriers in many cases. There are currency fluctuations, political risks, supply chain issues, and a whole host of challenges that one may not have realized existed even with extensive due diligence. Passion- The type of passion we are addressing here is the type associated with buy-in. If all members of the executive management team have not bought-in to the idea of going global it is going to be very difficult to have a great deal of success. Leadership must be passionate about going global. They must be excited, and they must be convinced that this is the future of the organization for global efforts to be successful. Preparation- Preparation is the key to success in going global. It may be fine to start out by simply exporting a few items. However, as demand increases, organizations will find that the need for strategic planning and preparation will also increase. Should a company wish to enter into either a joint venture, licensing agreement or build facilities off-shore, extensive due diligence involving outside consultants will be necessary. Zest- As we have suggested, going global is not for the faint-at-heart. Leaders have to be willing to take risks, and moreover leadership should invigorate others. Going global is not an easy task, great planning and preparation are integral. There will be many challenges and many hurdles and in many cases there will be more reasons to quit than stay the course. Therefore, zest is a prerequisite for going global. Recommendations Before making the decision to go global, heed Alexander and Korine’s advice, and ask three questions of your organization: 1. Are there potential benefits for our company? 2. Do we have the necessary management skills? and 3. Will the costs outweigh the benefits? The answers to those three questions will give the organization a starting point from which to determine if going global is in the best interest of the organization as a whole. Next, ask the operational questions- Is going global necessary for the growth and/or survival of our organization? Is globalization worth the various risks involved? Can effectively and protect our intellectual property in a cost efficient manner? Will the complications surrounding operations be overwhelming? What do we stand to lose if we don’t go global and if we don’t who within our competition will? What possible ramifications exist at the expense of not going global? Are we losing out on a learning opportunity by not going global? Is there unsecured talent out there that we may miss out on by not going global? Then ask the company, how much the above is worth in terms of opportunity cost? If we don’t utilize our time and resources in going global, how then will we allocate said resources to growth? Then ask your company the values questions- Is going global a responsible and ethical management decision? Can we trust that we will find people of integrity in the global economy to do business with and if so, do we possess the necessary passion and zest to be successful at such as risky cross-border venture? In addition, have we well prepared, and will we continue to be, throughout every step of the process? After asking the above questions we recommend conducting a detailed SWAT analysis where all possible risks and rewards involved with going global are fully vetted, then establish that all Christian perspectives are clear and present and finally, if the decision to go global is made, go forward while applying Sun Tzu’s Art of Business principles. In conclusion, Alexander and Korine (2008), suggest that we should not expect the influx of globalization failures to stop or improve any time soon. Making the valid point that, companies in a variety of industries will continue on in their reckless pursuit of global strategies, activists will continue to cause change and disruption and less than character based leaders will stand behind flawed globalization strategies, all the while, customers will always be demanding select attention. While it is undeniable that globalization is a seductively daunting opportunity with promises of increased power and unlimited benefits looming about the mere thought and that while even the best and brightest leaders, heading up the most well prepared companies may eventually succumb to its pressures, make the cross-border transition and possibly fail at it, keep in mind- sometimes to fail is necessary to succeed. References Alexander, M ; Korine, H. (2008). When You Shouldn’t Go Global. In Bartlett, C. A. ; Beamish, P. W. Transnational Management- Text, cases, and readings in cross-border management. 6thed. p. 105-112). New York: McGraw-Hill Irwin. Consumer goods: Wal-Mart cashes in. (2009). Business India Intelligence, 16(12), 3-4. Retrieved from http://search. proquest. com Fraser, R. (2006). Marketplace Christianity: Discovering the kingdom purposes of the marketplace. 2nd ed. Kansas City: MO: New Grid Publishing. Ghemawat, P. (2000). The Globalization of CEMEX. In Bartle tt, C. A. ; Beamish, P. W. Transnational Management-Texts, cases and readings in cross-border management, 6thed. (p. 146-166). New York: McGraw-Hill Irwin. Julius, D. (1997). Globalization and Stakeholder Conflicts: A corporate perspective. International Affairs (Royal Institute of International Affairs 1944-). Globalization and International Relations (Vol. 73, No. 3, p. 453-468). McNeilly, M. (1996). Sun Tzu and the art of business: Six strategic principles for managers. New York: Oxford University Press. World Vision International. (2009). Global hope initiative annual report 2009. Retrieved from http://wvi. org/wvi/wviweb. nsf/0CF6565756AEA942882575590061CEAC/$file/ Hope_Annual_Report_Exec_Summary_2009. pdf 2009 chief executive of the year. (2009). Chief Executive, (242), 68-70. Retrieved from http://search. proquest. com/docview/212098908? accountid=8459

The Arab-Israeli Conflict Term Paper Example | Topics and Well Written Essays - 1250 words

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Is a universal concept of Human Rights possible - Essay Example The Commission, under the chairmanship of Eleanor Roosevelt, drafted the Universal Declaration of Human Rights which was officially adopted by the UN representatives from all over the world on 10 December, 1948. The Declaration emphasized that human rights are universal regardless of person’s nationality, religion, race, cultural, economic, and social background. However, since the adoption of the Universal Declaration of Human Rights, the world has significantly changed. The Cold War era, rise of Taliban, radical Islamism, Gaza conflict, the Middle-east War, North Korean dictatorship, recent Ukraine and Syria crisis, Charlie Hebdo attacks, constant tensions in African and south Asian regions, growing global poverty, homelessness, unemployment, violence, crimes, pollution, and the increasing North/South gap in the access to resources and wealth have regularly highlighted the failure of the UN Council and its Commissions in protecting human rights of common people around the world. The end of the Cold war led to the number of desperate attempts to establish â€Å"a new world orders.† But, such attempts have caused more social conflicts than solutions. The introduction of advanced technologies, fast transport means, and globalization began to bring people from various ethnic, social, cultural, and religious backgrounds together involunt arily and voluntarily. In the process of adjusting to pluralism, the tensions, conflicts, and confusion between people from different culture have significantly intensified. As Samuel Huntington have states, the clash of civilizations is the most visible and bitter truth of today’s world. The universality of human rights declaration has caused a stir in a political and social field since its proposal in 1947. The ideas of right and wrong, good and evil that exist in one society may not match with the

Health Promotion Campaign on Alcohol Consumption in the United Kingdom Essay

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Quality and environmental management systems 333 - Essay Example This paper explores possible ways in which Timmerhus UK Ltd. could integrate its QMS and EMS into a single complete management system. It also looks at possible environmental aspects of the company, suitable objectives, targets and relevant environmental programmes as well as auditing arrangements that will be necessary for the integrated management system. How Timmerhus UK Ltd Could Integrate Its QMS and EMS into One Complete Management System There are numerous models and strategies that Timmerhus UK Ltd could use to integrate its QMS and EMS into a single comprehensive management system. vonAhsen and Funck (2001) suggest three fundamental models and strategies that organisations can utilise in the implementation and assessment of their management systems. These models include Integration model founded on ISO 9001 Integration model founded on ISO 14001 The European Foundation for Quality Management (EFQM) model. There are different approaches or strategies that corporations could t ake towards integrating management systems that already have. The following approaches are available for organisations aiming to integrate their management system: A company can first establish a quality management system then add to it environmental management system, which is consistent with vonAhsen and Funck’s ISO 9001-based model. Starting with the implementation of environmental management system followed by quality management system, which ascribes to vonAhsen and Funck’s model based on ISO 14001. Simultaneously establishment of environmental management system (EMS) and Quality management system (QMS) ISO 14001-based Integration Model Based on ISO 14001, environmental management systems focus absolutely on environmental aspects of an organisation. According to this model, environmental management system is first implemented and then quality system is added on to it. The approach demands that all processes be documented in terms of environmental aspects and quali ty. ISO 9001- Based Integration Model Unlike ISO 14001-based integration model, ISO 9001-based integration model requires an organisation to develop integrated management system on the basis of ISO 9001 followed by incorporation of environmental factors and any other relevant elements to the organisation (BS EN ISO 9001:2008 2008). The European Foundation for Quality Management (EFQM) Model This model was established in 1992 as an organisational assessment framework for companies seeking European Quality Award. Timmerhus UK Ltd can make use of the EFQM excellence model to integrate its QMS and EMS. An organisation ca optimise from this model by developing comprehensive understanding of its major concepts, which may change with organisational improvement and development. Some of the main concepts of EFQM include: Attainment of results, which are satisfactory to all stakeholders of the company Creation of sustainable customer value Good leadership and purpose consistency Management vi a a series of autonomous, but interdependent management systems Focus on development of employees through engagement to optimise the contribution of employees Creation of a continuous learning organisation environment Establishing and sustaining value-added alliances Enforcing corporate social responsibility by surpassing the minimum regulatory requirements and expectations of stakeholders The EFQM model

The swot analysis for introducing new product from apple company Essay

The swot analysis for introducing new product from apple company - Essay Example It has a unique digital ecosystem that enables consumers to share and buy content such as music, movies and applications via all Apple devices (iMac, iPhone, iPod and iPad) (Digital Marketing, 2011). It is the world’s largest technology company in terms of market capitalisation. The company has redefined the music and cell phone business and the entertainment and media world (The New York Times, 2012). The United Kingdom The UK is one of the largest ICT markets in Europe as it has the largest consumer expenditure per head. It has a sophisticated consumer base and a strong market for new technology and design (UKTI, 2012). People in the UK are receptive to new technology. Apple Inc in the UK Apple has gained adverse publicity in the UK because of its allegations that Samsung had infringed upon its iPad protected design (BBC News Technology, 2012a). Apple has since been directed by the court in the UK to publish a message making it clear that Samsung had not infringed the iPadâ €™s registered design. Apple is constantly announcing new products with overlapping abilities and at exorbitant prices (Moore, 2012). These devices become almost immediately disposable as soon as the next device with retina display resolution comes into the market. Within three weeks of each other Apple introduced the iPad mini, the iPhone 5 and the new iPod touch. However, constant launch of new products is not being well accepted by UK consumers. Hence a SWOT analysis would help the company decide whether to undertake launch of a new product in the UK. SWOT Analysis Strengths Apple is the only company specialising in both hardware and software as a result of which it has no direct competitors but multiple competitors for each hardware and software device (Digital Marketing, 2011). Brand image and global reputation being high, Apple can attract premium price for its products. Apple constantly innovates and adds features to its products. They enjoy a trusted and loyal customer b ase. Its brand loyalty has replaced the Google brand, and its presence in the music space is its core strength. Weakness After Steve Jobs, the company is struggling with new products. For instance, iPhone 5 was launched by replacing Google Maps with an in-house version that is full of errors (The Observer, 2013). This has implications as consumers feel that Apple has lost its direction and under the new leadership is capable of producing substandard products. Apple had expected that the halo effect of iPod would help them capture the PC market, but they have a very small share of the PC market. Additionally, some hacker attacks on Mac damaged its reputation as a virus-free alternative to Windows. Because of its low share on the PC market, it has not been able to penetrate the gaming market. Now Samsung has doubled its share of PC tablets which resulted in Apple’s share sliding by eight percent (BBC News, 2013). Opportunities The tech savvy consumers in the UK present opportun ities for Apple to launch new products. They are receptive to new technology and new products. For instance, Apple intends to launch internet-enabled televisions, but this will require perfect execution to succeed in the UK market (The Observer, 2013). The PR market is still huge, and Apple could consider selling its Mac OS to other PC makers.

Measuresure of Organizational Performance Essay Example | Topics and Well Written Essays - 250 words

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The Impact of Technology on Society Research Paper

The Impact of Technology on Society - Research Paper Example Thus, even the microlithic flint tools used by the  early  man was just as much technological advanced as robots may be in a few centuries to modern man, that is, allowing for the chronological differentiation. This paper will seek to  establish impacts of technology on  humanity  through discussing some of the effects, and some negative effects. If technology needed a face,  communication  would be the most  suitable  since it is one thing all human beings have in common. In addition, it has been the main beneficiary of the technological  development, which  has taken place over time. The most significant aspect of this is evident in the new means by which communication occurs, in the past communicating with someone in a different  town  would take weeks as one waited for the postman. This  has been drastically changed with mobile telephony, internet and other wireless means of communication, since through video conferencing one can easily  hold  a fa ce-to-face meeting with someone in different continents. ... This way, technology is its own  vehicle  since, through it; information can be communicated and shared  rapidly. Humans today are privy to more information that any time in the past when governments and the church would  control  what one could  know  or not. The internet does not  recognize  e political boundaries and this  way  there is a free flow of information. Evidences of this can be found in the recent uprisings in Egypt and Libya. In Egypt, the internet  was used to  rally  the citizens to  rise  against tyrannical  leadership  by using Facebook pages for strategizing since mainstream media  were controlled by the state (Crovtiz  1). This gives new meaning to the  adage  information  is power, because, in those cases, it was  literal  power. That the world is becoming a global village, is no longer just cliche used by pro technologists but a reality that requires little imagination to  appreciate. As a result of  develop ment  in mechanical and aeronautical engineering, humans can now  travel  from any place to the other at speeds that would have seemed  supernatural  in the not so distant past. Consequently, jets and other airplanes  enable  the distance between continents to be covered in a matter of hours. Many of these  are automated  and are travelling in them is  significantly  safe this also applies to cars, and trains. In fact, many of these automated planes are self-flown and even when they have pilots, they do not have to  man  them all the time (Peter 1). This has exponentially reduced the importance and role of distance. Today, the distance between say Europe and America can be covered in about 3 hours. This way people in far off

Satellite. Solar system Essay Example for Free

Satellite. Solar system Essay A satellite is defined as any object that orbits any other object. Satellites can be celestial, such as a moon orbiting a planet in the solar system, or a planet in the solar system orbiting the sun. Satellites can also be man-made. Man-made satellites are typically launched into outer space from earth to collect data, photos and other information about Earth and all the many things that exist around it. An animation depicting the orbits of GPS satellites in medium earth orbit. A full size model of the Earth observation satellite ERS 2  In the context of spaceflight, a satellite is an object which has been placed into orbit by human endeavor. Such objects are sometimes called artificial satellites to distinguish them from natural satellites such as the Moon. The first artificial satellite, Sputnik 1, was launched by the Soviet Union in 1957. Since then, thousands of satellites have been launched into orbit around the Earth. These originate from more than 50 countries and have used the satellite launching capabilities of ten nations. A few space probes have been placed into orbit around other bodies and become artificial satellites to the Moon, Venus, Mars, Jupiter and Saturn. Satellites are used for a large number of purposes. Common types include military and civilian Earth observation satellites, communications satellites, navigation satellites, weather satellites, and research satellites. Space stations and human spacecraft in orbit are also satellites. Satellite orbits vary greatly, depending on the purpose of the satellite, and are classified in a number of ways. Well-known (overlapping) classes include low Earth orbit, polar orbit, and geostationary orbit. Satellites are usually semi-independent computer-controlled systems. Satellite subsystems attend many tasks, such as power generation, thermal control, telemetry, attitude control and orbit control. HISTORY OF ARTIFICIAL SATELLITES Sputnik 1: The first artificial satellite The first artificial satellite was Sputnik 1, launched by the Soviet Union on October 4, 1957, and initiating the Soviet Sputnik program, with Sergei Korolev as chief designer. This in turn triggered the Space Race between the Soviet Union and the United States. Sputnik 1 helped to identify the density of high atmospheric layers through measurement of its orbital change and provided data on radio-signal distribution in the ionosphere. The unanticipated announcement of Sputnik 1s success precipitated the Sputnik crisis in the United States and ignited the so-called Space Race within the Cold War. Sputnik 2 was launched on November 3, 1957 and carried the first living passenger into orbit, a dog named Laika. TYPES OF SATELLITE ïÆ'ËœCommunication satellites †¢Communication satellites provide a worldwide linkup of radio, telephone, and television. †¢The first communication satellite was Echo 1, launched in 1960. †¢Relay 1 and telstar 1 were the first active communications satellites. †¢They were launched in 1962. ïÆ'ËœNavigation satellites †¢Navigation satellites are mainly intended to help aircraft, ships and nuclear submarines. †¢These satellites provide constant signals by which aircraft and ships can determine their positions with great accuracy. ïÆ'ËœWeather satellites †¢Weather satellites carry cameras and other instruments pointed toward Earths atmosphere. †¢They can provide advance warning of severe weather and are a great aid to weather forecasting. ïÆ'ËœMilitary satellites †¢ Many military satellites are similar to commercial ones, but they send encrypted data that only a special receiver can decipher. †¢ Military surveillance satellites take pictures just as other earth-imaging satellites do, but cameras on military satellites usually have a higher resolution. ïÆ'ËœScientific satellites †¢Earth-orbiting satellites can provide data to map Earth, determine the size and shape of Earth, and study the dynamics of the oceans and the atmosphere. †¢ Scientists also use satellites to observe the Sun, the Moon, other planets and their moons, comets, stars, and galaxies. HOW ARE SATELLITES LAUNCHED ïÆ'ËœThe trick when launching a satellite is to get it high enough to do its job without losing the capsule to outer space. ïÆ'Ëœ Its a delicate balance of push and pull, accomplished by the inertia of the moving object and the Earths gravity. GEOSYNCHRONOUS SATELLITE LAUNCH VEHICLE ïÆ'ËœThe Geosynchronous Satellite Launch Vehicle (usually known by its abbreviation, GSLV) is an expendable launch system operated by the Indian Space Research Organization (ISRO). ïÆ'ËœIt was developed to enable India to launch its INSAT-type satellites into geostationary orbit and to make India less dependent on foreign rockets. GSLV Geosynchronous Satellite Launch Vehicle FunctionMedium Lift Launch System ManufacturerISRO Country of origin India Size Height49 metres (161 ft) Diameter2.8 metres (9 ft 2 in) Mass402,000 kilograms (890,000 lb) Stages3 Capacity Payload to LEO 5,100 kilograms (11,000 lb) Payload to GTO 2,000 to 2,500 kilograms (4,400 to 5,500 lb) Launch history StatusActive Launch sitesSatish Dhawan Total launches6 (5 Mk.I, 1 Mk.II) Successes2 (Mk.I) Failures3 (2 Mk.I, 1 Mk.II) Partial failures1 (Mk.I) Maiden flightMk.I: 18 April 2001 Mk.II: 15 April 2010 Boosters (Stage 0) No boostersFour Engines1 L40H Vikas 2 Thrust680 kilonewtons (150,000 lbf) Total thrust2,720 kilonewtons (610,000 lbf) Specific impulse 262 sec Burn time160 seconds FuelN2O4/UDMH First Stage Engines1 S139 Thrust4,700 kilonewtons (1,100,000 lbf) Specific impulse 166 sec Burn time100 seconds FuelHTPB (solid) Second Stage Engines1 GS2 Vikas 4 Thrust720 kilonewtons (160,000 lbf) Specific impulse 295 s (2.89 kN†¢s/kg) Burn time150 seconds FuelN2O4/UDMH Third Stage (GSLV Mk.I) 12KRB Engines1 KVD-1 Thrust69 kilonewtons (16,000 lbf) Specific impulse 460 s (4.5 kN†¢s/kg) Burn time720 seconds FuelLOX/LH2 Third Stage (GSLV Mk.II) CUS12 Engines1 ICE Thrust73.5 kilonewtons (16,500 lbf) Specific impulse 460 s (4.5 kN†¢s/kg) Burn time720 seconds FuelLOX/LH2 LIQUID BOOSTERS One of the strap-ons of GSLV-F04 being brought to the Vehicle Assembly Building The GSLV uses four L40 liquid strap-on boosters derived from the L37.5 second stage, which are loaded with 40 tons of hypergolic propellants (UDMH N2O4). The propellants are stored in tandem in two independent tanks 2.1 m diameter. The engine is pump-fed and generates 680 kN (150,000 lbf) of thrust. First stage S139 stage is 2.8 m in diameter and is made of M250 grade maraging steel and it has a nominal propellant loading of 139 t. Second stage The second stage is powered by the Vikas engine. It has 2.8 m diameter and uses 37.5 metric tons of liquid propellants with UDMH as fuel and nitrogen tetroxide (N2O4) as oxidizer, in two aluminium alloy compartments separated by a common bulk head. It delivers 720 kN (160,000 lbf) of thrust. Third stage GSLV Mk.II D3 The third stage is propelled by a cryogenic rocket engine, 2.8 m in diameter and uses liquid hydrogen (LH2) and liquid oxygen (LOX) in two separate tanks of aluminium alloy interconnected by an inter-stage. Propellant loading is 12.5 t. The indigenous cryogenic engine was built in Tamil Nadu at the Liquid Propulsion Systems Centre. POLAR SATELLITE LAUNCH VEHICLE ïÆ'ËœThe Polar Satellite Launch Vehicle commonly known by its abbreviation PSLV is an expendable launch system developed and operated by the Indian Space Research Organization (ISRO). ïÆ'ËœIt was developed to allow India to launch its Indian Remote Sensing (IRS) satellites into sun synchronous orbits. ïÆ'ËœPSLV can also launch small size satellites into geostationary transfer orbit (GTO). ïÆ'ËœThe PSLV has launched 41 satellites (19 Indian and 22 from other countries) into a variety of orbits till date. Polar Satellite Launch Vehicle PSLV-C8 (CA Variant) carrying the AGILE x-ray and ÃŽ ³-ray astronomical satellite of the ASI lifting off from Sriharikota FunctionMedium Lift Launch System ManufacturerISRO Country of origin India Size Height44 metres (144 ft) Diameter2.8 metres (9 ft 2 in) Mass294,000 kilograms (650,000 lb) Stages4 Capacity Payload to LEO 3,250 kilograms (7,200 lb) Payload to HCO 1,600 kilograms (3,500 lb)[1] Payload to GTO 1,060 kilograms (2,300 lb)[1] Launch history StatusActive Launch sitesSriharikota Total launches17 PSLV: 10 PSLV-CA: 6 PSLV-XL: 1 Successes15 PSLV: 8 PSLV-CA: 6 PSLV-XL: 1 Failures1 (PSLV) Partial failures1 (PSLV) Maiden flightPSLV: 20 September 1993 PSLV-CA: 23 April 2007 PSLV-XL: 22 October 2008 Notable payloadsChandrayaan-1 Boosters (Stage 0) â„â€" boosters6 Engines1 solid Thrust502.600 kN Specific impulse 262 sec Burn time44 seconds FuelHTPB (solid) First stage Engines1 solid Thrust4,860 kN Specific impulse 269 sec Burn time105 seconds FuelHTPB (solid) Second stage Engines1 Vikas Thrust725 kN Specific impulse 293 sec Burn time158 seconds FuelN2O4/UDMH Third stage Engines1 solid Thrust328 kN Specific impulse 294 sec Burn time83 seconds FuelSolid Fourth stage Engines2 liquid Thrust14 kN Specific impulse 308 sec Burn time425 seconds FuelMMH/UDMH PSLV is designed and developed at Vikram Sarabhai Space Centre (VSSC), Thiruvananthapuram and Kerala. The inertial systems are developed by ISRO Inertial Systems Unit (IISU) at Thiruvananthapuram. The liquid propulsion stages for the second and fourth stages of PSLV as well as the reaction control systems are developed by the Liquid Propulsion Systems Centre (LPSC), also at Thiruvananthapuram. The solid propellant motors are processed by Satish Dhawan Space Centre SHAR, which also carries out launch operations. After some delays, the PSLV had its first launch on 20 September 1993. Although all main engines performed as expected, an altitude control problem was reported in the second and third stages. After this initial setback, ISRO met complete success with the third developmental launch in 1996. Further successful launches followed in 1997, 1999, and 2001. PSLV continues to be the work horse of Indian satellite launches, especially for LEO satellites and the Chandrayaan Projects. It has undergone several improvements with each subsequent version, especially those involving thrust, efficiency as well as weight. ORBIT ïÆ'ËœAn orbit is a regular, repeating path that an object in space takes around another one. ïÆ'ËœAn object in an orbit is called a satellite. A satellite can be natural, like the moon, or human -made. ïÆ'ËœIn our solar system, the Earth orbits the Sun, as do the other eight planets. ïÆ'ËœThey all travel on or near the orbital plane, an imaginary disk-shaped surface in space. ïÆ'Ëœ All of the orbits are circular or elliptical in their shape. In addition to the planets orbits. HOW A SATELLITE STAY IN THE ORBIT ïÆ'ËœThe forward motion of the satellite is its momentum. If the gravity of the earth is not acting on the satellite, the satellite would continue in one direction. ïÆ'ËœThe swinging of the satellite gives it its forward motion. ïÆ'Ëœ When these two forces are equal, the satellite remains in orbit, without falling into or flying away from the Earth. ïÆ'Ëœ A satellites forward motion is controlled by rockets. ïÆ'ËœWhen the rockets are not fired, inertia keeps the satellite going in one direction. HOW SATELLITES WORK ïÆ'ËœReceiving uplinked radio signals from earth satellite transmission stations (antennas). ïÆ'ËœAmplifying received radio signals ïÆ'ËœSorting the input signals and directing the output signals through input/output signal multiplexers to the proper downlink antennas for retransmission to earth satellite receiving stations (antennas). MERITS ïÆ'ËœIn communication. ïÆ'ËœFor military purposes. ïÆ'ËœFor weather broadcasting. ïÆ'ËœIn terrestrial application. ïÆ'ËœSatellite Services. †¢Satellite internet access †¢Satellite phone †¢Satellite radio †¢Satellite television †¢Satellite navigation DE-MERITS ïÆ'ËœLifetime of a satellite is limited. ïÆ'ËœOnce damaged it is difficult to repair. ïÆ'ËœEconomically costly. ïÆ'ËœA small damage in any part can destroy the whole satellite. CONCLUSION ïÆ'ËœNow a day’s satellite is a basic communication media. ïÆ'ËœAny information can be transmitting from one point to another with the help of satellite. ïÆ'ËœAll people are using satellites directly or indirectly. ïÆ'ËœWithout satellites the days cannot be imagined.

Expression of Recombinant Green Fluorescent Protein (rGFP)

Expression of Recombinant Green Fluorescent Protein (rGFP) Expression and Purification of recombinant Green Fluorescent Protein (rGFP) from E. coli using Ni2+-Agarose Column Chromatography. Andrea Bustamante Janakikeerthika Darmarpandi Abstract Green Fluorescent Proteins are vital components of bioluminescence in marine animals. There unique ability to withstand and recover from harsh conditions and regain fluorescence was of great interest. The purpose of the following set of experiments was to express and purify a His6-Xpress epitope tagged recombinant form of Green Fluorescent Protein grown and harvested from E. coli. The desired protein is initially released into solution using the properties of freeze-quick thaw cycles that then help release the contents of the nucleus of neighboring bacteria following a chain reaction. It is then submitted through a Ni2+-agarose affinity chromatography column where the target protein was purified. The resulting wash and elution fractions where run through a Bradford assay, SDS-PAGE/Coomassie blue staining, and a Western blot to determine the molecular weight of the protein to be 32kDa. The overall specific activity was determined to be 433000 RFU/ mg of total protein with a resulting 20 percent purity. The results show that expression and purification of rGFP from bacterial cells was possible. Introduction Aequorea victoria is a jellyfish capable of producing a green fluorescent light when Ca2+ ions activate a photoprotein, known as aequorin, which excites Green Fluorescent Protein (GFP). Wild type GFP is a 27kDa, homodimer composed of 238 amino acid residues that absorbs light at an excitation wavelength of 395nm (blue light) and emits light at an emission wavelength of 510nm (green light). Aequorea victoria GFP has a distinctive three dimensional structure that encases a chromophore (formed by cyclization of Ser65-dehydrogenized Tyr-Gly67) and allows for stability under harsh conditions (Prasher, 229-230.) . This structure allows for regaining of fluorescence even after the protein has been denatured upon removal of the denaturant. Therefore, GFP’s are extremely stable to changes in pH, temperature, oxidation and reduction, and chemical reagents (Pan, Pickett, and Rippel 225.) Poly-histidine tags involve addition of a series of histidine residues to the N or C terminus of a protein of interest. Poly-histidine tags are affinity tags that serve to facilitate protein purification by exploiting the positively charged histidine residue’s affinity for negatively charged columns. This series of experiments involved a six repeat histidine codon contained within a DNA plasmid which resulted in a recombinant Green Fluorescent Protein that contained a six residue histidine tag located at the N-terminus. The His ­6 tagged recombinant Green Fluorescent Protein was then subjected to Ni2+-agarose column affinity chromatography. Ni2+-agarose affinity chromatography allows for the purification of poly-histidine tagged proteins due to the selectivity and affinity of the Ni2+-agarose matrix for His6 tagged proteins. rGFP binds the column due to the interactions between the His6 tagged proteins in the mobile phase with the metal Ni2+ ions immobilized within the matrix in the stationary phase. The Ni2+ ions contained within the matrix are capable of binding electron rich molecules including histidine residues and allowing most other molecules to pass unbound. This results in the binding of the desired protein to the column and the purging of most undesired proteins and contaminants from the column into wash fractions (Ninfa, et al. 100-101.) The column was then subjected to imidazole, which competes with rGFP for Ni2+ ion attachment, and this allows for the elution of the target protein. Due to its unique properties, isolation of GFP was of great interest and expression and purification were the main focus of the following series of experiments. A suitable way to accomplish this was devised using the combination of poly-histidine tagging and affinity chromatography. The purpose of this experiment was to express and purify a six-Histidine tagged recombinant form of Green Fluorescent Protein from E. coli through the use of Ni2+-agarose affinity chromatography. After expression and purification, a Bradford assay was performed to estimate total protein amount. This was followed by SDS-PAGE/Coomassie blue staining to determine purity and molecular weight. The confirmation of the presence of rGFP was done using the Western Blot. Materials and Methods Growth of G strain In a test tube, 10ml of liquid LB growth media containing 100ug/ml Amp and 25ug/ml Cam was inoculated with a single bacterial colony of strain G (BL21(DE3)uv>) and was allowed to grow overnight at 37 °C. The culture was shaken until saturated. In a flask, 500ml of liquid LB media (pre-warmed to 30 °C) was inoculated with about 4 ml of the saturated overnight culture (or until the 500ml culture reached an OD600 reading of 0.1) and allowed to grow at 37 °C until the OD600 reading reached 0.5. At approximately OD600 ~0.5, or time zero, 1ml of the culture was harvested into a 1.5ml centrifuge tube and pelleted. The supernatant was discarded and the â€Å"G0† pellet stored at -20 °C for later use. The remaining culture was induced with 1mM IPTG and allowed to grow. After 3 hours, 1ml of the culture was harvested into a 1.5ml centrifuge tube and pelleted. The supernatant was discarded and the â€Å"G3† pellet stored at -20 °C for later use. An additional 15ml of the IPTG induced culture was harvested into a 15ml centrifuge tube and pelleted. The supernatant was discarded and the â€Å"G3-15ml† was stored at -20 °C. Preparation of rGFP Crude Extract Immediately after removal of the â€Å"G3-15ml† pellet from freezer, breaking buffer [10mM Tris, pH 8.0; 150mM NaCl] was added into the centrifuge tube. The breaking buffer was pipetted up and down (being careful not to introduce air) until pellet had thawed and homogeneity was reached. The solution was transferred into a 1.5ml centrifuge tube, vortexed for 5 minutes, labeled and placed in 37 °C water bath for 10minutes after which the centrifuge tube was transferred to a rotating platform shaker in a dry air 37 °C incubator for 20 minutes. After lysis, the mixture was centrifuged at 14000xg, 4 °C, for 10 minutes. In a dark room in the presence of a hand held UV light, the fluorescence of the pellet and supernatant where observed the recorded. The supernatant was then decanted and care was taken not to get the pellet back into the supernatant as centrifugation would be required if this did occur. This supernatant was the GCE (rGFP crude extract) Preparation of Ni2+-agarose Column In a 3ml plastic syringe, enough glass wool was placed into the well to cover up to the 1/4 ml marking. The syringe was secured onto a ring stand and placed perpendicular to the ground. About 100ul of breaking buffer was pipetted into the top of a closed luer-lock and allowed to overflow. 1ml of buffer was then pipetted into the syringe column and the luer-lock was immediately screwed onto the syringe. An additional 2ml of breaking buffer was added to the column and several drops of buffer were allowed to flow out. The luer-lock was then returned to the closed position. A total of 500ul of breaking buffer was added to the column and then 1ml of a 0.5ml bed volume Ni2+-agarose slurry was added to the column. The luer-lock was opened and agarose matrix was allowed to â€Å"gravity pack.† The column was pre-equilibrated with 5ml of breaking buffer and then the luer-lock was returned to the closed position. Ni2+-NTA Chromatography Separation Procedures 100ul of GCE was transferred into a centrifuge tube, labeled, and set aside. Breaking buffer was added to remaining GCE if content was less than 1ml. GCE was slowly applied to the Ni2+-agarose column and allowed about 5-10 minutes for protein to bind to column. The luer-lock was opened and 0.5ml of effluent was collected into 1.5ml centrifuge tube and labeled W1. This was repeated with the subsequent effluent labeled W2.The column was then observed under an ultraviolet light and fluorescence recorded. The column was then washed with 4ml of buffer in 0.5ml increments. The effluent was collected and labeled W3 to W10. The column was then washed again with a total of 5ml of breaking buffer. This effluent was discarded. A total of 5ml of elution buffer containing 10mM Tris, pH 8.0; 150mM NaCl, 300mM imidazole was added to the column in 0.5ml increments. The eluents were collected and labeled E1-E10.The column was then observed under a UV light and the fluorescence recorded. The W1-W6 and E1-E6 fractions were also observed under UV light and their fluorescence rec orded qualitatively. Determining Total Protein Amount A standard curve was created using six different samples of Bovine Serum Albumin (1mg/ml) of known amount. The amounts of BSA used all had a final volume of 50ul and included 0ug, 3ug, 5ug, 10ug, and 20ug total proteins. A total of 1ml of Bradford reagent was added to each, vortexed, and allowed to incubate for 10 minutes. The results where read using 200ul in a microtiter dish and read using a microplate reader set to 595nm. The results where plotted on a graph as absorbance (595nm) vs. BSA (ug) and a best fit line was drawn. The Bradford assay was then performed once on the W1-W6 and E1-E6 samples. Any samples whose absorbance fell outside the standard curve were repeated less sample in the assay. Once all samples fell within the standard curve, the Bradford assay was repeated two more times for each sample. The total protein amount was then extrapolated from the standard curve using the absorbance values. Estimating Purity and Molecular Weight The SDS-PAGE was prepared using a 12 percent resolving gel that was poured between the Bio-Rad glass plate â€Å"sandwich† and allowed to polymerize. A 5 percent stacking gel was prepared and added on top of the resolving gel, a comb was inserted, and the gel was allowed to polymerize. Once that polymerized, the combs were removed and the electrophoresis tank was set up. 15ul of G0, G3, GCE, W3, W4, E2, and E3 samples were added to the SDS-PAGE along with a standard molecular weight ladder. The samples were electrophoresed at 200volts for 45 minutes. The gel was then stained using Coomassie blue dye and the stain removed. Confirmation of rGFP 2-ÃŽ ²-mercaptoethanol was added to the centrifuge tubes containing the G0, G3, GCE, W3, W4, E2, and E3 samples and were loaded along with a molecular weight ladder and electrophoresed as described above. The stacker was removed and the resulting gel set up for transfer onto a nitrocellulose membrane for Western Blot analysis. The overall setup required a â€Å"building up† of components with the positive electrode base on the bottom, followed by filter paper soaked in transfer buffer, nitrocellulose paper above that, the SDS/PAGE layer, another layer of filter paper soaked in transfer buffer, Western blot solution was poured over all the components, and finally the negative electrode lid was locked into position. To ensure transfer, the nitrocellulose gel was stained using Ponceau S and allowed to incubate for two minutes on a rocker and then destained using ddH2O. The membrane was then blocked using 5% non-fat dry milk/TBS solution and incubated for 30 minutes on a rocking p latform. This was then and washed three times with 0.05%Tween 20/TBS with 5 minutes of incubation between each wash. It was then probed with mouse IgG anti-Xpress epitope MAb solution and allowed to incubate for 45 minutes. The 0.05%Tween 20/TBS wash was repeated in triplicate. A secondary probe using sheep IgG anti-mouse IgG conjugated horseradish peroxidase polyclonal anti-serum solution was performed as above and then washed in triplicate. The nitrocellulose gel was developed using TMB until desired intensity was reached and development was stopped with water and results recorded immediately. Results The expression of the target protein was doubly repressed in the G0 (uninduced) sample of E. coli. First, the Lac repressor protein binds to the lac operator and prevents transcription by T7 RNA polymerase (Garrett and Grisham 915-916). Second, T7 RNA was repressed by lysozyme protein that binds to T7 RNA polymerase and inhibits transcription. Expression of rGFP in the G3 (3 hour post induction) sample was made possible through the use of IPTG (Garrett and Grisham 914.) The purpose of IPTG was to repress the Lac repressor which resulted in T7 RNA polymerase being able to transcribe DNA downstream of the T7 promoter and expression of His6-Xpress-GFPuv, resulting in the fluorescent capable recombinant Green Fluorescent Protein. (Figure 1) This resulting recombinant GFP is a 279 amino acid protein. rGFP has a six Histidine tag at its N terminus between amino acids 5 and 10, an Xpress epitope between amino acids 24 and 31, Green Fluorescent Protein between amino acids 39 and 277, and a 3 amino acid end tag between amino acids 277 and 279. The chromophore is found between amino acids 103 and 105 in the DNA sequence. (Figure 2) Results of Ni2+-agarose affinity chromatography and Bradford assay indicated that the E3 (elution 3) sample contained the most rGFP activity with approximately 18,600 RFU (relative fluorescent units) and an estimate 43ug of total protein. The specific activity calculated for the sample was 433000 RFU/ mg of total protein. (Figure 3) The SDS-PAGE/Coomassie staining gave an estimate molecular weight for rGFP of 32kDa based on a total traveled distance of 2.3cm along the SDS/PAGE. The overall purity of the band was approximately 20 percent. The higher molecular weight band was most likely contaminants at about 45kDa and the lower molecular weight band was possibly a result of the degradation of the c-terminus at 27kDa. (Figure 4) Western Blot indicated prominent bands in the E3, E2, GCE, and G3 lanes. Lanes W4 and W3 showed very light bands and lane G0 shows an absence of bands. All visible bands appear at about 32 kDa and therefore confirm the presence of rGFP. (Figure 5) Conclusion The successful expression and purification of recombinant Green Fluorescent Protein is significant in the scientific community due to the possible uses for it in the future. Green Fluorescent Protein is significant because it provides an inexpensive and relatively easy method of detection. The possibility for real time detection means result could be obtained in real time. Future experiments will focus on linking rGFP to proteins during transcription and translation. This would result in a desired protein with a GFP tag whose fluorescence can then be used for identification. This should result in the ability to locate a target protein using the fluorescence of rGFP. Future applications of GFP could include incorporation into the genetic code of small mammals. These could encode fluorescent neurons which in turn could help further research in areas such as nerve tissue regeneration or other advances in neurobiology. Its unique properties of endurance could be exploited to understand how it can endure harsh environments and still regain functionality after remediation. This would have significant applications in molecular and cellular biology in understanding cellular degeneration and how help patients with diseases involving cellular degeneration. Bibliography Pan, Jing, Elizabeth Pickett, and Scott Rippel. Biochemistry Laboratory Lecture Notes. Dallas: UTD copy center, 2013. 225-289. Print. Pan, Jing, Elizabeth Pickett, and Scott Rippel. Biochemistry Laboratory Manual. Dallas: UTD copy center, 2013. 38-77. Print. Prasher, Douglas C., Virginia K. Eckenrode, et al. Primary Structure of the Aequorea victoria green-fluorescent protein. Gene. 111. (1992): 229-233. Print. Garrett, R., and Charles M. Grisham. Biochemistry. 4th ed. Belmont, CA: Brooks/Cole, Cengage Learning, 2010. Print. Ninfa, Alexander J., and David P. Ballou. Fundamental laboratory approaches for biochemistry and biotechnology. Bethesda, Md.: Fitzgerald Science Press, 1998. 89-107. Print.

Analysis of Healthcare in California

Analysis of Healthcare in California By Team Bluefish: Brenda Benavides Liyang Hayworth Janelle Moulder Jesse Phillips Timothy Weigand Melecia Wright Introduction In recent years, United States healthcare expenditure focused on expanding health care coverage and increasing access to medical services. For example, the state of California has been grappling with the burden of cardio-metabolic diseases such as diabetes and obesity. Though billions of dollars are spent annually to treat these lifestyle diseases, the prevalence of both obesity and diabetes is still on the rise (Meng, Pickett, Babey, Davis, Goldstein, 2014; Mirzadehgan, Harrison, DiSogra, 2004). While access to basic health services is critical to maintaining health status, it is important to also acknowledge and capitalize on the roles of social, economic and/or environmental determinants contexts within which people live as they hold tremendous potential to positively influence health status. The objective of this Issues Summary is to address the current status of health care spending in California and demonstrate how an emphasis on the underlying social, economic, and environmental determinants of health may reduce financial hardship for the state while managing its most problematic chronic diseases more effectively in the long term. Background History Although health care spending in California is high, quality of care for individuals is low. Quality of care remains low because approximately 20% of California’s population is uninsured, and the majority of these individuals avoids seeing a doctor until emergency care is required (Helfand, 2011; â€Å"Emergency as normal†, 2002). This reliance on emergency care, which should act as a safety net and not a patient’s primary source of health care, leads to steep health care costs. Healthcare spending in California has come under scrutiny since the passing of the Patient Protection and Affordable Care Act (ACA) in 2010. In that year’s general elections alone, two health care spending measures were approved for the ballot. Proposition 45 would force health insurance companies to be more transparent about rate hikes and increase accountability through mandated review of requested rate changes. The other, Proposition 46, was meant to increase accountability from healthcare providers. The measure specifically required random drug testing for doctors and that those found to be impaired would face disciplinary action from the California Medical Board. Proposition 46 also proposed an increased cap on pain and suffering damages from medical negligence lawsuits. These propositions encourage increased vigilance from doctors with the aim of ultimately improving the quality of the services administered. However popular, neither of these propositions capitalized on t he potential for decreasing direct healthcare expenditures while increasing quality of care. With the increased financial cost of cardio-metabolic disease, Californians have recognized the strain that chronic disease such as diabetes and obesity-related illnesses put on the state’s health care system, as evidenced by recent policies such as Senate Bill 1000, which outlines the potential consequences of soda consumption and subsequently reduce its demand (â€Å"Warning Labels on Sugary Drinks†). Providing health education and more affordable preventative care services to vulnerable populations can significantly reduce the burden of chronic disease and its related healthcare costs. Current Status In 2011, nearly one-third of hospitalizations among Californians age 35 and older were related to diabetes; interestingly, only 8.4% of California adults had diabetes (Meng et al., 2014). According to the California Health Interview Survey (CHIS) in 2009, 22.7% of California adults were obese based on their body mass index (Cook et al., 2013). Obesity is strongly associated with the incidence of chronic diseases, including coronary heart disease, type 2 diabetes and hypertension (Cook et al., 2013). The rising prevalence of obesity and diabetes in the United States is of particular concern among low income and minority populations (Melius, 2013). Researchers have shown that income is negatively associated with adolescent obesity: youth from low-income families were more likely to be obese than their higher income counterparts (Babey, Hastert, Wolstein, Diamant, 2010). This inverse correlation suggests that a successful intervention against obesity and its related diseases should address the conditions that drive differential behaviour and nutritional patterns in people of various socioeconomic strata (Melius, 2013). One such intervention is the proposed â€Å"soda tax† that will be on the ballot in Berkeley and San Francisco in this November’s general election. Evidence suggests that when prices of sugary drinks increase, â€Å"consumers, including low-income consumers, [make] more nutritious purchases† (Varney, 2014). The â€Å"soda tax† is estimate d to â€Å"prevent 240,000 cases of diabetes per year† according to Dr. Bibbins-Domingo, a professor of medicine at UCSF, who co-authored a study on the tax (Cook, 2014). In addition, the tax revenue generated by this measure may be utilized for programs focused on childhood nutrition (Cook, 2014). While taxes on unhealthy foods may be highly controversial, California may consider adopting other strategies that target nutritional choices and low-income populations throughout the state. Differential factors in the physical environment are also an issue. For instance, low income diets and neighbourhoods are characterized by low intake of vegetables and high consumption of fast food due to the lack of supermarkets in low-income neighborhoods (Melius, 2013). Additionally, access to public parks and other sites of recreation encourage increased physical activity, which can influence the development of obesity and diabetes (Melius, 2013). However, public parks are more likely to be absent or in a state of disrepair in low-income neighborhoods, due to limited funding or resources. Zoning regulations and incentives programs can be effective ways to produce changes in the physical environment. Finally, home environments that do not encourage healthy eating habits from an early age or encourage regular physical activity contribute to the development of obesity-related conditions (Meng et al., 2014). However, healthy eating habits and a healthy, active lifestyle is a learned behavior, which requires adequate health education, particularly early in life. Diabetes and obesity, and their comorbid conditions are expected to continue to increase in prevalence. It is absolutely essential to address the underlying factors contributing to obesity-related illnesses. With the current state of health care expenditures for acute care of largely preventable conditions, it is imperative that California consider measures that will maximize health status within the confines of a tight state health care budget (Meng et al., 2014; Helfand, 2011). These measures must include increasing access to preventative care or early intervention in the care of chronic disease. Recommendations Pandemic obesity and diabetes in the state of California and across the nation is a call to action to develop prevention strategies, rather than solely focusing and relying on providing primary health care. Both lack of physical activity and poor diet (high carbohydrate, high fat, and low fiber intake) increase the risk of developing obesity and diabetes. As such, our proposed policies are 1) establishing amicable environments encouraging physical activities 2) promoting healthy and nutritious dietary intake at a young age and 3) providing access to affordable preventive health care. The proposed policies intend to modify underlying causal determinants of disease and therefore improve the health of the general population and reduce health care related costs. Recent surveys and research on California’s population have shown that diabetes and obesity will continue to be of significant concern for the health status of the state’s population in coming years. While creating an environment where people can exercise and engage in regular physical activity and ensuring access to affordable health care are important steps to take in order to manage these diseases, we recommend prioritizing social policies aimed at improving nutrition and lifestyle choices. Californians are receptive towards policies that address social determinants of health, including early childhood nutrition, and these policies can have a tremendous impact on health outcomes in the long term at a lower cost than would be required of policies that simply increase health care services. Two policies recently approved in California that address social determinants of health are Senate Bill 402 and Assembly Bill 290. Senate Bill 402 was enacted in 2013 and requires that all hospitals with a prenatal unit adopt an infant-feeding policy that is equivalent to â€Å"Ten Steps to Successful Breastfeeding† (De Leà ³n, Pavley, 2013). It was adopted to manage obesity in California by addressing early life nutrition, supported by evidence that â€Å"early infant-feeding practices can affect later growth and development, particularly with regard to obesity† (De Leà ³n, Pavley, 2013). Assembly Bill 290 also aims to prevent obesity by ensuring that child care centers have an employee with â€Å"at least one hour of childhood nutrition training† as part of an already required health and safety training (California Senate, 2013). The bill targets child care centers because child care participation is at an all-time high, so they are a great space to reach a l arge number of youth at an age when â€Å"lifelong nutrition habits are formed† (California Senate, 2013). These policies have great potential to stem obesity and its associated chronic diseases and reduce healthcare costs in the future. In order to achieve our goals to positively influence health status in California, we recommend enlisting public health practitioners more frequently in the policy making process. With their background in health, social and economic determinants, and fluency in interpreting data from academically-driven research, public health practitioners are an untapped resource for policymakers. In fostering this collaboration between public health providers and our state policymakers, we will effectively bridge the data gap and provide the opportunity to maximize health status, while minimizing health care expenditures. The collaboration would promote active assessment of the impact of policy change, which can increase recognition of social determinants of health and of inter-sectoral responsibility for health (Oxford, 2013). References Author Unknown (Jun 2002). Emergency as normal. The Economist. Retrieved from  http://www.economist.com/node/1168001 Author Unknown. (n.d.). Warning Labels on Sugary Drinks. California Center for Public Health  Advocacy. Retrieved from  http://www.publichealthadvocacy.org/resources/warninglabel/WarningLabel_PressKit_FINAL.pdf Babey, S., Hastert, T., Wolstein, J., Diamant, A. (Nov 2010). Income disparities in obesity trends  among California adolescents. American Journal of Public Health, 100(11):2149-55. Retrieved from  http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2951974/ Babey, S., Wolstein, J., Krumholz, S., Robertson, B., Diamant, A. (Mar 2013). Health Policy  Brief: Physical Activity, Park Access and Park Use among California Adolescents. UCLA Center for Health Policy. Research. Retrieved from  http://healthpolicy.ucla.edu/publications/Documents/PDF/parkaccesspb-mar2013.pdf California Senate. (2013). AB 290 (Alejo), Child day care: childhood nutrition training.  Retrieved from  http://leginfo.ca.gov/pub/13-14/bill/asm/ab_02510300/ab_290_bill_20131011_chaptered.pdf Cook, C. (Oct 2014). Big Soda’s false populism. Los Angeles Times. Retrieved from  http://www.latimes.com/opinion/op-ed/la-oe-1028-cook-soda-tax-poor-people-20141028-story.html Cook, S.N., Giddings, B.M., Parikh-Patel, A., Kizer, K.W., Kwong, S.L., Bates, J.H., Snipes,  K.P. (Dec 2013). Obesity-Linked Cancers: A California Status Report, 1988-2009. Sacramento, CA: California Department of Public Health, California Cancer Registry. Retrieved from  http://www.ccrcal.org/pdf/Reports/CA_California1988-2009_Obesity_v6.pdf DeLeon, Pavley (2013). Senate Bill No. 402: Breastfeeding. California Senate. Retrieved from  http://www.leginfo.ca.gov/pub/13-14/bill/sen/sb_0401-0450/sb_402_bill_20130220_introduced.htm Diamant, A., Babey, S., Wolstein, J., Jones, M. (Aug 2010) . Health Policy Research Brief   Obesity and Diabetes: Two Growing Epidemics in California. UCLA Center for Health Policy Research. Retrieved from  http://healthpolicy.ucla.edu/publications/Documents/PDF/Obesity%20and%20Diabetes%20Two%20Growing%20Epidemics%20in%20California.pdf Helfand, Duke (Dec 2011). California’s healthcare spending per person among lowest in U.S.  Los Angeles Times. Retrieved from http://articles.latimes.com/2011/dec/07/business/la-fi-california-health-spending-20111208 Kelin, L., Ming, M. (Sep 2013). Racial and Ethnic Disparities in Leisure-time Physical  Activity in California: Patterns and Mechanisms. Race and Social Problems, 5(3):147-156. Retrieved from  http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3779616/ Meng, Y.Y., Pickett, M., Babey, S., Davis, A., and Goldstein, H. (May 2014). Diabetes Tied to a  Third of California Hospital Stays, Driving Health Care Costs Higher. UCLA Center for Health Policy Research. Retrieved from  http://publichealthadvocacy.org/_PDFs/1in3/DiabetesHospitalStudy_PolicyBrief_FINAL.pdf Melius J. (2013). Overweight and Obesity in Minority Children and Implications for Family and  Community Social Work. Social Work in Public Health, 28:2, 119-128, DOI:  10.1080/19371918.2011.560821 Mirzadehgan, P., Harrison, G.G., DiSogra, C. (Dec 2004). Health Policy Fact Sheet: Nearly  One in Five California Adults Obese and Most Still Gaining Weight. UCLA Center for Health Policy Research. Retrieved from  http://healthpolicy.ucla.edu/publications/Documents/PDF/Nearly%20One%20in%20Five%20California%20Adults%20Obese%20and%20Most%20Still%20Gaining%20Weight.pdf Varney, S. (Oct 2014). Soda-makers Try To Take Fizz Out Of Bay Area Tax Campaigns. NPR.  Retrieved from  http://www.npr.org/blogs/thesalt/2014/10/27/359325115/soda-makers-try-to-take-fizz-out-of-bay-area-tax-campaigns 1