Pandoras Business Essay Example | Topics and Well Written Essays - 750 words

Pandoras Business - Essay Example As the paper outlines, it also offers advertising and premium subscription where companies can put advertisements to target certain people. Customers can also buy subscriptions for a few dollars a month to omit the ads. High cost of operating and other costs such as inconsistency costs means that Pandora does not have full market control. In time, Pandora will not enjoy market advantages since it will have less control of the market due to the evolution of the mobile era. More of the music downloaded is normally done illegally without the knowledge of the artists or the music labels. This has turned into a normal type of crime. Most people download songs for free and see no harm caused to the artists and record labels who normally incur losses for their work. With time, mobile revenues will improve since the world is moving to a more digitalized era. This means that the company should sell it premiums directly rather than relying on 3rd parties who are normally associated with other costs. The copyright law which is the body protecting artist’s work from being copied without their authorization should intensify and rise with good legislation which would see the reduction in piracy. The legislation is good for the music industry since Pandora is able to pay the artists and record companies. Pandora pays hundreds of millions to artists and labels. At least of the royalty rate is fair and reasonable of which both parties do benefit. Pandora can make a profit, and the artists and music labels also generate some income. Record labels are things of the past. Music labels and online stores should be able to pay artist much more fairly. They should not rely on producing CDs since they are things of the past and the world is changing. Hopefully more and more artists will bypass getting record contracts.

Obesity is a problem that gives rise to more problems Essay

Obesity is a problem that gives rise to more problems - Essay Example How ever a measure commonly used by doctors to assess over weight and obesity is the body mass index (BMI). The body mass index does not measure body fat directly but is calculated by dividing a person's weight in pounds by his or her height in square inches and multiplying it by 703. As obesity has harmful consequences as mentioned earlier it is essential for individual to have routine check ups and keep a close watch on their body mass index so they can prevent them selves from becoming over weight or obese. Obesity does not occur overnight in fact it occurs slowly and steadily over time. For most people obesity is a result of an energy imbalance that is they end up taking in more calories than their body uses. But there can be many other causes as well including environmental and genetic causes. The environmental and social causes include decreased physical activity and intake of energy dense foods that are high in calories and fat and low in vitamins, minerals and proteins. The decrease in physical activity can be attributed to modern technology and a high paced life style. People would rather drive than walk, order things online than go out and shop for them, sit in front of the pc or TV than exercise and order in or go out and eat at fast food restaurants than waste their time cooking healthy food at home. Also advertising attracts consumers toward buying junk food and the fact that there are vending machines and fast food restaurants add to the temptation. Genetically obesity is ca used by hormonal imbalances such as an under active thyroid in which as the name suggests the thyroid gland does not make enough thyroid hormone, lack of the thyroid hormone slows down the body's metabolism system and consequently results in weight gain. Other causes include lack of sleep, depression, tension, stress and pregnancy cause weight gain as in all these situations people tend to eat more then usual. Also the intake of certain corticosteroids or medication for seizures results in weight gain. Ageing causes weight gain because as people age their metabolisms slow down. Also people who quit smoking gain weight as food tastes and smells better. (WIM, 2006) Obesity has serious impacts on health. Obesity can cause cardiovascular diseases such as heart attacks and strokes which are caused due to the build up of fatty tissues on the walls of arteries which restrict the supply of blood to the heart. Obesity can cause type 2 diabetes which is caused by high blood sugar levels and osteoarthritis which is the wearing away of the tissue that protects joints due to pressure that results from excess weight. Obesity increases the risk of colon breast gallbladder and endometrial cancers. Also obesity may cause sleep apnea in which breathing stops for short periods during sleep due to build up of fat around the neck and reproductive problems. (Kelly, 2008) Thankfully obesity is treatable it's just a matter of making healthy choices and setting do able goals. Obesity can be cured by making lifestyles alterations which include eating healthy food and staying physically active. An eating plan should be developed as to maintain an energy balance. This plan should be low in total, saturated, and trans fat; cholesterol; sodium and sugar. There fore processed foods like junk food and fast food should be avoided and replaced with fresh vegetables, fruits and meats. Also people should not indulge in over eating and aim for 60 to 90 minutes of daily moderate

How Does Culture Impact On International Business Management Essay

How Does Culture Impact On International Business Management Essay Introduction The study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) examines the effect of dimensions of national and organizational culture differences on the performance of international joint venture (IJV). They used the data from a survey of executives from joint ventures between Indian partners and partners from other counties to do the research. Finally, Pothukuchi, Damanpour, Chen, Park (2002) found that there is a negative effect from culture distance on the performance of international joint venture originates from differences in national culture and differences in organizational culture. Whats more, they found that the presumed negative effect from culture distance on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Therefore, from the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002), we can know that differences in national culture have a negative impact on the performance of international joint venture. Moreover, differences in organizational culture also have a negative impact on the performance of international joint venture. Now, we know that differences in national culture and differences in organizational culture both have a significant impact on the performance of the international business. Differences in culture between partners have a significant impact on the international business. Therefore, it is very important and necessary for the international business people to study and understand how culture impact on the international business. Moreover, Sirmon and Lane (2004) said that when the domain of a social group is closer to the value-creating activities of an alliance, cultural differences between the partners members of that social group will be more disruptive. From Sirmon and Lane (2004), we can know that when cultural differences between the partners are very relevant to the value-creating activities of an alliance, cultural differences will significantly affect the performance of the international business. Therefore, it is very important and worthy to study how the cultural differences between the partners impact the performance of international alliance. Whats more, Sirmon and Lane (2004) found that when the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Furthermore, they also found that professional culture is the most relevant t o the value-creating activities of an alliance. Therefore, when the domain of a social group is closer to the value-creating activities of an alliance, the professional culture differences between the partners members of that social group will be the most disruptive. From the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004), the culture differences have a significant impact on the international business when the domain of a social group is closer to the value-creating activities of an alliance. This essay will discuss how the culture impact on the international business. Moreover, this essay will discuss how the culture differences impact the international business based on three main readings: (Morrison, 2006, p.168), the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004). Section 2 is definition of culture and international business. Section 3 is discussion and analysis of how the culture differences impact the international business. Section 4 is the conclusion and some suggestions. Section 2 Definition of Culture and International business Culture In order to discuss how the culture differences impact the international business, we must understand what culture is first. Culture can be broadly defined as , a learned, shared, compelling, interrelated set of symbols whose meanings provide a set of orientations for members of a society (Terpstra and David, 1991, p.6). From (Morrison, 2006, p.169), we can know that culture has many aspects, for example, value, behavior, beliefs, communication, sport, music and customs. International Business In order to discuss how the culture differences impact the international business, we should also understand what international business is. From (Morrison, 2006, p.5), we know that an international business forms when business activities of a company straddle two or more countries. A global business forms when a company expands to the extent that a large portion of its business is outside its home country (Morrison, 2006, p.6). Salk and Shenkar (2001, p.163) said that International alliances reside at the confluence of different cultures which include national, organizational and occupational cultures. Therefore, it is very important to study and understand how different cultures impact on the international business. Section 3 Discussion and analysis of how the culture differences impact the international business. Pothukuchi et al. (2002) found that partners cultural differences may have more influence on the performance of international alliance as those differences become more directly related to the alliances primary value-creating activities. An international alliances performance is driven by the alliances effectiveness in achieving its primary value-creating activities. Moreover, Harrison et al. (2001) said that resource complementarity between partners of international alliance is often a necessary condition to optimize this value creation. Therefore, in order to share, combine and leverage complementary resources, the partners employees must interact effectively. Many researchers found that national and organizational culture differences between these employees affect their interactions. This means that differences in national and organizational culture have a significant impact on the performance of international business. It is very important and necessary for the international busin ess people to study and understand different national cultures and organizational cultures. (Morrison, 2006, p.168) also said that culture differences can directly impact the success or failure of a project. He also said that achieving a successful outcome will depend on sensitivity to differences in cultures between partners. This means sensitivity to differences in norms of behavior, value systems and languages between the partners will impact the success or failure of a project. Whats more, Trompenaars (1994) also said that for international business, grasping the interacting cultural dynamic between the global and the local is the key to be successful. Therefore, for international business, sensitivity to differences in cultures and grasping the interacting cultural dynamic between the global and the local is very important because culture differences can directly affect the success or failure of a project. Moreover, Sirmon and Lane, (2004) said that cultural differences stems from national, organizational and professional cultures. The differences in national, organizational and professional culture can inhibit international alliance partners employees ability to interact effectively. This essay will discuss how the culture differences affect the international business from three different aspects: national culture, organizational culture, and professional culture. National Culture We know that different countries have different cultures. From (Morrison, 2006, p.172), nations are distinguishable from each other by a shared cultural history, for example, religion, language, or racial identity. Moreover, all these distinguishing characteristics blend into a national culture. Common language, shared religious, shared moral values, shared history, relationship between the individual and group, and attitudes to education are all the elements of national culture. National culture relates primarily to deep-seated values (Hofstede et al., 1990). National culture influences family life, organizational culture, education, and economic and political structures (Morrison, 2006, p.172). Sirmon and Lane, (2004) also said that the influence of national culture is strong and long lasting. Organizations, while they may develop their own specific values and behavior, are also highly influenced by the national culture of their home country (Morrison, 2006, p.202). Moreover, Hofst ede (1991) found that national culture explains 50% of the differences in managers attitudes, beliefs, and values. Albert (1991) said that national culture differences are clearly seen in economic and political systems, educational systems, and other institutions. Therefore, Sirmon and Lane, (2004) said that national culture differences between partners of the international alliance can challenge the development of successful relationships. Park and Ungson (1997) said that these challenges stem partially from the lack of shared norms or values. Moreover, this lack of common understanding may undermine the partners interpretation of each others strategic intent, which is crucial in global markets and partnerships (Hitt et al., 1995). Whats more, Hennart and Zengs (2002) research findings also suggests that differences in national culture can disrupt collaboration and learning between partners of the international alliance. Furthermore, Sirmon and Lane, (2004) said that a lack of shar ed values and norms may reduce effective communication, trust and knowledge sharing in joint ventures. They said that all these problems have been found to lead to lower the performance of the international business. However, differences in national culture can be beneficial. For example, when the managers work with the foreign partners, they will spend more effort on avoiding misunderstandings in international alliances than they would in domestic alliances. In this case, differences in national culture can lead to high-level communication and a more sustained collaboration. Therefore, differences in national culture also have a good and positive impact on the international business. Whats more, Chui et al. (2002) and Gibson (1999) also said that National culture has been shown to impact on major business activities, from capital structure to group performance. Now, we know that differences in national culture have a significant impact on the international business. Therefore, it is very important to study and understand how the national culture impact on the international business. This essay will also discuss how the national culture impact on the international business by discussing and analyzing how language and religions impact on the international business. (1). Languages Common language is an element of national culture. Language is the basic means of communication between people. Language facilitates social interaction and fosters a system of shared values and norms (Morrison, 2006, p.174). If partners of international alliance cannot have common language to communicate, they cannot cooperate and interact because they cannot communicate. Business people cannot do business with the people who speak different languages. Nowadays, the importance of English as a global language extends far beyond the number of native speakers. English as a global language and common language helps people who speak different languages to communicate. English language is an intercultural means of communicating. Business people can use English in their international business activities. Business people now can do business with the people who speak different languages by using English. English helps the business people overcome the problems of intercultural communication in their international business activities. Therefore, having a common language is a very important necessary condition for international business. Today, most of South America is Spanish-speaking, moreover, in recent years Spanish companies have expanded in the region, attracted by a perceived affinity with these markets derived from a common language(Morrison, 2006, p.175-176). Moreover, in a low-context culture, communication is clear and direct, such as America. In a high-context culture, much goes unsaid because ambiguity is the norm and directness is avoided, such as Asian cultures (Morrison, 2006, p.174-175). Difference in language culture will also impact international alliance partners employees communication and inhibit their ability to interact effectively. Therefore, knowing and understanding the partners language culture well is also very important for international business. (2). Religions The system of values and beliefs that characterizes a culture may be embodied in a particular religion (Morrison, 2006, p.179). As well as religious power, religion may exercise considerable political power. It can form a major unifying force in society. In countries where religion is a major element of the cultural environment, sensitivity to local religious beliefs and practices is particularly important in building business relations (Morrison, 2006, p.180). Research has identified over 15,000 distinct religions and religious movements among the worlds population (Barrett, 1997). Therefore, there are many people who have religious beliefs in this world. Knowing the local religious beliefs and the business partners religious beliefs well is very important for the international business. Moreover, many social associations and political parties in many countries are commonly based on religious affiliations. Moreover, these form an essential dimension of the business environment. For example, the growth in membership and influence of large churches in parts of the US impacts on the social and cultural environment of the communities in which they are located. If there is an established religion in a location, a business must take account of its wide ramifications. If there are multiple religions in locations, a business as a good corporate citizen should not discriminate (Morrison, 2006, p.181-182). Knowing the business partners religious beliefs well will help to achieve good outcomes. Do not know the business partners religious beliefs well may lead to the failure of your business. Therefore, we can know that it is particularly important and necessary for the international business to know the business partners local religious beliefs well. Whats more, many aspects of business life are directly (or indirectly) affected by religious beliefs and practices. For example, particular foods that are forbidden such as beef for Hindus; ban or restrictions on consumption of alcoholic drink; religious festivals during which work may be forbidden; clothing requirements; requirement for women and men to be segregated in the work environment in Muslim societies; and the ban on Sunday shopping in some countries (Morrison, 2006, p.187). Organizational Culture From the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002), we know that the negative effect on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Whats more, from the study of (Sirmon and Lane, 2004), we know that when the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Therefore, from the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004), we can know that organization culture has more impact on the international business. Organizational culture is very important for the international business. Therefore, in order to discuss how the culture differences impact the international business, we must understand what organizational culture is. From (Morrison, 2006, p.195), organizational culture or corporate culture, like national culture, focuses on values, norms and behavioral patterns shared by the organization. An organizational culture is one that is deliberately fostered among employees, who may have come to the company from a variety of different cultural background. Characteristics of organizational culture include that, for example, common language, shared terminology, norms of behavior, and dominant values of the organization. Hofstede et al. (1990) said that whereas national culture relates primarily to deep-seated values, organizational culture relates primarily to shared beliefs in organizational practices and processes. Weber et al. (1996) found that different organizational cultures between acquirer and target could decrease top managers positive attitudes toward the merger and decrease their cooperation. Therefore, Sirmon and Lane, (2004) said that organizational culture is very important for the success of mergers and acquisitions. They thought that when the partners have the same organizational culture, satisfaction, learning and effectiveness of interactions will be increased. Therefore, same organizational culture between the partners has positive impact on the success of mergers and acquisitions. Whats more, they also thought that if the partners have different organizational cultures, satisfaction, learning and effectiveness of interactions will be decreased. Moreover, from (Sirmon and Lane, 2004), we know when learning, satisfaction and effectiveness of interactions are decreased, the business processes used to share combine and leverage resources will be inhibited. Sirmon and Lane, (2004) said that it will be more difficult for partners who have different organizational cultures to effectively achieve the primary value-creating activities. Professional culture From (Van Maanen and Barley, 1984; Jordan, 1990 ¼Ã¢â‚¬ ºBrown and Duguid, 1991; Lave and Wenger, 1991), we know that professional cultures develop through the socialization. Individuals receive the socialization during their training and occupational education. Then this socialization will be reinforced through the individuals professional experiences and interactions that lead to a broad understanding of how their occupation should be conducted. Moreover, Trice and Beyer (1993) said that professional cultures form as people, who span individual organizations, share a set of norms, values and beliefs related to their occupation. Sirmon and Lanes (2004) research findings suggests that professional culture differences are often the most relevant and salient cultural differences that the interacting employees face, and thus professional culture differences are the most disruptive to the alliances effectiveness in achieving its primary value-creating activities Section 4 Conculsion This essay discussed and analyzed that how the culture impact on the international business. Moreover, this essay discussed how the culture differences impact the international business based on three main readings: (Morrison, 2006, p.168), the study of (Pothukuchi, Damanpour, Choi, Chen, Park, 2002) and the study of (Sirmon and Lane, 2004). After discussing how the culture differences impact the international business, we know that: An international alliances performance is driven by the alliances effectiveness in achieving its primary value-creating activities. Moreover, resource complementarity between partners of international alliance is often a necessary condition to optimize this value creation. In order to share, combine and leverage complementary resources, the partners employees must interact effectively. However, national and organizational culture differences between these employees affect their interactions. Therefore, partners cultural differences may have more influence on the performance of international alliance as those differences become more directly related to the alliances primary value-creating activities. Achieving a successful outcome will depend on sensitivity to differences in cultures between partners. This means sensitivity to differences in norms of behavior, value systems and languages between the partners will impact the success or failure of a project. Therefore, culture differences can directly impact the success or failure of a project. Cultural differences stems from national, organizational and professional cultures. The differences in national, organizational and professional culture can inhibit international alliance partners employees ability to interact effectively. Differences in national culture lead to the lack of shared norms and value. The lack of shared values and norms may reduce effective communication, trust and knowledge sharing in the international business. Moreover, this lack of common understanding may undermine the partners interpretation of each others strategic intent, which is crucial in global markets and partnerships. All these problems have been found to lead to lower the performance of the international business. Therefore, differences in national culture can disrupt collaboration and learning between partners of the international alliance. Differences in national culture may have a negative impact on the performance of the international business. In some circumstance, differences in national culture can lead to high-level communication and a more sustained collaboration between the partners. Differences in national culture also have a good and positive impact on the international business. Therefore, differences in national culture can also be beneficial for the international business. Knowing and understanding the partners language culture well is also very important for international business. In countries where religion is a major element of the cultural environment, sensitivity to local religious beliefs and practices is particularly important in building business relations. When the domain of a social group is closer to the value-creating activities of an alliance, organizational culture differences between the partners members of that social group will be more disruptive than national culture differences. Therefore, the negative effect on the performance of international joint venture originates more from differences in organizational culture than from differences in national culture. Moreover, different organizational cultures between acquirer and target could decrease top managers positive attitudes toward the merger and decrease their cooperation. Organizational culture is very important for the success of mergers and acquisitions. Professional cultures form as people, who span individual organizations, share a set of norms, values and beliefs related to their occupation. Professional culture differences are often the most relevant and salient cultural differences that the interacting employees face, and thus professional culture differences are the most disruptive to the alliances effectiveness in achieving its primary value-creating activities. Some suggestion for the international business which reside at the confluence of different cultures: Morrison, (2006, p.202) said that in the international environment, a polycentric approach will make it easier for the international organization to adapt to the different cultural environments of foreign operations. (Morrison, 2006, p.168) also said that joint ventures is a good way to make international business relationships successful. Whats more, cultures are not fixed and static. Cultures can change. Therefore, organizations should be capable of change as they expand internationally because there are interactions between cultures and growth of international markets and global brands. Albert, M. (1991) Capitalisme contre Capitalisme, Paris: Seuil. Barrett, D. (1997) Annual statistical table on global mission:1997, International Bulletin of Missionary Research, 1 (1):24-5. Brown, J.S. and Duguid, P. (1991) Organizational learning and communities of practice: toward a unified view of working, learning, and innovation, Organization Science 2(1): 40-57. Chui, A.C.W., Lloyd, A.E. and Kwok, C.C.Y. (2002) The determination of capital structure: is national culture a missing piece to the puzzle? Journal of International Business Studies 33(1): 99-127. Gibson, C.B. (1999) Do they do what they believe they can? Group-efficacy beliefs and group performance across tasks and cultures, Academy of Management Journal 42(2): 138-152. Harrison, J.S., Hitt, M.A., Hoskisson, R.E. and Ireland, R.D. (2001) Resource complementary in business combinations: extending the logic to organizational alliances, Journal of Management 27: 679-690. Hennart, J.-F. and Zeng, M. (2002) Cross-cultural differences and joint venture longevity, Journal of International Business Studies 33(4): 699-716. Hitt, M.A., Tyler, B.B., Hardee, C. and Park, D. (1995) Understanding strategic intent in the global marketplace, Academy of Management Executive9 (2): 12-19. Hofstede, G. (1991) Cultures, Organizations: Software of the Mind, London: McGraw-Hill Hofstede, G., Neuijen, B., Ohayv, D.D. and Sanders, G. (1990) Measuring organizational cultures: a qualitative and quantitative study across twenty cases, Administrative Science Quarterly 35: 286-316. Jordan, A.T. (1990) Organizational culture and culture change: a case study, Studies in Third World Societies 42: 209-226. Lane, H.W. and Beamish, P.W. (1990) Cross-cultural cooperative behavior in joint ventures in LDCs, Management International Review 30(special issue): 87-102. Lave, j. and Wenger, E. (1991) Situated Learning: Legitimate Peripheral Participation, Cambridge: Cambridge University Press. Lyles, M.A. and Salk, J.E. (1996) Knowledge acquisitions from forging parents in international joint ventures: an empirical examination in the Hungarian context, Journal of International Business Studies 27(5): 877-903. Morrison, J. (2006), The International Business Environment, palgrave macmillan Parkhe, A. (1991) Interfirm diversity, organizational learning, and longevity, Journal of International Business Studies 22(4): 579-601. Park, S.H. and Ungson, G.R. (1997) The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution, Academy of Management Journal 40(2): 279-307. Pothukuchi, V., Damanpour, F., Choi, J., Chen, C.C. and Park, S.H. (2002) National and organizational culture differences and international joint venture performance, Journal of International Business Studies 33: 243-265. Salk, J.E. and Shenkar, O. (2001) Social identify in an international joint venture: an exploratory case study, Organization Science 12: 161-178. Sirmon, D.G., and Lane, P.J. (2004), A model of cultural differences and international alliance performance, Journal of international Business Studies (2004) 35, 306-319. Terpstra, V. and David, K. (1991) The Cultural Environment of International Business (Cincinnati: South-Western Publishing Co.). Trice, H.M. and Beyer, J.M. (1993) The Culture of Work Organizations, Englewood Cliffs, NJ: Prentice-Hall. Trompenaars, F. (1994) Riding the Waves of Culture (New York: Irwin). Van Maanen, j. and Barley, S.R. (1984) Occupational communities: culture and control in organizations, Research in Organizational Behavior 6: 287-365. Weber, Y., Shenkar, 0. and Raveh, A. (1996) National and corporate culture fit in mergers/acquisitions: an exploratory study, Management Science 42:1215-1227.

Essay examples --

Description of superstorm sandy â€Å"Superstorm Sandy† is the unofficial name for Hurricane Sandy, the deadliest and the most destructive hurricane of the 2012 hurricane season. It was a category three when it was at its peak. It was also the 18th storm named and the second major hurricane in the year 2012. While the hurricane was at its category two, it hit the Northeastern United States and was the largest Atlantic hurricane ever in terms of diameter with winds spanning 11,000 miles. The overall damage caused by the hurricane amounted to $68 billion dollars, a total only exceeded by Hurricane Katrina. Furthermore, the hurricane led to the death of 286 eased in the 20th century, there is still argument on whether Steps can be taken to decrease the negative effects of GCC While human beings have the ability to destroy the planet, they have also the ability to protect the planet. Global climate change is a significant problem in one country or one person to solve. However, every person can contribute to a positive change and influence others to do the same. The first step to tackle the problem is informing others about global climate change, global warming, and their causes. According McCright and Dunlap (2011), education about the subject is the first important step in taking an action because it will make people start to change their lifestyle. Additionally, governments must come up with new regulation in the energy industry, which are the main producer of carbon dioxide, According to Nanda (2011), preventing global climate change requires a series of changes to maintain a lifestyle that people are used. The author argues that carbon emissions need to be stabilized before the year 2016. This is to counter any inexorable changes to t... ...l climate change is unreal, objective studies have shown that the impacts of global climate change are with us. These impacts include extreme weathers such us El Nià ±o, La Nià ±a, frequent strong hurricanes, drought, global rise in sea level, and increase in average global temperature. Global climate changes are brought about by human activities such as deforestation and burning of fossil fuel. Therefore, steps to combat climate change starts with the education of people so that they can change the lifestyle. Governments must establish legislation than allows conservation and rehabilitation of damaged forest, and reduce the burning of fossil fuel and. Furthermore, money must be issued to help people adapt to the already occurring impact of climate change. In addition, government must also put preventive measure to protect people and material from any potential impacts.

Bromobenzene Essay

Introduction: The chemical reaction of nitration consists of a nitro group being added to or substituted in a molecule. Nitration can basically be carried out by a mixture of concentrated nitric acid and sulfuric acid; this mixture is useful to obtain the active nitronium ion. Electrophilic aromatic substitution is a method used when a functional group is needed to be substituted on to an aromatic compound. In the nitration, nitronium ion acts as the electrophile that involves the attack of the electron-rich benzene ring. Aromatic substitution is electrophilic, due to the high density in benzene ring. Benzene ring is one of the components in most important natural products and other useful products. The species reacting with the aromatic ring is usually a positive ion or the end of a dipole. Nitration is one of the most important examples of electrophilic substitution. The electrophile in nitration is the nitronium ion which is generated from nitric acid by protonation and loss of water, using sulfuric acid as the dehydrating agents. Data: Weight (grams) Beaker 39.1 grams Beaker + Crystals 41.9 grams Weight of Crystals (Prior to Addition of Ethanol) 2.8 grams Figure 1: This table illustrates the weight of the crystals that were formed before the ethanol was added. 2.8 grams x 5= 14 mL – This is the amount of ethanol that is needed to just dissolve the bromonitrobenzenes at 78.2oC. Weight (grams) Wet Sample of Crystals 1.40 grams Dry Sample of Crystals 0.95 grams Difference Between Wet and Dry Samples 0.45 grams Figure 2: This table illustrates the weight of the crystals that were formed as the final product. The wet sample and dry sample both have a different value. Figure 3: This is the structure of bromobenzene; this was the liquid that was given for this laboratory experiment. Figure 4: Mechanism for the formation of 4-bromonitrobenzene. Observations: When the bromobenzene was added, the solution turned yellow. The final product was also yellow crystals. Calculations: a. Bromobenzene 0.0142 mol bromobenzene b. Nitric Acid 0.090 mol nitric acid THEREFORE, IT CAN BE SAID THAT BROMOBENZENE IS THE LIMITING REAGENT c. Actual Yield and Percent Yield 33% THE PERCENT YIELD IS 33%. Conclusion: It can be said that the objective of this experiment was to synthesize the p-bromonitrobenzene out of bromobenzene by nitration. This experiment studied the electrophilic aromatic nitration of a monosubstituted aromatic cring under a standard set of conditions. Electrophilic aromatic substitution is the addition of a nitro ( NO2+) group to an aromatic ring. When the aromatic ring is monosubstituted (meaning it already has one substituent on it), the nitro group can be added to either the: ortho, meta, or para position. Figure 1 illustrates the weight of the crystals prior to the addition of ethanol. The weight of the crystals before the ethanol was added was 2.8 grams. These were the crystals that were formed when the nitric acid and sulfuric acid mixture was slowly added to the bromobenzene. The weights of the crystals were determined before the addition of ethanol; this was important to do in order to find the amount (mL) of ethanol to add. The weight of the crystals was 2.8 grams and was multiplied by 5 to get 14mL; this was the amount of ethanol that was added. The ethanol was added to the crystals to dissolve the bromonitrobenzenes at 78.2oC. Figure 2 illustrates the weight of the wet crystals and the dry crystals. The weight of the wet crystals was 1.40 grams and the weight of the dry crystals was 0.95 grams. The difference between these two weights was 0.45 grams. The number for the dry crystal was then later used to determine the actual yield and the percent yield of the laboratory experiment.. The moles of bromobenzene were calculated to be 0.0142 moles. The moles of nitric acid were calculated to be 0.090 moles. Therefore, since the moles of bromobenzene were lower than the moles of nitric acid, it can be said that bromobenzene is the limiting reagent. After the limiting reagent is found, it is used to find the theoretical reagent. Questions: 1. What products did you expect this reaction to form? Explain the effect that the group(s) present in the starting material have on reactivity and orientation in this reaction and why. There were two possible products that could have been formed in this experiment. The first product that could have formed was 1-bromo-2-nitrobenzene and the second product that could have formed was 1-bromo-4-nitrobenzene. These were the two products that could have been formed because bromine is in an ortho and para directing group.

Gourmet Products Inc. Essay

Gourmet Products Inc. (GPI) is a Canadian publicly traded retailer of aged balsamic vinegars, culinary sauces, spices, herbs, and seasonings. Products are sold globally through several Internet sites created and operated by GPI. On August 15, 20X0, GPI completed the acquisition of all the common shares of Abruzzi Oils Inc. (Abruzzi), an Italian producer and retailer of specialty olive oils, for cash consideration of C$6,000,000. The acquisition cost was allocated to the fair value of the identifiable assets and liabilities. The acquisition cost included a bottling machine with a book value of $400,000 and a fair market value of $750,000. However, to avoid any unnecessary reporting complications, the entire purchase discrepancy related to this machine was allocated to goodwill. GPI intends to keep the Abruzzi name and brand intact. Operations in Italy will be maintained, but GPI will import some of the olive oil production to Canada. The Abruzzi line of speciality olive oils will be featured on all of GPI’s Web sites. In preparation for ongoing operations, GPI has temporarily transferred two managers and five employees to Italy to work at the Abruzzi home office for a period of two years to ensure the transition runs smoothly and that the scale of operations can be increased to meet the forecasted sales growth. GPI is recording wages paid as consulting fees and is no longer taking source deductions. One manager has recognized that the move would cause undue stress on his family if they remained in Canada so he has decided to take his wife and children with him for the two-year period. GPI has just negotiated the purchase of a labelling machine in Italy for EUR 200,000. The equipment is expected to be useful for a period of 12 years. GPI has borrowed EUR 200,000 from the Banca Cammerata in Italy to finance  the equipment purchase. The loan, dated July 1, 20X0, is at 7% and is repayable in euros in 15 equal annual instalments, commencing August 1, 20X0. The interest is payable monthly in euros by GPI. The ownership of the labelling machine was transferred to Abruzzi on September 1, 20X0, in exchange for a EUR 200,000 note. The terms of the note are similar to the terms GPI negotiated with the Banca Cammerata, except that GPI is not charging Abruzzi any interest. The CFO of GPI stated this type of structure would minimize the foreign currency risk that GPI is exposed to. On the basis of an extensive review of the relationship between GPI and Abruzzi, Abruzzi has been classified as a foreign operation in accordance with IAS 21. In accordance with IFRS, Abruzzi revalued its land and building asset grouping to fair market value, resulting in an increase to the land and building account of EUR 20,000. Abruzzi’s accountant recorded the offsetting credit as a gain in profit and loss. A revaluation loss of EUR 5,000 had been recognized for land and buildings in the previous year. The corporate tax rate in Italy is considerably less than Canada’s combined provincial and federal rates. Both GPI and Abruzzi have a September 30 fiscal year end. GPI’s usual wholesale markup on its product imported is 60%; however, GPI has been acquiring goods from Abruzzi at 150% above Abruzzi’s cost. The decision to use 150% above Abruzzi’s cost was made by the CFO. As a result, GPI has had a very low profit margin on its retail sales of Abruzzi olive oils. You are Asif Majarani, a senior audit manager working in the assurance department of Majarani Associates, CGAs, a CGA firm in Winnipeg. Majarani Associates has three other specialized departments — advisory, taxation, and transaction services — with three other partners, one managing each  department. Your firm has been engaged to prepare the consolidated financial statements for the fiscal year ending September 30, 20X0, for GPI. This is the third year the firm has been engaged by GPI. You recently met with Ed Moore, CEO of GPI, on October 15 to obtain additional information. Moore mentioned that he had some concerns about the upcoming project of converting the existing payroll system to a new technology platform. A new payroll software system has been purchased since the payroll system currently in use is designed for a small company. GPI’s growth has strained the payroll system’s ability to provide timely payroll processing. Delays in payment of payroll have caused frustration for employees, although this does occur on an infrequent basis. The IT director is strongly suggesting that a direct cutover conversion approach be taken so that the new system can be used as soon as possible to realize the benefits. It is also the least expensive approach. Moore is concerned that this is a risky approach and he believes that a parallel conversion would be a better option. He is particularly concerned since he has heard that other companies have found errors during the implementation of this specific software system, although these errors are easily resolved once identified. Furthermore, since this is the first time GPI has been required to prepare consolidated financial statements for its shareholders, Moore is concerned about how the users will be able to differentiate between the financial positions and results of operations for the two separate entities. Required a) In your discussion group, analyze the case as a whole and identify all the issues to be included in the report to the CEO.  Note: Candidates must participate in the online discussion. Failure to post in the online discussion and respond to the posts of others will result in failing the discussion-based communication competencies. b) Prepare a report to the CEO (900 to 1,100 words), listing the adjustments that should be considered in preparing the consolidated statements. You should also address any other issues raised in the case. Complete this report independently of your group and submit it as a hand-in assignment.

Intensive Pronoun Definition and Examples

Intensive Pronoun Definition and Examples In  English grammar, an  intensive pronoun  is a  pronoun ending in -self or -selves that serve to emphasize its antecedent. They are also known as  intensive reflexive pronouns. Intensive pronouns often appear as appositives after nouns or other pronouns. Intensive pronouns have the same forms as reflexive pronouns: myself, ourselves, yourself, yourselves, himself, herself, itself, oneself, and themselves. Unlike reflexive pronouns, intensive pronouns are not essential to the basic meaning of a sentence. Examples and Observations I have never yet failed to meet a deadline I myself have set up.(Pat Schneider, Writing Alone and With Others. Oxford University Press, 2003)He wondered, as he had many times wondered before, whether he himself was a lunatic.(George Orwell, Nineteen Eighty-Four, 1948)Janis Joplin was a name now associated with an image, one that had grown bigger than the woman​ herself.(Buzzy Jackson, A Bad Woman Feeling Good. Norton, 2005)Watching children make real progress in their language and literacy development is a reward with few rivals, especially because the children themselves greet their own accomplishments with such joy.(Katherine A. Beauchat et al, The Building Blocks of Preschool Success. Guilford Press, 2010)We ourselves feel that what we are doing is just a drop in the ocean. But the ocean would be less because of that missing drop.(Mother Teresa)It seems to me, that if you tried hard, you would in time find it possible to become what you yourself would approve.(Charlotte Bro ntà «, Jane Eyre, 1847) When you, our white countrymen, have attempted to do anything for us, it has generally been to deprive us of some right, power, or privilege, which you yourselves would die before you would submit to have taken from you.(Frederick Douglass)Not until the problem itself is clearly diagnosed can a solution be found.(Toby Dodge, Trying to Reconstitute the Iraqi State. Crescent of Crisis, ed. by Ivo Daalder et al. Brookings Institution Press, 2006)I found myself hoping that by the simple fact of extending some humanity towards poor old Ned, offering the unfortunate wretch some small degree of genuine understanding, that I myself had played some worthwhile role in this new and most welcome world of equanimity.(Patrick McCabe, Winterwood. Bloomsbury, 2006) The Difference Between Intensive and Reflexive Pronouns The contrast between reflexive and intensive pronouns is well illustrated with sit down, an intransitive verb that can also be used causatively, e.g. She sat the child down. It can be seen that John sat himself down is a reflexivised causative, whereas John himself sat down  and John sat down himself are intransitive, with an intensive pronoun that relates to the subject NP. Intensive pronouns are generally not placed in structural positions that could be filled by a reflexive pronoun. Watch is a transitive verb which can omit its subjectJohn watched Mary, John watched himself (on the video), John watched. In this case, an intensive pronoun from the subject NP (John himself watched) would not be likely to be moved to a position after the verb, since it could then be mistaken for a reflexive substitute for the object NP. However, an intensive pronoun could be moved after an explicit object NP (especially if there was a gender difference), e.g. John watched Mary himself. (Robert M. W. Dixon, A Semantic Approach to English Grammar. Oxford University Press, 2005)