Friendship Between Horatio And Hamlet - 1000 Words

One will be hardpressed to find true friendship and loyalty in Shakespeare’s masterpieces, especially in his tragedies. Various characters seem to be close friends with the main character in the beginning of plays but usually reveal their true opinions on them or disappear because of their lack of loyalty. The third type of friendship, according to Aristotle, is based on goodness, in which the individuals admire their friend’s goodness and in which they help one another in their pursuit for happiness. The friendship between Horatio and Hamlet lasts longer because the two of them love each other in accordance with their merit. In Shakespeare’s Hamlet, the characters spend a lot of time betraying one another for their own gain. Characters†¦show more content†¦The second instance is when Hamlet tells Horatio that he will fight Laertes, son of Polonius, who Hamlet killed earlier in the play. Horatio loves Hamlet so much, but he is governed by a more sensible disposition, which compels him to speak the truth to his friend, despite the fact that Hamlet never listens to Horatios warnings. In fact, there is only a single point in the play at which Horatio loses his sensible outlook, and it is but a momentary loss. At the end of the play, when Hamlet is killed in his fight with Laertes, Horatio, in his grief, offers to kill himself with his own sword. It is Hamlets dying request that Horatio tell Hamlets story, and let the truth of it be known, that keeps him from doing so. Horatios sense of loyalty to, and love for, his friend, has won out and brought him back to himself and his own, more grounded , sensibility. In a sense, the friendship between Hamlet and Horatio seems to be one-sided. Horatio is constantly doing things that would support and please Hamlet. Horatio is the only person in the play who Hamlet trusts. Horatio is one of the two people who know for certain that Hamlet’s madness is an act. Horatio is also the one person Hamlet confides in personally. Considering his conflicts with his family, Horatio is the only â€Å"family† Hamlet has. Here, the word â€Å"family† is emphasizing the fact that Horatio is the only one taking care of him at the time.Show MoreRelatedFriendship Between Hamlet And Horatio1330 Words   |  6 Pagesfind true friendship and loyalty in Shakespeare’s masterpieces, especially in his tragedies. Various characters seem to be close friends with the main character in the beginning of plays but usually reveal their true opinions on them or disappear because of their lack of loyalty. The friendship between Horatio and Hamlet lasts lo nger because the two of them love each other in accordance with their merit. There are three types of friendship, according to Aristotle. The first type of friendship based onRead MoreDifferent Types Of Friendship By Aristotle1178 Words   |  5 PagesThere are three types of friendship, according to Aristotle. The first type of friendship based on utility. In this type of friendship, both individuals get some sort of benefit from their friend. The second type of friendship is based on pleasure. Here, both individuals are drawn to the other’s personality, appearance, and/or other qualities. The third and final type of friendship is based on goodness, in which the individuals admire their friend’s goodness and in which they help one another inRead MoreTwo Kinds Of Friendship By Aristotle1219 Words   |  5 PagesThere are three kinds of friendship, according to Aristotle. The first type of friendship based on utility. In this type of friendship, both individuals get some sort of benefit from their friend. The second type of friendship is based on pleasure. Here, both individuals are drawn to the other’s personality, looks, or other pleasant qualities. The third and final type of friendship is based on goodness, in which the individuals admire their friend’s goodness and in which they help one another inRead MoreEssay on Literary Analysis of Shakespeares Hamlet1159 Words   |  5 PagesHamlet by Shakespeare is a very wonderfully written book that contains so many literary elements and motifs throughout it that it is still one of the most debated and talked about pieces of literature ever written. It begins with a very mysterious opening that sets the pace for the rest of the book. The old king of Denmark has died and he has returned as a ghost to inform his son, who is also named Hamlet, of the terrible misfortune that has befallen him and left Denmark in a political and emotionalRead MoreEssay on The Perfect Friend; A Character Review of Horatio1343 Words   |  6 Pages4:9-12. This type of friendship is h ard to come by. In the world renowned play written by Shakespeare entitled, Hamlet, Prince of Denmark this exact friendship is demonstrated throughout the play. The play is about a prince that returns to the castle to attend his father’s funeral only to discover his mother has remarried to the king’s brother in a very short time. The ghost of Hamlet’s father led to Hamlet displaying acts of insanity which is kept in check by his loyal friend Horatio. Most people haveRead MoreHamlet: Critical Essay1115 Words   |  5 Pageshave you come to understand about the intense human relationships of Hamlet? How has this understanding been affected by the perspectives of others? In you response you should focus on 3 scenes in the play and a range of perspectives. The intense human relationships of Hamlet have been viewed through numerous perspectives yet all have reached the same conclusions. With the exception of just one, the friendship of Hamlet and Horatio, all the relationships are dishonourable, dysfunctional and destinedRead MoreEssay about Horatio and Laertes as Foils in Hamlet1119 Words   |  5 Pagesnbsp; Horatio and Laertes as Foils in Hamletnbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp; nbsp; Hamlet, Prince of Denmark by William Shakespeare is a play about a mans revenge for his fathers murder and all the tragedy that comes along with it. The play takes us through the emotions and doubts Prince Hamlet finds within himself after speaking with the presumed ghost of his father, the former King of Denmark.nbsp; Through Hamlet we meet Horatio, a friend of Hamlets and a fellow student.nbsp;Read MoreFriendship And Relationships In Hamlet919 Words   |  4 Pageslessons learned. William Shakespeare’s Hamlet, is not considered a classic without good reason. The play touches upon a wide variety of topics, teaching the reader a great deal about life. Shakespeare provides wonderful insight into everything from friendships to death. Of all the stories taught in British Literature, Hamlet is certainly the most important piece to keep due to the lessons in presents. It is definitely an understatement to say that friendships and relationships are complicated andRead MoreHamlet, By William Shakespeare1413 Words   |  6 PagesWilliam Shakespeare’s play Hamlet focuses on Hamlet, a 30-year old man who tries to seek revenge for his father. Reading the play and looking at it through a contemporary lenses, one can assume the title character is homosexual. Even though Shakespeare does not mean for hamlet to be a homosexual, a contemporary reader can assume this argument; through Hamlet’s characterization and misogynistic relations. Hamlet social aspects has an apparent fluctuation, ever since he encountered his father’s ghostRead MoreFriendships : Themes Relationships In William Shakespeares Hamlet1273 Words   |  6 PagesRelationships Hamlet has many relationships which shape the outcome of the story. The key alliances become the way the stories told. The link between Rosencrantz and Guildenstern help shape the way hamlets friendship with them ends. Not every relationship will work out. If some of the friendships did not go wrong then there would not be an exciting play to watch. The relationships also help bring the story line of the play. The play revolves around alliances of characters. Hamlet does not trust

Acharya Devo Bhava Free Essays

Raju Vanapala V V Raju, Founder CEO of way2sms. com. V V Raju is main pillar behind the success of way2sms. We will write a custom essay sample on Acharya Devo Bhava or any similar topic only for you Order Now com. Mr. Raju completed his MCA (Master Of Computer Application) in 2003 and then he started company named Way2Online Interactive India pvt ltd, and in 2006 Mr. Raju started way2sms. com website that provides free messaging (SMS) services. way2sms. com is India’s first free sms service started in Jan 2007 in Hyderabad and having Millions of subscribers currently and from May 2012 owned by ValueFirst Messaging Narayana Murthy N. R. Narayana Murthy is the GURU of Information Technology. He is the co-founder of Infosys Technologies and is one of the most well known personalities in the Indian IT sector. He was the CEO of Infosys for twenty years. In 2002 Nandan M. Nilekani took over as CEO from N. R. Narayana Murthy . Narayana Murthy then worked as Chairman and Chief Mentor from 2002 to 2006. After his retirement in August 2006 he continues as Chairman Emeritus. Azim Premji Software tycoon Mr. Azim Premji is India’s Bill Gates and one of the Richest Indian for the past several years. He is Founder and Chairman of Wipro Technologies – one of the largest software companies in India. He is Providing his guidence to company from last four decades and one of the great indian leader of Software Field. In 2011, he has been awarded with Padma Vibhushan. Nandan Nilekani, one of the co-founder of Infosys with Narayan Murthy and he is the CEO and managing director of the Infosys. In 2002 Nandan M. Nilekani took over as CEO from N. R. Narayana Murthy before that he was Managing Director, President and Chief Operating Officer at Infosys. Mr. Nilekani started his career with Patni Computer Systems where he met Mr. Narayan Murthy then he worked at Infosys and served there for many years and left Infosys in 2009. India’s one of the best entrepreneurs : Mr. Nilekani is currently working as the Chairman of the UIDAI : Unique Identification Authority of Indi Krishna Bharat Krishna Bharat is creator of Google News. Bharat is one of the Principal Research Scientist at Google. Bharat is from Banglore,India and completed schooling from there and Graduation from IIT, Madras, India and Ph. D. from Georgia. He has joined Google in 1999. Currently Krishna Bharat is handling Google’s new Reasearch Development Center in Bangalore,India Sashi Reddy This man is associated with the world’s largest software testing and quality management company named ‘AppLabs‘, he is founder and executive chairman of this company. Mr. Sashi is also a founder and chairman of FXLabs, a company that develops game products in India for computers and Videogame consoles. Sashi Completed his Bechlor degree in Computer Science (BTech) from the IIT : Indian Institute of Technology, New Delhi, India and completed his Master in Computer Science from New York,USA and Ph. D. from the Pennsylvania University. How to cite Acharya Devo Bhava, Essay examples

Management for Organizational Excellence Completion

Question: Discuss about the Management for Organizational Excellence Completion. Answer: Introduction: Every organization has to develop several teams for the completion of the tasks and to attain organizational effectiveness. And for the same there is formation of teams. The members of the team are required to work in teamwork so that there can be attainment of organizational goals. The main purpose of this essay is to have an in-depth understanding of the teamwork, communication and ethics. All these three elements are very much necessary to be there in an effective manner in an organization. There are various communication styles and skills which are required to be introduced in an organization for making the employees work in a productive manner and for having utmost productivity as well as organizational growth. There are organizations which have seen the growth and development phase in a very shorter time frame and the most significant factor behind this success is the adequate use of ethical communication and teamwork. With the change in time the importance of ethics is increas ing day by day. Being ethical is one of the most essential factors for an organization to attain success and brand building. There are various CSR initiatives which are based over ethical grounds but simultaneous to this there is a need of ethical communication. The concept of ethical communication enhances teamwork, improves team efficiency and team performance. The essay highlights the direct relationship of communication and team effectiveness, association between team work and communication as well as the linkage between ethics, teamwork and communication. There are few recommendations which the essay highlights so that there can be improved teamwork, team performance and team effectiveness as well there can be rapid attainment of organizational goals (Stashevsky and Levy, 2014). Reviewing of Team Work Team work is a process in which number of individuals forms a group and work collaboratively for the attainment of an objective or goal. It is one of the most significant and essential part of any business as it becomes necessary maximum of the times to work together as a group. Teamwork means that the individuals will strive hard to cooperate and adjust to work in a team. Teamwork can be regarded as glue which is essential for keeping the team together as well as it is a connection which promotes support, reliability, unity and strength. Teamwork encourages commitment of the employees towards the organization (Goetsch and Davis, 2014). Team effectiveness is also recognized as group effectiveness. It is the ability and competence of a team to attain the organizational objectives and goals rapidly and in an effective manner. The effective teams comprises of team members who have the competence and the skills which are necessary for the attainment of the goals. There are various stages for achieving team effectiveness such as forming, where there is formation of teams. Second stage is storming where there is setting of objectives and plans. The third stage for achieving team effectiveness is norming where specific job roles are assigned for every team member. The fourth stage is performing in which the execution took place and there is accomplishment of goals. The final step is adjourning in which the team disbands so that every team member can go for individual tasks or for completion of any other project (Salas and Rosen, 2013). Team performance is the manner in which the team works. The team when works in effective team work there are outcomes of positive team performance. It is the concept of adjusting direction, context and composition of a team so that there can be enhanced team effectiveness. Team performance is the overall result of the team work. There are various strategies to have better team performance management. For improving the team performance there are various performance development plans so that the individual needs and goals of the team mates can be addressed. The results of team performance depict that whether the team is working in an effective manner or not (Maynard, et al., 2012). Team communication is the major part of teamwork. There is sending and exchange of information between the team members for the purpose of conveying thoughts, ideas and data. There is flow if information for the purpose of discussion, for coordinating the activities, for building understanding and for taking prompt actions. There is a need that the team communication must be effective. Effective communication relates to transmission of a message in a way that the recipient comprehends the intention behind it and its content in a proper manner (DeOrtentiis, et al., 203). When there is proper and adequate flow of information among the team members than there is decrease number of pitfalls such as conflicts, lack f trust and misunderstanding among the team members which directly impacts the team performance. There are various ways in which team communication takes place such as verbal communications, face to face, meetings, emails, memos, texts or conference. There are number of barrier s which came as a barricade in the path of effective communication such as the difference in language, culture, thoughts or mental state (Asante, Miike and Yin, 2013). The above mentioned four major aspects have a direct as well as an indirect connection with each other. Whenever there is formation of a team all these four elements exists. Teamwork, team effectiveness, team performance and team communication are linked with each other from a single chain. The relationship among all the four elements can be understand as when any team is formed and to have attain effectiveness in work there is a need that the individuals must function in team work by taking acknowledging the needs and skills of every teammate. And when team effectiveness is achieved it results into positive team performance and all this happen with the main and the significant element that is team communications. Great communication builds a sense of belonging among the team members witch ultimately result into constructive outcomes and accomplishment of organizational goals (Jordan, et al., 2013). Reviewing Communication and Team Work Teamwork provides a number of benefits such as enhanced productivity, up surged staff efficiency and an increased sense of morale. But to have an effective team there is a need that adequate communication must be in place. For building effective team communication it is necessary to comprehend that in what manner communication impacts the teamwork. The impact can be either positive or negative. Whenever there is effective and positive communication within the team it results into elimination of confusion and there facilitates a happy and healthy workplace. The effective communication results into rapid working with high efficiency. It is majorly the responsibility of the higher authorities, the business owners and the managers to rectify and resolve any kind of communication issues prevailing at the workplace and as soon the lines of communication are clear and open with the teams, there will be smooth functioning and completion of the projects (Mikesell, Bromley and Khodyakov, 2013) . There is a direct relationship between teamwork and communication as there are number of various positive outcomes when effective communication combines with team work. There is an increased interaction between the employees and the employers when there are proper and established communication channels in the organizational teams. The flow of the information tends to be increase among the teammates and this enhances the capability of the individuals to have a robust interaction. By these adequate communication channels, the weaknesses and the strengths of every individual are easy to understand and thus appropriate job roles are defined for the teammates as per their individual capabilities and competence (Nancarrow, et al., 2013). The ineffective and improper communication can lead to conflict in the teams which can directly impacts the success of team work. There are various internal conflicts which are the result of poor communication. Any team which is busy in misinterpreting the information results into organizational conflicts. And thus by developing a robust system of communication eliminates the chances of occurrence of conflicts and flow of misinformation. For the success of a team there is a need that every team member must understand the individual responsibilities in a proper manner as well as there is a need that the duties must help the organization and the team as a whole to succeed. The effective and good communication supports in providing adequate information to each team mate in regards with their wok role and organizational progress. If the communication system is broke off then it result in confused and unmotivated workforce as they do not have the knowledge that in what manner organization is experiencing because of their efforts (Mkikangas, et al., 2016). A team which possesses effective communication is very easy to get trained by the team manger or by the organization. And it has been seen that if there is no proper communication channels than the constructive information is not been distributed among all the teammates. The effective team communication results into employee growth as well as development of the company. It has been also reviewed that there is a direct relation between communication and team effectiveness. Communication is that factor which has received enormous amount of research attention in every literature regarding team and steam performance. There are number of factors which can show the relationship between communicative and team performance such as team cohesion, teamwork, team efficiency and team goal achievement. If there is increased team cohesion, than more are the chances of having effective communication. The cohesive group shares mutual objectives, thoughts and ideas which help in effective flow of comm unication. When the team goals are achieved in a shorter timeframe then it is also an indicator that there is constructive flow of information which helps the teammates to work in an improved and better way (Costa, Passos and Bakker, 2015). Linking team work, communication and ethics To have an effective team, there requires efforts of teamwork To have teamwork, there requires effective communication And to have effective communication, there requires ethics in the communication Ethics and communication in team work are the two factors which work simultaneously at any workplace. If any of the three is missing in an organization, there will be conflicts and issues which will take place. Being ethical in communication results into a number if positive outcomes such as being ethical, honest and fair are one of the major need every employee needs from the organization and the higher authorities. The organizations which are high in ethicality are regarded as credible in nature which empowers the employees and hold good corporate governance. The managerial decision making are also improved when there is ethical communication (Ferrell and Fraedrich, 2015). There is a significant need of ethics in the business communication. In present scenario the brand building and the image recognition of any company is majorly because of the ethical grounds on which the company stands. The bushiness communication is regarded as the heart of the organizational functions and activities. Communication takes place in a company when any single message is passed in an organization among the workers of any hierarchy. And it is very much essential that the message conveyed must have a sense of ethicality in it. Ethical communication means that the message should not be non-offensive and neutral in nature. It is unquestionable that the ethical business communication is one of the most important factors in the success of a company. Whether it is the grass-root level or the superior level employees there is a requisite that the communication should fulfill the ethical norms (Liu, et al., 2013). There are various ethical standards and ethical policies which are there in every company and these ethical policies and standards are the foundation of an ethical communication. The strong and firm the policies and standards are the higher the level of ethical communication is there in the organization. To provide a sense of belonging to the workforce and to retain the employees for a longer period of time in the company there is a need that the organization must incorporate ethical business communication. Being transparent in the staff dealings is a major outcome of ethical communication. The transparency and positive way of communication motivates and inspires the employees to retain as they have a sense of belonging that they are at a right place (Raluca and Romulus, 2015). For developing a positive environment at the workplace ethical business communication exercises an instrumental role. And this directly encourages the employees to give higher productivity. This gives a positive impact over the team performance. There are various ethical communication issues in context with favoritism, religion, fairness, gender and respect. These issues take place when there are prevailing inequalities in the organization on various grounds. The gender inequality is a major ethical issue as the women are still being demoralized and are not given the positions which they are capable of. This discrimination creates unethical communication. Other issues such as religion as the organization give opportunities to those people who are of similar religion or culture and people from distinctive religion are side-lined and cant avail the same opportunities. These unethical standards results into unethical communication. And to avoid and eliminate such issues there is an utmo st need of ethical communication and ethical business practices at workplace (Jayanthi and Rajandran, 2014). Conclusion Teamwork is an essential element which impacts the overall performance of the organization. In present scenario where there is a need of strong and clear communication channels so that there can be flow of information. Then adequate and proper flow of information brings team effectiveness as the opinions, data and information is conveyed in a correct manner. To improve the team effectiveness and team performance there must be development of strategies and plans which can help the team members to improve their communication and performance. With the development plans three will be elimination of the conflicts and issues which arise at the time of teamwork. And there is a need of ethical behavior in communication. The ethicality brings equality and fairness in the organization. There are various benefits of ethical communication such as ethicality in communication brings trust among different parties. It also improves the process of decision making and enhances credibility of an organi zation. The ethical communication makes clear that what type of behavior is applicable and what is in-applicable in an organization. Teamwork, team effectiveness, team performance and team communication are linked with each other from a single chain. And when the ethics are incorporates among these elements there is successful incorporation of the team work. The effective communication results into rapid working with high efficiency. And thus to have better teamwork there is a need that communication channels should be strong as well there should be ethicality in the organization and communication channeled (West, 2012). References Asante, M.K., Miike, Y. and Yin, J., 2013.The global intercultural communication reader. Routledge. Costa, P.L., Passos, A.M. and Bakker, A.B., 2015. Direct and Contextual Influence of Team Conflict on Team Resources, Team Work Engagement, and Team Performance.Negotiation and Conflict Management Research,8(4), pp.211-227. Ferrell, O.C. and Fraedrich, J., 2015.Business ethics: Ethical decision making cases. Nelson Education. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. pearson. Jayanthi, M. and Rajandran, K.V.R., 2014. A study on multicultural team and. Jordan, J., Brown, M.E., Trevio, L.K. and Finkelstein, S., 2013. Someone to look up to executivefollower ethical reasoning and perceptions of ethical leadership.Journal of Management,39(3), pp.660-683. Liu, J., Kwan, H.K., Fu, P.P. and Mao, Y., 2013. Ethical leadership and job performance in China: The roles of workplace friendships and traditionality.Journal of occupational and organizational psychology,86(4), pp.564-584. Mkikangas, A., Aunola, K., Seppl, P. and Hakanen, J., 2016. Work engagementteam performance relationship: shared job crafting as a moderator.Journal of Occupational and Organizational Psychology,89(4), pp.772-790. Maynard, M.T., Mathieu, J.E., Rapp, T.L. and Gilson, L.L., 2012. Something (s) old and something (s) new: Modeling drivers of global virtual team effectiveness.Journal of Organizational Behavior,33(3), pp.342-365. Mikesell, L., Bromley, E. and Khodyakov, D., 2013. Ethical community-engaged research: a literature review.American journal of public health,103(12), pp.e7-e14. Nancarrow, S.A., Booth, A., Ariss, S., Smith, T., Enderby, P. and Roots, A., 2013. Ten principles of good interdisciplinary team work.Human resources for Health,11(1), p.1. Raluca, Z. and Romulus, V., 2015. Informal Groups in Global Work Environment: Group Work or Team Work?.organization,6, p.114. DeOrtentiis, P., K. Summers, J., P. Ammeter, A., Douglas, C. and R. Ferris, G., 2013. Cohesion and satisfaction as mediators of the team trustteam effectiveness relationship: An interdependence theory perspective.Career Development International,18(5), pp.521-543. Salas, E. and Rosen, M.A., 2013. Building high reliability teams: progress and some reflections on teamwork training.BMJ quality safety,22(5), pp.369-373. Stashevsky, S. and Levy, S., 2014. The effects of teamwork quality on team objective and subjective outcomes.Values in Shock The role of contrasting management, economic, and religious paradigms in the workplace,44. West, M.A., 2012.Effective teamwork: Practical lessons from organizational research. John Wiley Sons.

Race In Education Essays - Idaho, Cecil D. Andrus,

Race In Education Fall of 1999, I applied for the University of Idaho to pursue a bachelor degree. I could be the first in my family to obtain this accomplishment. The issue that always came to mind was will I have enough money? Racial issues in the state of Idaho were a concern of mine also, for I was a member of a minority group. How is it possible for an Asian American, from a low-income family, suppose to fund their education and mentally tolerate racism in Idaho? I felt scared and uncertain of what the future held for me. I he question, "how does other minority groups deal and cope with the issues at hand?" When I graduated high school in 1994, I was uncertain of what I wanted to do. I failed to get a scholarship in athletics and had no funding to pay for school. So, I thought to myself "What am I to do for myself now?" Like most minorities I went to work for a living and eventually got married. Things got worse and worse as time went on. Things turned for the worst and I got divorced and was working as a furniture salesman. I spoke to my parents and told them that I was going to go to college at the University of Idaho. My father laughed and said, "yea right and pigs fly." Certainly all the odds are stacked up against minorities in getting a better education. With all the issues brought up in America about equality in the past decade. We find that minorities do have a lot of lenience in pursuing an education and pursuing professional jobs, "equal opportunity." A big question is "how much lenience do we give and who do we give it to?" In a recent article that I read in the Idaho Statesman, "Diversity: Idaho and the U.S." was pretty interesting, but yet still a harsh reality to minorities. It stated that less than 10 percent of Idaho's population was minority. Idaho is the rated 42 out of 50 states in the lowest percent of minority residents. With numbers so low, does this impact the lenience of minorities received in colleges and big corporations? Does company like Micron and Hewlett-Packard in Boise have recruiting problems in hiring minorities due to affirmative action? Section 601 of the Civil Rights Act of 1964 provides: No person in the United States shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial assistance. (American Constitutional Law) With these recruiting problems does this affect the quality of the work? In a interview in The Idaho Statesman, Mehairi stated, "Nothing makes me want to go there," said Mehairi Kassa, a Drexel University student interviewing at a California job fair where HP (Hewlett Packard) was recruiting." If corporations can't to hire on the bases of where they can't base their decision on race, religion, sex, and affiliation of any specific group. Then why do we use these things for basing funding for education? With all these questions at hand, I was curious and I started to look into these fascinating things. Among these things I found in Idaho there are four different racist groups residing in Bonners Ferry, Coeur d'Alene, Idaho Falls, Nampa, and Sandpoint and others in North Idaho. (Idaho Statesman) "North Idaho College couldn't persuade any person of color to apply for its president's job. Several black female candidates were contacted but declined when they learned the college was in Coeur d'Alene," stated Ron Bell Interim President. (Idaho Statesman) This gave me a little insight in how people had perceived the state of Idaho. I think it is perceived this way because of how Idaho is portrayed in the media. With the whole OJ Simpson case and how Mark Fermin lived in Sandpoint. It gives a preconceived idea to minorities considering moving to Idaho. After seeing this insight, I wasn't going to let it deter me from pursuing an education. I continued to look for all the possible ways to finance my education. I filled out a Financial Aide form and pursued several scholarships. After all this, I received enough funding to attend the University of Idaho. Is this because I'm a minority or because I come from a low-income family? I feel that I received this due to the image of how minorities see Idaho's image and that I should reflect how Idaho really looks.

Critically evaluate the significance of Human Essays

Critically evaluate the significance of Human Essays Critically evaluate the significance of Human Essay Critically evaluate the significance of Human Essay Critically measure the significance of Human Rights Act challenges to societal security jurisprudence in the UK. Introduction Since the execution of the European Convention on Human Rights 1950 ( ECHR ) in domestic jurisprudence in the signifier of the Human Rights Act 1998 ( HRA 1998 ) , the jurisprudence of societal security amongst other legal subjects has been capable to legal reform and a figure of test cases’ in recent times. Human rights vis-a-vis societal security is one major facet impacting and act uponing judicial activism. This essay endeavours to look into the challenges that the HRA 1998 has posed on domestic societal security. My reading will analyze the most important facetsapropossocietal security commissariats and the challenges that they face in visible radiation of pluralist human rights jurisprudence and will cross-examine academic positions and texts. The Challenges faced by the HRA 1998 Domestic statute law therefore far has consisted of the Social Security Contributions and Benefits Act 1992, Social Security Administration Act 1992 and the Social Security Act 1998. Since the acceptance of the HRA 1998, the ECHR has to be incorporated into domestic statute law in so far as possible to make so. [ 1 ] Whilst, the statute law in topographic point is reasonably commensurate, it does non supply an equal model of security jurisprudence. Alternatively, societal security jurisprudence is frequently contained in particular ordinances as opposed to Acts of Parliament. [ 2 ] McColgan [ 3 ] high spots the importance of EC jurisprudence, in peculiar the far-reaching effects of Council Directive 79/7 which propounds the execution of equal intervention in societal security services associating to sickness, invalidness, old age, accident and unemployment. [ 4 ] Despite this directing holding direct consequence in member provinces, the United Kingdom appears to hold lagged behind in its execution. In the landmark trial instance ofWillis v. United Kingdom[ 5 ] , a hubby who nursed his deceasing married woman had applied upon her decease for entitlement of societal security to the same degree a widow would hold earned from the decease of her hubby under similar fortunes. The applicant relied on Article 14 and Article 8 of the ECHR on the evidences of sexual favoritism and misdemeanors under the HRA 1998. Whilst the applier was awarded ?25,000 in monetary amendss, the tribunal had found that he had yet suffered any favoritism. The favoritism was, nevertheless an subjective affair that the applier was likely to endure. Consequently, the ECJ gave the United Kingdom a caution vis-a-vis its failure to implement satisfactory non-discriminatory steps. In the earlier instance ofHobbs v. United Kingdom[ 6 ] , where the applier challenged a determination declining him a Widow s Bereavement Allowance ( available under subdivision 262 of theIncome and Corporation Taxes Act 1988) , the Government argued that the applier had failed to wash up domestic redresss, by neglecting,inter alia, to convey judicial reappraisal proceedings. The statement was non substantiated in the tribunal followingWilkinson v. Commissioners of the Inland Revenue[ 7 ] in which MJ Moses found the determination to be incompatible with the HRA 1998 and later granted a declaration of mutual exclusiveness before leting the instance to predispose the applier to continue in the European Courts. In regard to the disagreements of the retirement age being dependent on the sex, the male applier inWalker V United Kingdom[ 8 ] sought to dispute his right to be able to retire at the same age as adult females. Currently under the Pensions Act 1995, males are entitled to pension at the age of 65 whilst adult females are entitled at the earlier age of 60. Although the ECJ considered the damages faced by Mr. Walker, they acknowledged that the authorities had adopted progressive steps which would rise the age of retirement for adult females to the same age as work forces by 2010. [ 9 ] On a separate note, observers such as Gask [ 10 ] disseminate the position that if Walker was able to supplant national process, much to the likesHobbs, so certainly the HRA 1998 hour angle s failed to convey the ECHR into full domestic process itself. Arguably, Walker would non hold had to dispute the favoritism in the first topographic point had the HRA 1998 incorporated Council Directive 79/7 and made specific allotment for equal pension attainment for males and females. Similarly, the recent House of Lords instance ofR. ( On the application of Carson ) v. Secretary of State for Work and Pensions[ 11 ] where their Lordships questioned the cogency of a British pensionary being restricted from having her full pension because she was occupant in South Africa. Notwithstanding the fact that Ms. Carson had made full pension parts, she was denied an addition in proportion to additions in the cost of life. The tribunal had held that her differential intervention has non infringed Article 14 of the ECHR since her being occupant in South Africa could non be aligned with life cost additions in the United Kingdom. [ 12 ] R as opposed to Carson, in the interim challenged her rights was a individual individual under the age of 25 who was made redundant. She argued that the payment of jobseeker s allowance and income support at lower rates than were paid to a individual aged 25 violated her rights under Humanistic disciplines 14 and 1 of the First Protocol ECHR. De spite her challenge, the tribunal held that that payment at different rates depending on age was rationally justifiable since individuals under 25 as a group could be regarded as holding lower net incomes and lower life costs. III.Decision In analyzing these opinions, it would look that the tribunals have taken a austere stance on restricting the range that human rights jurisprudence can widen societal security steps. The construct of rationality’ and proportionality’ are impressions that are discussed in all of the instances above. Possibly, they are positive steps to forestall human rights jurisprudence taking a clasp over facets of societal security commissariats whilst besides paying respect for the importance of upholding cardinal civil autonomies. It is my position that the Courts have reached a satisfactory attack in its latest instances. Having said this, it is extremely likely that other countries of societal security jurisprudence are likely to be challenged in the hereafter. 999w Bibliography Case Commentary , P.L. 2005, Win, 863-864 Employment and Discrimination , E.H.R.L.R. 2004, 4, 452-454 Independent Review Sevice,The Human Rights Act 1998, hypertext transfer protocol: //www.irs-review.org.uk/infocent/commad/hright/hrights.htm. McColgan,Discrimination Law,( 2000 ) , p.247 Your Rights, yourrights.org.uk 1

Tips for Submitting to Literary Magazines

Tips for Submitting to Literary Magazines As editor of the Maine Review, Im often asked what I look for in submissions. As a writer who has submitted to literary magazines, I know the process is fraught with anxiety, hope, and an occasional bit of dread. Its sad that theres no easier way for editors to discover excellent writing than through an impersonal submission process, and I hope that Let me say first that there would be no Maine Review, or New York Times, or Amazon.com without writers. Though writers often feel theyre at the bottom of the totem pole, the fact is that writing is actually the cornerstone of the entire industry. Be proud that youre a writer. As an editor, its a thrill for me to read a piece of writing that grabs me in the first paragraph, carries me along, and moves me in some waywhether to tears, laughter, or amazement that someone could so clearly express powerful feelings, ideas, and metaphors that I can deeply relate to as a fellow human being. Writing is powerful.   The process of writing can be powerful, healing, enraging, ennobling its one of the purest forms of self-expression because it comes straight from inspiration. What many writers ignore (or dont realize) is that theres a second part to the process, and that is craft. There are many excellent books on craft: Stephen Kings On Writing and Anne Lamotts Bird Over the years, Ive edited books in every genre, and Im amazed that some writers will write a novel without reading over it to tighten, focus, delete, and expand to make the book as compelling as possible.   Rewriting isnt always as fun as penning the first draft, but its what truly makes the story. That said, here are a few tips to keep in mind when submitting: 1. Find out what kind of work the lit mag publishes, and choose your submissions accordingly. You can often get a copy through your interlibrary loan system, or find previously published issues on the website. 2. Go deep. Readers love to experience what theyre reading, to relate to it on a visceral or emotional level. Gutsy writing is always appreciated. 3. Reading a piece through without noticing an error is a real joy for editors. I always suggest that writers have their work edited before submitting it anywhere. At least run the work through the spell checker, and fix what comes up. One or two typos doesnt mean the end of the world, but a piece that has numerous typos feels carelessly done, no matter how good the writing. 4. Follow instructions. Its amazing how many people, in every walk of life, fail to follow instructions. At the Review, we usually ask for a cover page along with a submission, so that we can easily keep track of a writers contact info. When were running a contest (deadline for the current contest is February 10th), we need a separate cover sheet to tag entries for the blind judging process. When we receive a submission that doesnt follow instructions, theres a tendency to assume that the writing might not be that good either even if thats often not true. Above all, enjoy the process of writing! Remember that editors love discovering the next great writer and it could be you. Good luck!

Lower Limb Prosthetics Evolution Article Example | Topics and Well Written Essays - 500 words

Lower Limb Prosthetics Evolution - Article Example Presently, there has been the use of Carbon fiber springs in the prostheses that allows improved shock absorption and mobility without increasing any weight. Additionally, the carbon fiber have allowed active amputees to wear limbs that can help in the absorption of two to four times their total body weight. In 2004, the esteemed international event aided the drive of development of lighter and more functional devices such as the gait-adaptive knee and an artificial limb that can be modified for its users2. There has been the advancement of the technology today where scientists and developed with the advent of microprocessors, robotics and computer chips have allowed amputees to get back to their accustomed lifestyle. United States., United States., & United States. (1984). Journal of rehabilitation research and development. Washington, D.C: Veterans Administration, Dept. of Medicine and Surgery, Rehabilitation R & D

New Physics and Chemistry Discovered at the CERN's Large Hadron Research Paper - 1

New Physics and Chemistry Discovered at the CERN's Large Hadron Collider - Research Paper Example ATLAS: A Toroidal LHC Apparatus, records measurements for the results of particle collisions. It tracks what particles are created and destroyed in a given collision, and the path of travel and energy for those particles (â€Å"CERN - LHC Experiments: ATLAS†). They are both considered general-purpose detectors. The experiments were performed using them focus on the search for the Higgs boson and the substance known as dark matter (â€Å"CERN - LHC Experiments: ATLAS†; â€Å"CERN - LHC Experiments: CMS†). Both pieces of equipment are needed in order to study the Higgs boson due to its extremely elusive nature. Mathematical and physical proof aa â€Å"light† Higgs boson would require the results of the experiments to agree on both pieces of equipment, and for each experiment to have consistent results across several experimental states each very different from one another (Froidevaux & Sphicas). CMS: Compact Muon Solenoid, has the same research goals as ATLAS, but it has different technical specifications to achieve those goals, especially with regard to the design of the magnet system within the equipment (â€Å"CERN - LHC Experiments: CMS†). The CMS has been designed to detect the presence of â€Å"missing† energy, which could indicate the presence of stable but weakly-interacting particles, such as energetic neutrinos. This missing energy occurs when the particle moves in the same direction as the beam pipe and so cannot be detected.

Accreditation Process Essay Example for Free

Accreditation Process Essay Accreditation refers to the recognition given to institutions which have fully met specific standards of educational quality by an agency or an association. In the US, the relevant agencies undertake a review of education quality at all levels including elementary, secondary, colleges and universities. The agencies set basic standards reflecting the qualities of sound educational programs (Hasley et al, 1986 pp 66). They then develop procedures aimed at determining whether the institutions and programs meet the set standards. Many other countries lack accreditation systems like those used in the US and instead rely mainly on government agencies to check their education quality and standards. In Canada, provincial government authorities work closely with private educational associations in periodically assessing the quality of universities, colleges and schools. Accreditation offers standards of excellence that help in encouraging educational institutions in improving their programs. It also provides accountability for institutions’ educational policy, and creates criteria for certifying professions like medicine and law.   Furthermore, it helps prospective students to identify quality institutions, while facilitating student transfer from an institution to another. Accreditation is also among the factors used in determining the institutions and programs eligible for receiving federal and private funds. The accreditation procedure for any agency entails five fundamental stages, each of which has many other subtasks under it. First, the agency must establish the criteria or standards of academic excellence in consultation with the educational institution being accredited. The second stage involves development of procedures enabling institutions to evaluate themselves deeply, to help in determining if they meet the set accreditation standards or not. In case they do not meet the established standards, the institutions must go back to the drawing board and make the necessary adjustments and improvements to satisfy the required demands. Depending on the level of compliance, this may require the institution to invest some more time and resources and resources into it. Thirdly, the agency performs an evaluation aimed at determining first-hand if the institution really meets the set standards. This involves examining the institution’s facilities as well as its resources, both physical and human. This is done until the agency is fully convinced that the institution meets its minimum requirements. The evaluation is done by the agencies’ experts, who are usually armed with specific requirements for accreditation. Fourthly, the agency then grants the accreditation to the institution after it is convinced that the necessary requirements have been met. It then publishes a list of institutions that have met similar requirements and have been awarded accreditation by the agency, including the time of the accreditation. Finally, the agency periodically reviews these institutions to find out if they still maintain educational quality standards. This is done to ensure the institutions do not compromise on the quality of educational standards. All accreditation agencies utilize these steps even though inspection procedures and specific criteria differ depending on the agency. Current issues in the accreditation process Problems of the Law School Accreditation Process For the past ten or so years, the American Bar Association’s accrediting arm has faced a lot of criticism with regard to its standards. The association has been accused of having poorly monitored standards that are not related to law school quality (Marty et al, 1991). Critics are of the view that ABA’s accreditation standards lack correlation with professional competence and institutional quality. The accreditation process puts emphasis on high cost inputs; like requirements for physical facilities, library collections and the number of professors available. Moreover, it considers test scores at law school admission, which has been criticized as not being related to professional skills and academic achievement. The association has also been accused of restricting low income students and minorities by putting too much emphasis on standardized tests as well as raising tuition fees (Luebchow, 2007). The critics have accused the ABA of being inconsistent and using secret rules, which are not made public or disclosed to schools, to make accreditation decisions. The Department of Education has also complained about ABA’s failure in abiding by the department’s specific requirements (Hagan, 2004 pp201). The Congress has also raised concerns about the association’s accreditation. Both the federal officials and law schools have often disapproved ABA’s accreditation process from the early 1990s. The Massachusetts School of Law, which has itself not been accredited, has for long strongly criticized the association. In 1993 the school sued ABA citing violation of antitrust law because it functioned as a cartel and set unfair standards that only raised costs, yet were not connected to law school quality. The Justice Department filed a similar suit in 1994, leading to a ten year consent decree, which is now defunct (Hagan, 2004). The Education Department has also crossed heads with the association over its failure to comply with the department’s criteria for recognition since the 1990s. These deficiencies led to the limiting of the association’s recognition to just three years in 1997. Later in 1998, the Education Department’s staff recommended the limiting, suspending or terminating the association’s recognition as nationally recognized accreditation agency (Luebchow, 2007).

Film Review :: essays research papers

WRITING A FILM REVIEW Be sure to check out film terminology! In writing your film review, remember that your writing is intended to be persuasive. Additionally, your writing should demonstrate clearly that you not only viewed the film, but also read the novel or play which formed the basis of the film. Paragraph 1: Offer your overall impression of the film while mentioning the movie's title, director, and key actors. Paragraph 2: Summarize the plot of the film, noting differences from the original novel or play. Paragraph 3: How did the actors portray key character roles? Did they fulfill your expectations given your knowledge of the original novel or play? Paragraph 4: Were any particular film techniques used in key scenes? How did the film techniques and music enhance the setting and themes of the film? Paragraph 5: Address how well the film represents the themes of the novel or play. Offer evidence for your opinion. Remember to mention use of symbols and literary devices. Do they "transfer" from the novel/play into the movie well? Paragraph 6: Ending paragraph--your last opportunity to convince the reader. Offer a clincher that tells the reader to attend the film or not. Film Terminology General Terms Shot: continuous, unedited piece of film of any length Scene: a series of shots that together form a complete episode or unit of the narrative Storyboard: Drawn up when designing a production. Plans AV text and shows how each shot relates to sound track. (Think comic strip with directions - like a rough draft or outline for a film.) Montage: The editing together of a large number of shots with no intention of creating a continuous reality. A montage is often used to compress time, and montage shots are linked through a unified sound - either a voiceover or a piece of music. Parallel action: narrative strategy that crosscuts between two or more separate actions to create the illusion that they are occurring simultaneously Shots Long Shot: Overall view from a distance of whole scene often used as an establishing shot - to set scene. Person - will show whole body. Medium or Mid Shot: Middle distance shot - can give background information while still focusing on subject. Person - usually shows waist to head. Close Up: Focuses on detail / expression / reaction. Person - shows either head or head and shoulders. Tracking shot: single continuous shot made with a camera moving along the ground

Federal Income Tax Formula

FEDERAL INCOME TAX FORMULA Gross Income – Above the Line Deductions____ Adjusted Gross Income – Itemized or Standard Deduction – Exemptions_________________ Taxable Income x Applicable Marginal Tax Rates for Each Bracket Tax Liability – Tax Credits_________________ = TAX OWED ABRIDGED INCOME TAX ACCOUNTING I. Gross Income [ § 61] — A. Wages, Salaries, and Tips B. Interest Income C. Dividend Income D. Other (Net) Income—Reduced by Deductible Expenses 1. State & Local Income Tax Refunds 2. Alimony Received 3. Business Income or Loss 4. Capital Gains or Losses 5. Taxable IRA Distributions, Pensions, & Annuities . Rents, Royalties, Partnerships, S-Corporations, Estates, Trusts 7. Unemployment Compensation & Social Security 8. Other Income II. Less â€Å"Above the Line† Deductions— A. Unreimbursed Qualified Moving Expenses B.? of Self-Employment Tax C. Self-employed Health Insurance Deduction D. IRA Deduction E. Payments to Keogh R etirement Plan F. Penalty on Early Withdrawal of Savings G. Student Loan Interest Deduction H. Alimony Paid I. Tuition and Fees Deduction J. Depreciation Deduction ———————————————————-â€Å"The Line† = Adjusted Gross Income (â€Å"AGI†) III.Less the Greater of (1) Itemized Deductions or (2) the Standardized Deductions— A. Itemized Deductions: 1. Medical and Dental 2. State Taxes 3. Interest Expense on Qualified Mortgage Indebtedness 4. Casualty & Theft Losses 5. Miscellaneous Itemized Deductions i)Misc. Deductions Subject to 2% AGI Floor ii)Misc. Deductions Exempt from 2% AGI Floor B. Standard Deduction [ § 63] IV. Less Exemptions = Taxable Income V. Tax Liability = Taxable Income x Applicable Marginal Tax Rates VI. Less Tax Credits A. Historical Building Rehabilitation B. Renewable Energy C. Work Opportunity Tax Credit D. Qualif ying Child Tax Credit = TAX OWED

EMI and the CT Scanner Essay

In early 1972 there was considerable disagreement among top management at EMI Ltd, the UKbased music, electronics, and leisure company. The subject of the controversy was the CT scanner, a new medical diagnostic imaging device that had been developed by the group’s Central Research Laboratory (CRL). At issue was the decision to enter this new business, thereby launching a diversification move that many felt was necessary if the company was to continue to prosper. Complicating the problem was the fact that this revolutionary new product would not only take EMI into the fast-changing and highly competitive medical equipment business, but would also require the company to establish operations in North America, a market in which it had no prior experience. In March 1972 EMI’s board was considering an investment proposal for  £6 million to build CT scanner manufacturing facilities in the United Kingdom. Development of the CT Scanner company background and history EMI Ltd traces its origins back to 1898, when the Gramophone Company was founded to import records and gramophones from the United States. It soon established its own manufacturing and recording capabilities, and after a 1931 merger with its major rival, the Columbia Gramophone Company, emerged as the Electric and Musical Industries, Ltd. EMI Ltd quickly earned a reputation as an aggressive technological innovator, developing the automatic record changer, stereophonic records, magnetic recording tape, and the pioneer commercial television system adopted by the BBC in 1937. Beginning in 1939, EMI’s R&D capabilities were redirected by the war effort toward the development of fuses, airborne radar, and other sophisticated  electronic devices. The company emerged from the war with an electronics business, largely geared to defenserelated products, as well as its traditional entertainment businesses. The transition to peacetime was particularly difficult for the electronics division, and its poor performance led to attempts to pursue new industrial and consumer applications. EMI did some exciting pioneering work, and for a while held hopes of being Britain’s leading computer company. Market leadership in major electronics applications remained elusive, however, while the music business boomed. The 1955 acquisition of Capitol Records in the United States, and the subsequent success of the Beatles and other recording groups under contract to EMI, put the company in a very strong financial position as it entered the 1970s. In 1970 the company h ad earned  £21 million before tax on sales of  £215 million, and although extraordinary losses halved those profits in 1971, the company was optimistic for a return to previous profit levels in 1972 (see exhibits 10.1 to 10.3 for EMI’s financial performance). Around that time, a change in top management signaled a change in corporate strategy. John Read, an accountant by training and previously sales director for Ford of Great Britain, was appointed chief executive officer after only four years in the company. Read recognized the risky, even fickle, nature of the music business, which accounted for two-thirds of EMI’s sales and profits. In an effort to change the company’s strategic balance, he began to divert some of its substantial cash flow into numerous acquisitions and internal developments. To encourage internal innovation, Read established a research fund that was to be used to finance innovative developments outside the company’s immediate interests. Among the first projects financed was one proposed by Godfrey Hounsfield, a research scientist in EMI’s Central Research Laboratories (CRL). Hounsfield’s proposal opened up an opportunity for the company to diversify in the fast-growing medical electronics field. ct scanning: the concept In simple terms, Hounsfield’s research proposal was to study the possibility of creating a threedimensional image of an object by taking multiple X-ray measurements of the object from different angles, then using a computer to reconstruct a picture from the data contained in hundreds of overlapping and  intersecting X-ray slices. The concept became known as computerized tomography (CT). Although computerized tomography represented a conceptual breakthrough, the technologies it harnessed were quite well known and understood. Essentially, it linked X-ray, data processing, and cathode ray tube display technologies in a complex and precise manner. The real development challenge consisted of integrating the mechanical, electronic, and radiographic components into an accurate, reliable, and sensitive system. Figure 10.1 provides a schematic representation of the EMI scanner, illustrating the linkage of the three technologies, as well as the patient handling table and X-ray gantry. Progress was rapid, and clinical trials of the CT scanner were under way by late 1970. To capture the image of multiple slices of the brain, the scanner went through a translate-rotate sequence, as illustrated in figure 10.2. The X-ray source and detector, located on opposite sides of the patient’s head, were mounted on a gantry. After each scan, or â€Å"translation,† had generated an X-ray image comprising 160 data points, the gantry would rotate 1 ° and another scan would be made. This procedure would continue through 180 translations and rotations, storing a total of almost 30,000 data points. Since the detected intensity of an X-ray varies with the material through which it passes, the data could be reconstructed by the computer into a threedimensional image of the object that distinguished bone, tissue, water, fat, and so on. At about the time of the CT clinical trials, John Powell, formerly managing director of Texas Instrument’s English subsidiary, joined EMI as technical director. He soon became convinced that the poor profitability of the nonmilitary electronics business was due to the diffusion of the company’s 2,500-person R&D capability over too many diverse small-volume lines. In his words, â€Å"EMI was devoted to too many products and dedicated to too few.† Because the CT scanner project built on the company’s substantial and well-established electronics capability, Powell believed it gave EMI an important opportunity t o enter an exciting new field. He felt that this was exactly the type of effort in which the company should be prepared to invest several million  pounds. Diagnostic Imaging Industry During the first half of the twentieth century, diagnostic information about internal organs and functions was provided almost exclusively by conventional X-ray examination, but in the 1960s hostemostel.com and 1970s, several new imaging techniques emerged. When the CT scanner was announced, three other important technologies existed: X-ray, nuclear, and ultrasound. EMI management believed its CT scanner would displace existing diagnostic imaging equipment in only a few applications, specifically head and brain imaging. x-ray In 1895 Wilhelm Roentgen discovered that rays generated by a cathode ray tube could penetrate solid objects and create an image on film. Over the next 40 to 50 years, X-ray equipment was installed in almost every healthcare facility in the world. Despite its several limitations (primarily due to the fact that detail was obscured when three-dimensional features were superimposed on a two-dimensional image), X-rays were universally used. In 1966 a Surgeon General’s report estimated that between one-third and one-half of all crucial medical decisions in the United States depended on interpretation of X-ray films. That country alone had more than 80,000 X-ray installations in operation, performing almost 150 million procedures in 1970. The X-ray market was dominated by five major global companies. Siemens of West Germany was estimated to have 22 percent of the world market, N.V. Philips of the Netherlands had 18 percent, and Compagnie Generale de Radiologie (CGE), subsidiary of th e French giant Thomson Brandt, held 16 percent. Although General Electric had an estimated 30 percent of the large US market, its weak position abroad gave it only 15 percent of the world market. The fifth largest company was Picker, with 20 percent of the US market, but less than 12 percent worldwide. The size of the US market for X-ray equipment was estimated at $350 million  in 1972, with an additional $350 million in X-ray supplies. The United States was thought to represent 35– 40% of the world market. Despite the maturity of the product, the X-ray market was growing by almost 10% annually in dollar terms during the early 1970s. A conventional X-ray system represented a major capital expenditure for a hospital, with the average system costing more than $100,000 in 1973. In the mid-1960s a nuclear diagnostic imaging procedure was developed. Radioisotopes with a short radioactive life were projected into the body, detected and monitored on a screen, then recorded on film or stored on a tape. Still in an early stage of development, this technology was used to complement or, in some instances, replace a conventional X-ray diagnosis. Both static and dynamic images could be obtained. Following the pioneering development of this field by Nuclear-Chicago, which sold the first nuclear gamma camera in 1962, several other small competitors had entered the field, notably Ohio Nuclear. By the late 1960s larger companies such as Picker were getting involved, and in 1971 GE’s Medical Systems Division announced plans to enter the nuclear medicine field. As new competitors, large and small, entered the market, competition became more aggressive. The average nuclear camera and data processing system sold for about $75,000. By 1973, shipments of nuclear imaging equipment into the US market were estimated to be over $50 million. Ultrasound had been used in medical diagnosis since the 1950s, and the technology advanced significantly in the early 1970s, permitting better-defined images. The technique involves transmitting sonic waves and picking up the echoes, which when converted to electric energy  could create images. Air and bone often provide an acoustic barrier, limiting the use of this technique. But because the patient was not exposed  to radiation, it was widely used as a diagnostic tool in obstetrics and gynecology. In 1973 the ultrasound market was very small, and only a few small companies were reported in the field. Picker, however, was rumored to be doing research in the area. The cost of the equipment was expected to be less than half that of a nuclear camera and support system, and perhaps a third to a quarter that of an X-ray machine. Because of its size, sophistication, progressiveness, and access to funds, the US medical market clearly represented the major opportunity for a new device such as the CT scanner. EMI management was uncertain about the sales potential for their new product, however. As of 1972, there were around 7,000 hospitals in the United States, ranging from tiny rural hospitals with fewer than 10 beds to giant teaching institutions with 1,000 beds or more (see table 10.1). Since the price of the EMI Scanner was expected to be around $400,000, only the largest and financially strongest short-term institutions would be able to afford one. But the company was encouraged by the enthusiasm of the physicians who had seen and worked with the scanner. In the opinion of one leading American neurologist, at least 170 machines would be required by major US hospitals. Indeed, he speculated, the time might come when a neurologist would feel ethically compelled to order a CT scan before making a diagnosis. During the 1960s the radiology departments in many hospitals were recognized as important money-making operations. Increasingly, radiologists were able to commission equipment manufacturers to build specially designed (often esoteric) X-ray systems and applications. As their budgets expanded, the size of the US X-ray market grew from $50 million in 1958 to $350 million in 1972. Of the 15,000 radiologists in the United States, 60 percent were primarily based in offices and 40 percent in hospitals. Little penetration of private clinics was foreseen for the CT scanner. Apart from these broad statistics, EMI had little ability to forecast the potential of the US market for scanners. EMI’s Investment Decision conflicting management views By late 1971 it was clear that the clinical trials were successful and EMI management had to decide whether to make the investment required to develop the CT scanner business. One group of senior managers felt that direct EMI participation was undesirable for three reasons. First, EMI lacked medical product experience. In the early 1970s EMI offered only two very small medical products, a patient-monitoring device and an infrared thermography device, which together represented less than 0.5 percent of the company’s sales. Second, they argued that the manufacturing process would be quite different from EMI’s experience. Most of its electronics work had been in the job shop mode required in producing small numbers of highly specialized defense products on cost-plus government contracts. In scanner production, most of the components were purchased from subcontractors and had to be integrated into a functioning system. Finally, many believed that without a working knowledge of the North American market, where most of the demand for scanners was expected to be, EMI might find it very difficult to build an effective operation from scratch. Among the strongest opponents of EMI’s self-development of this new business was one of the scanner’s earliest sponsors, Dr Broadway, head of the Central Research Laboratory. He emphasized that EMI’s potential competitors in the field had considerably greater technical capabilities and resources. As the major proponent, John Powell needed convincing market information to counter the critics. In early 1972 he asked some of the senior managers how many scanners they thought the company would sell in its first 12 months. Their first estimate was five. Powell told them to think again. They came back with a figure of 12, and were again sent back to reconsider. Finally, with an estimate of 50, Powell felt he could go to bat for the  £6 million  investment, since at this sales level he could project handsome profits from year one. He then prepared an argument that justified the scanner’s fit with EMI’s overall objectives, and outlined a basic strategy for the business. Powell argued that self-development of the CT scanner represented just the sort of vehicle EMI had been seeking to provide some focus to its development effort. By definition, diversification away from existing product-market areas would move the company into somewhat unfamiliar territory, but he firmly believed that the financial and strategic payoffs would be huge. The product offered access to global markets and an entry into the lucrative medical equipment field. He felt the company’s objective should be to achieve a substantial share of the world medical electronics business not only in diagnostic imaging, but also through the extension of its technologies into computerized patient planning and radiation therapy. Powell claimed that the expertise developed by Hounsfield and his team, coupled with protection from patents, would give EMI three or four years, and maybe many more, to establish a solid market position. He argued that investments should be made quickly and boldly to maximize the market share of the EMI scanner before competitors entered. Other options, such as licensing, would impede the development of the scanner. If the licensees were the major Xray equipment suppliers, they might not promote the scanner aggressively since it would cannibalize their sales of X-ray equipment and consumables. Smaller companies would lack EMI’s sense of commitment and urgency. Besides, licensing would not provide EMI with the major strategic diversification it was seeking. It would be, in Powell’s words, â€Å"selling our birthright.† the proposed strategy Because the CT scanner incorporated a complex integration of some technologies in which EMI had only limited expertise, Powell proposed that the manufacturing strategy should rely heavily on outside sources of those components rather than trying to develop the expertise internally. This approach would not only minimize risk, but would also make it possible to implement a manufacturing program rapidly. He proposed the concept of developing various â€Å"centers of excellence† both inside and outside the company, making each responsible for the continued superiority of the subsystem it manufactured. For example, within the EMI UK organization a unit called SE Labs, which manufactured instruments and displays, would become the center of excellence for the scanner’s viewing console and display control. Pantak, an EMI unit with a capability in X-ray tube assembly, would become the center of excellence for the X-ray generation and detection subsystem. An outside vendor with which the company had worked in developing the scanner would be the center of excellence for data processing. Finally, a newly created division would be responsible for coordinating these subsystem manufacturers, integrating the various components, and assembling the final scanner at a company facility in the town of Hayes, not far from the CRL site. Powell emphasized that the low initial investment was possible because most of the components and subsystems were purchased from contractors and vendors. Even internal centers of excellence such as SE Labs and Pantak assembled their subsystems from purchased components. Overall, outside vendors accounted for 75–80 percent of the scanner’s manufacturing cost. Although Powell felt his arrangement greatly reduced EMI’s risk, the  £6 hostemostel.com million investment was a substantial one for the company, representing about half the funds available for capital investment over the coming year. (See exhibit 10.2 for a balance sheet and exhibit 10.3 for a projected funds flow.) The technology strategy was to keep CRL as the company’s center of excellence for design and software expertise, and to use the substantial profits Powell was projecting from even the earliest sales to maintain technological leadership position. Powell would personally head up a team to develop a marketing strategy. Clearly, the United States had to be the main focus of EMI’s marketing activity. Its neuroradiologists were regarded as world leaders and tended to welcome technological innovation. Furthermore, its  institutions were more commercial in their outlook than those in other countries and tended to have more available funds. Powell planned to set up a US sales subsidiary as soon as possible, recruiting sales and service personnel familiar with the North American healthcare market. Given the interest shown to date in the EMI scanner, he did not think there would be much difficulty in gaining the attention and interest of the medical community. Getting the $400,0 00 orders, however, would be more of a challenge. In simple terms, Powell’s sales strategy was to get machines into a few prestigious reference hospitals, then build from that base. the decision In March 1972 EMI’s chief executive, John Read, considered Powell’s proposal in preparation for a board meeting. Was this the diversification opportunity he had been hoping for? What were the risks? Could they be managed? How? If he decided to back the proposal, what kind of an implementation program would be necessary to ensure its eventual success? CASE B The year 1977 looked like it would be a very good one for EMI Medical Inc., a North American subsidiary of EMI Ltd. EMI’s CT scanner had met with enormous success in the American market. In the three years since the scanner’s introduction, EMI medical electronics sales had grown to  £42 million. Although this represented only 6 percent of total sales, this new business contributed pretax profits of  £12.5 million, almost 20 percent of the corporate total (exhibit 10.4). EMI Medical Inc. was thought to be responsible for about 80 percent of total scanner volume. And with an order backlog of more than 300 units, the future seemed rosy. Despite this formidable success, senior management in both the subsidiary and the parent company were concerned about several developments. First, this fast-growth field had attracted more than a dozen new entrants in the past two years, and technological advances were occurring rapidly. At the same time, the growing political debate ov er hospital cost containment often focused on $500,000 CT scanners as an example of questionable hospital spending. Finally, EMI was beginning to feel some internal organizational strains. Entry Decision  product launch Following months of debate among EMI’s top management, the decision to go ahead with the EMI Scanner project was assured when John Read, the company CEO, gave his support to Dr Powell’s proposal. In April 1972 a formal press announcement was greeted by a response that could only be described as overwhelming. EMI was flooded with inquiries from the medical and financial communities, and from most of the large diagnostic imaging companies wanting to license the technology, enter into joint ventures, or at least distribute the product. The response was that the company had decided to enter the business directly itself. Immediately action was implemented to put Dr Powell’s manufacturing strategy into operation. Manufacturing facilities were developed and supply contracts drawn up with the objective of beginning shipments within 12 months. In May, Godfrey Hounsfield, the brilliant EMI scientist who had developed the scanner, was dispatched to the US accompanied by a leading English neurologist. The American specialists with whom they spoke confirmed that the scanner had great medical importance. Interest was running high in the medical community. In December, EMI mounted a display at the annual meeting of the Radiological Society of North America (RSNA). The exhibit was the highlight of the show, and boosted management’s confidence to establish a US sales company to penetrate the American medical market. us market entry In June 1973, with an impressive pile of sales leads and inquiries, a small sales office was established in Reston, Virginia, home of the newly appointed US sales branch manager, Mr Gus Pyber. Earlier that month the first North American head scanner had been installed at the prestigious Mayo Clinic, with a second machine promised to the Massachusetts General Hospital for trials. Interest was high, and the new sales force had little difficulty getting into the offices of leading radiologists and neurologists. By the end of the year, however, Mr Pyber had been fired in a dispute over appropriate expense levels, and James Gallagher, a former marketing manager with a major drug company, was hired to replace him. One of Gallagher’s first steps was to convince the company that the Chicago area was a far better location for the US office. It allowed better servicing of a national market, was a major center for medical electronics companies, and had more convenient linkages with London. This last point was important since all major strategic and policy decisions were being made directly by Dr Powell in London. During 1974, Gallagher concentrated on recruiting and developing his three-man sales force and two-man service organization. The cost of maintaining each salesman on the road was estimated at $50,000, while a serviceman’s salary and expenses at that time were around $35,000 annually. The production rate for the scanner was running at a rate of only three or four machines a month, and Gallagher saw little point in developing a huge sales force to sell a product for which supply was limited, and interest seemingly boundless. In this seller’s market the company developed some policies that were new to the industry. Most notably, they required that the customer deposit one-third of the purchase price with the order to guarantee a place in the production schedule. Sales leads and enquiries were followed up when the sales force could get to them, and the general attitude of the company seemed to have somewhat of a â€Å"take it or leave it† tone. It was in this period that EMI developed a reputation for arrogance in some parts of the medical profession. Nonetheless, by June 1974 the company had delivered 35 scanners at $390,000 each, and had another 60 orders in hand. Developing Challenges competitive challenge Toward the end of 1974, the first competitive scanners were announced. Unlike the EMI scanner, the new machines were designed to scan the body rather than the head. The Acta- Scanner had been developed at Georgetown University’s Medical Center and was manufactured by a small Maryland company called Digital Information Sciences  Corporation (DISCO). Technologically, it offered little advance over the EMI scanner except for one important feature. Its gantry design would accommodate a body rather than a head. While specifications on scan time and image composition were identical to those of the EMI scanner, the $298,000 price tag gave the Acta-Scanner a big advantage, particularly with smaller hospitals and private practitioners. The DeltaScan offered by Ohio Nuclear (ON) represented an even more formidable challenge. This head and body scanner had 256 ∞ 256 pixels compared with EMI’s 160 ∞ 160, and promised a 21/2-minute scan rather than the 41/2-minute scan time offered by EMI. ON offered these superior features on a unit priced $5,000 below the EMI scanner at $385,000. Many managers at EMI were surprised by the speed with which these products had appeared, barely two years after the EMI scanner was exhibited at the RSNA meeting in Chicago, and 18 months after the first machine was installed in the Mayo Clinic. The source of the challenge was also interesting. DISCO was a tiny private company, and ON contributed about 20 percent of its parent Technicare’s 1974 sales of $50 million. To some, the biggest surprise was how closely these competitive machines resembled EMI’s own scanner. The complex wall of patents had not provided a very enduring defense. ON tackled the issue directly in its 1975 annual report. After announcing that $882,200 had been spent in Technicare’s R&D Center to develop DeltaScan, the report stated: Patents have not played a significant role in the development of Ohio Nuclear’s product line, and it is not believed that the validity or invalidity of any patents known to exist is material to its current market position. However, the technologies on which its products are based are sufficiently complex and application of patent law sufficiently indefinite that this belief is not free from all doubt. The challenge represented by these new competitive products caused EMI to speed up the announcement of the body scanner Dr Hounsfield had been working on. The new CT 5000 model incorporated a second-generation technology in which multiple beams of radiation were shot at multiple detectors, rather  than the single pencil beam and the single detector of the original scanner (see exhibit 10.5). This technique allowed the gantry to rotate 10 ° rather than l ° after each translation, cutting scan time from 41/2 minutes to 20 seconds. In addition, the multiple-beam emission also permitted a finer image resolution by increasing the number of pixels from 160 ∞ 160 to 320 ∞ 320. Priced over $500,000, the CT 5000 received a standing ovation when Hounsfield demonstrated it at the radiological meetings held in Bermuda in May 1975. Despite EMI’s reassertion of its leadership position, aggressive competitive activity continued. In March 1975, Pfizer Inc., the $1.5 billion drug giant, announced it had acquired the manufacturing and marketing rights for the Acta-Scanner. EMI was then operating at an annual production rate of 150 units, and ON had announced plans to double capacity to 12 units per month by early 1976. Pfizer’s capacity plans were unknown. The most dramatic competitive revelation came at the annual RSNA meeting in December 1975, when six new competitors displayed CT scanners. Although none of the newcomers offered immediate delivery, all were booking orders with delivery dates up to 12 months out on the basis of their spec sheets and prototype or mock-up equipment exhibits. Some of the new entrants (Syntex, Artronix, and Neuroscan) were smaller companies, but others (General Electric, Picker, and Varian) were major medical electronics competitors. Perhaps most impressive was the General Electric CT/T scanner, which took the infant technology into its third generation (see exhibit 10.6). By using a 30 °-wide pulsed fan X-ray beam, the GE scanner could avoid the time-consuming â€Å"translate-rotate† sequence of the firstand second-generation scanners. A single continuous 360 ° sweep could be completed in 4.8 seconds, and the resulting image was reconstructed by the computer in a 320 ∞ 320 pixel matrix on a cathode ray tube. The unit was priced at $615,000. Clinical trials were scheduled for January, and shipment of production units was being quoted for mid-1976. The arrival of GE on the horizon signaled the beginning of a new competitive game. With a 300-person sales force and a service network of 1,200, GE clearly had marketing muscle. They had reputedly spent $15 million developing their third-generation scanner, and were continuing to spend at a rate of $5 million annually to keep ahead technologically. During 1975, one industry source estimated, about 150 new scanners were installed in the US, and more than twice as many orders entered. (Orders were firm, since most were secured with hefty front-end deposits.) Overall, orders were split fairly evenly between brain and body scanners. EMI was thought to have accounted for more than 50 percent of orders taken in 1975, ON for almost 30 percent. Market size and growth Accurate assessments of market size, growth rate, and competitors’ shares were difficult to obtain. The following represents a sample of the widely varying forecasts made in late 1975: †¢ Wall Street was clearly enamored with the industry prospects (Technicare’s stock price rose from 5 to 22 in six months) and analysts were predicting an annual market potential of $500 million to $1 billion by 1980. †¢ Frost and Sullivan, however, saw a US market of only $120 million by 1980, with ten years of cumulative sales only reaching $1 billion by 1984 (2,500  units at $400,000). †¢ Some leading radiologists suggested that CT scanners could be standard equipment in all short-term hospitals with 200 beds or more by 1985. †¢ Technicare’s president, Mr R. T. Grimm, forecast a worldwide market of over $700 million by 1980, of which $400 million would be in the US. †¢ Despite the technical limitations of its first-generation product, Pfizer said it expected to sell more than 1,500 units of its Acta-Scanner over the next five years. Within EMI, market forecasts had changed considerably. By late 1975, the estimate of the US market had been boosted to 350 units a year, of which EMI hoped to retain a 50 percent share. Management was acutely aware of the difficulty of forecasting in such a turbulent environment, however. international expansion New competitors also challenged EMI’s positions in markets outside the US. Siemens, the $7 billion West German company, became ON’s international distributor. The distribution agreement appeared to be one of short-term convenience for both parties, since Siemens acknowledged that it was developing its own CT scanner. Philips, too, had announced its intention to enter the field. Internationally, EMI had maintained its basic strategy of going direct to the national market rather than working through local partners or distributors. Although all European sales had originally been handled out of the UK office, it quickly became evident that local servicing staffs were required in most countries. Soon separate subsidiaries were established in most continental European countries, typically with a couple of salesmen, and three or four servicemen. Elsewhere in the world, salesmen were often attached to EMI’s existing music organization in that country (e.g., in South Africa, Australia, and Latin America). In Japan, however, EMI signed a distribution agreement with Toshiba which, in October 1975, submitted the largest single order to date: a request for 33 scanners. EMI in 1976: Strategy and Challenges emi’s situation in 1976 By 1976 the CT scanner business was evolving rapidly, but, as the results indicated, EMI had done extremely well financially (exhibit 10.5). In reviewing developments since the US market entry, the following was clear: †¢ While smaller competitors had challenged EMI somewhat earlier than might have been expected, none of the big diagnostic imaging companies had brought its scanner to market, even four years after the original EMI scanner announcement. †¢ While technology was evolving rapidly, the expertise of Hounsfield and his CRL group, and the aggressive reinvestment of much of the early profits in R&D, gave EMI a strong technological position. †¢ While market size and growth were highly uncertain, the potential was unquestionably much larger than EMI had forecast in their early plans. †¢ In all, EMI was well established, with a strong and growing sales volume and a good technical reputation. The company was unquestionably the industry leader. Nonetheless, in the light of all the developments, the strategic tasks facing EMI in 1976 differed considerably from those of earlier years. The following paragraphs outline the most important challenges and problems facing the company in this period. strategic priorities EMI’s first sales priority was to protect its existing highly visible and prestigious customer base from competitors. When its second-generation scanner was introduced in mid-1975, EMI promised to upgrade without charge the first-generation equipment already purchased by its established customers. Although each of these 120 upgrades was estimated to cost EMI $60,000 in components and installation costs, the US sales organization felt that the expense was essential to maintain the confidence and good faith of this important core group of customers. To maintain its leadership image, the US company also expanded its service organization substantially. Beginning in early 1976, new regional and district sales and service offices were opened with the objective of providing customers with the best service  in the industry. A typical annual service contract cost the hospital $40,000 per scanner. By year’s end, the company boasted 20 service centers with 150 service engineers – a ratio that represented one serviceman for every two or three machines installed. The sales force by this time had grown to 20, and was much more customer oriented. Another important task was to improve delivery performance. The interval between order and promised delivery had been lengthening; at the same time, promised delivery dates were often missed. By late 1975, it was not unusual for a 6-month promise to convert into a 12- or 15month actual delivery time. Fortunately for EMI, all CT manufacturers were in backorder and were offering extended delivery dates. However, EMI’s poor performance in meeting promised dates was hurting its reputation. The company responded by substantially expanding its production facilities. By mid-1976 there were six manufacturing locations in the UK, yet because of continuing problems with component suppliers, combined capacity for head and body scanners was estimated at less than 20 units a month. Organizational and personnel issues As the US sales organization became increasingly frustrated, they began urging top management to manufacture scanners in North America. Believing that the product had reached the necessary level of maturity, Dr Powell judged that the time was ripe to establish a US plant to handle at least final assembly and test operations. A Northbrook, Illinois site was chosen. Powell had become EMI’s managing director and was more determined than ever to make the new medical electronics business a success. A capable manager was desperately needed to head the business, particularly in view of the rapid developments in the critical North American market. Consequently, Powell was delighted when Normand Provost, who had been his boss at Texas Instruments, contacted him at the Bermuda radiological meeting in March 1975. He was hired with the hope that he could build a stronger, more integrated US company. With the Northbrook plant scheduled to begin operations by mid-1976, Normand Provost began hiring skilled production personnel. A Northbrook product development center was also a vision of Provost’s to allow EMI to draw on US technical expertise and experience in  solid state electronics and data processing, and the company began seeking people with strong technological and scientific backgrounds. Having hired Provost, Dr Powell made several important organizational changes aimed at facilitating the medical electronics business’s growth and development. In the UK, he announced the creation of a separate medical electronics group. This allowed the separate operating companies, EMI Medical Ltd (previously known as the X-Ray Systems Division), Pantak (EMI) Ltd, SE Labs (EMI) Lt., and EMI Meterflow Ltd, to be grouped together under a single group executive, John Willsher. (See exhibit 10.6.) At last, a more integrated scanner business seemed to be emerging organizationally. The US sales subsidiary was folded into a new company, EMI Medical Inc., but continued to operate as a separate entity. The intention was to develop this company as an integrated diversified medical electronics operation. Jim Gallagher, the general manager of the US operations, was fired and Bob Hagglund became president of EMI Medical Inc. While Gallagher had been an effective salesman, Powell thought the company needed a more rounded general manager in its next phase of expansion. Hagglund, previously executive vice president of G.D. Searle’s diagnostic business, seemed to have the broader background and outlook required to manage a larger integrated operation. He reported through Provost back to Dr Powell in the UK. While Provost’s initial assignment was to establish the new manufacturing and research facilities in the US, it was widely assumed within EMI that he was being groomed to take responsibility for the company’s medical electronics businesses worldwid e. However, in April 1976, while visiting London to discuss progress, Provost died of a heart attack. As a result, the US and UK organizations reported separately to Dr Powell. product diversification Since EMI wished to use the scanner as a means to become a major force in medical electronics, Powell argued that some bold external moves were needed to protect the company’s leadership position. In March 1976, EMI acquired for $2 million ( £1.1 million) SHM Nuclear Corporation, a California-based company that had developed linear accelerators for cancer therapy and  computerized radiotherapy planning systems. Although the SHM product line needed substantial further development, the hope was that linking such systems to the CT scanner would permit a synchronized location and treatment of cancer. Six months later EMI paid  £6.5 million to acquire an additional 60 percent of Nuclear Enterprises Ltd, an Edinburgh-based supplier of ultrasound equipment. In the 1976 annual report, Sir John Read, now EMI’s chairman, reaffirmed his support for Dr Powell’s strategy: We have every reason to believe that this new grouping of scientific and technological resources will prove of national benefit in securing a growing share of worldwide markets for high-technology products†¦ Future Prospects At the close of 1976, EMI’s medical electronics business was exceeding all expectations. In just three years, sales of electronics products had risen from  £84 million to  £207 million; a large part of this increase was due to the scanner. Even more impressive, profits of the electronics line had risen from  £5.2 million in 1972/73 to  £26.4 million in 1975/76, jumping from 16 to 40 percent of the corporate total. Rather than dwindling, interest in scanners seemed to be increasing. Although the company had sold around 450 scanners over the past three years (over 300 in the US alone), its order backlog was estimated to be 300 units. At the December 1976 RSNA meeting, 120 of the 280 papers presented were related to CT scanning. As he reviewed the medical electronics business he had built, Dr Powell was generally pleased with the way in which the company had met the challenges of being a pioneer in a new industry segment. However, there were several developments that he felt would need considerable attention over the next few years. First, Powell felt that competitive activity would continue to present a challenge; second, some changes in the US regulatory environment concerned him; and finally, he was aware that the recent organization changes had created some strains. competitive problems By the end of 1976, EMI had delivered 450 of the 650-odd scanners installed worldwide, yet its market share had dropped to 56 percent in 1975/76 (198 of 352 scanners sold that June-to-June period were EMI’s). The company gained some consolation from the fact that despite their premium pricing strategy and their delivery problems, they had conceded less than half the total market to the combined competitive field. They also felt some sense of security in the 300 orders they held awaiting delivery. Nonetheless, Sir John Read was clearly concerned: [We are well aware of the developing competition. Our research program is being fully sustained to ensure our continued leadership†¦ In mid-1976, the company announced its intention â€Å"to protect its inventions and assert its patent strength,† and subsequently filed suit against Ohio Nuclear claiming patent infringement. However, at the same time, EMI issued a statement proclaiming that â€Å"it was the company’s wish to make its pioneering scanner patents available to all under suitable licensing arrangements.† At the annual RSNA meeting in December 1976, sixteen competitors exhibited scanners. The year’s new entrants (including CGR, the French X-ray giant; Hitachi from Japan; and G.D. Searle, the US drug and hospital equipment company) were not yet making deliveries, however. The industry’s potential production capacity was now estimated to be over 900 units annually. GE’s much-publicized entry was already six months behind their announced delivery date, but it was strongly rumored that production shipments of GE’s third-generation scanner were about to begin. EMI Medical Inc. awaited that event with some trepidation. (A summary of major competitors and their situations as of 1976 is presented in table 10.2.) Regulatory problems By mid-1976 there were indications that government might try to exert a tighter control over hospital spending in general, and purchase of CT scanners in particular. The rapidly escalating cost of healthcare had been a political issue for years, and the National Health Planning and Resources Development Act of 1974 required states to control the development of costly  or unnecessary health services through a mechanism known as the Certificate of Need (CON) procedure. If they wished to qualify for Medicare or Medicaid reimbursements, healthcare facilities were required to submit documentation to their state’s department of health to justify major capital expenditures (typically in excess of $100,000). Before 1976, the CON procedures had generally been merely an administrative impediment to the process of selling a scanner, delaying but not preventing the authorization of funds. However, by 1976, the cost of medical care represented 8 percent of the gross national product and Jimmy Carter made control of the â€Å"skyrocketing costs of healthcare† a major campaign issue. One of the most frequently cited examples of waste was the proliferation of CT scanners. It was argued that this $500,000 device had become a symbol of prestige and sophistication in the medical community, so that every institution wanted its own scanner, even if a neighboring facility had one that was grossly underutilized. In response to heightened public awareness of the issue, five states declared a moratorium on the purchase of new scanners, including California, which had accounted for over 20 percent of total US scanner placements to date. In November, Jimmy Carter was elected president. organizational problems Perhaps most troublesome to Dr Powell were the organizational problems. Tensions within the EMI organization had been developing for some time, centering on the issues of manufacturing and product design. Managers in the US company felt that they had little control over manufacturing schedules and little input into product design, despite the fact that they were responsible for 80 percent of corporate scanner sales. In their view, the company’s current market position was being eroded by the worsening manufacturing delivery performance from the UK, while its longer-term prospects were threatened by the competitive challenges to EMI’s technological leadership. Although the Northbrook plant had been completed in late 1976, US managers were still not satisfied they had the necessary control over production. Arguing that the quality of subassemblies and components shipped from the UK was deteriorating and delivery promises were becoming even more unreliable,  they began investigating alternate supply sources in the US. UK-based manufacturing managers felt that much of the responsibility for backlogs lay with the product engineers and the sales organizations. Their unreliable sales forecasts and constantly changing design specifications had severely disrupted production schedules. The worst bottlenecks involved outside suppliers and subcontractors that were unable to gear up and down overnight. Complete systems could be held up for weeks or months awaiting a single simple component. As the Northbrook plant became increasingly independent, US managers sensed that the UK plants felt less responsibility for them. In tight supply situations they felt there was a tendency to ship to European or other export customers first. Some US managers also believed that components were increasingly shipped from UK plants without the same rigid final checks they normally received. The assumption was that the US could do their own QC checking, it was asserted. Both these assertions were strongly denied by the English group. Nonetheless, Bob Hagglund soon began urging Dr Powell to let EMI Medical Inc. become a more independent manufacturing operation rather than simply a final assembly plant for UK components. This prospect disturbed John Willsher, managing director of EMI Medical Ltd,  who argued that dividing manufacturing operations could mean duplicating overhead and spreading existing expertise too thin. Others felt that the â€Å"bootleg development† of alternate supply sources showed a disrespect for the â€Å"center of excellence† concept, and could easily compromise the ability of Pantak (X-ray technology) and SE Labs (displays) to remain at the forefront of technology. Product development issues also created some organizational tension. The US sales organization knew that GE’s impressive new third-generation â€Å"fan beam† scanner would soon be ready for delivery, and found customers hesitant to commit to EMI’s new CT 5005 until the GE product came out. For months telexes had been flowing from Northbrook to EMI’s Central Research Laboratories asking if drastic reductions in scan time might be possible to meet the GE threat. Meanwhile, scientists at CRL felt that US CT competition was developing into a specifications war based on the wrong issue, scan time. Shorter elapsed times meant less image blurring, but in the trade-off between scan time and picture resolution, EMI engineers had preferred to concentrate on better-quality images. They felt that the 20-second scan offered by EMI scanners made practical sense since a patient could typically hold his breath that long while being diagnosed. CRL staff were exploring some entirely new imaging concepts and hoped to have a completely new scanning technology ready to market in three or four years. Dr Hounsfield had conducted experiments with the fan beam concept in the early 1970s and was skeptical of its ability to produce good-quality images. To use sodium iodide detectors similar to those in existing scanners would be cost prohibitive in the large numbers necessary to pick up a broad scan; to use other materials such as xenon gas would lead to quality and stability problems, in Hounsfield’s view. Since GE and others offering third-generation equipment had not yet delivered commercial machines, he felt little incentive to redirect his staff to these areas already researched and rejected. There were many other demands on the time and attention of Hounsfield and his staff, all of which seemed important for the company. They were in constant demand by technicians to deal with major problems that arose that nobody else could solve. Sales people wanted him to talk to their largest and most prestigious customers, since a visit by Dr Hounsfield could often swing an important sale. They were also involved in internal training on all new products. The scientific community wanted them to present papers and give lectures. And increasingly, Dr Hounsfield found himself in a public relations role as he accepted honors from all over the globe. The impact was to greatly enhance EMI’s reputation and to reinforce its image as the leader in the field. When it appeared that CRL was unwilling or unable to make the product changes  the US organization felt it needed, Hagglund made the bold proposal that the newly established research laboratories in Northbrook take responsibility for developing a three- to five-second-scan â€Å"fan beam†-type scanner. Dr Powell agreed to study the suggestion, but was finding it difficult to evaluate the relative merits of the US subsidiary’s views and the CRL scientists’ opinions. By year’s end, Dr Powell had still been unable to find anybody to take charge of the worldwide medical electronics business. By default, the main decision-making forum became the Medical Group Review Committee (MGRC), a group of key line and staff managers which met, monthly at first, to help establish and review strategic decisions. Among the issues discussed by this committee were the manufacturing and product development decisions that had produced tensions between the US and UK managers. P owell had hoped that the MGRC would help build communications and consensus among his managers, but it soon became evident that this goal was unrealistic. In the words of one manager close to the events: The problem was there was no mutual respect between managers with similar responsibilities. Medical Ltd was resentful of Medical Inc.’s push for greater independence, and were not going to go out of their way to help the Americans succeed. As the business grew larger and more complex, Dr Powell’s ability to act both as corporate CEO and head of the worldwide medical business diminished. Increasingly, he was forced to rely on the MGRC to address operating problems as well as strategic issues. The coordination problem became so complex that, by early 1977, there were four subcommittees of the MGRC, each with representatives of the US and UK organizations, and each meeting monthly on one side of the Atlantic or the other. Committees included Manufacturing and Operations, Product Planning and Resources, Marketing and Sales Programs, and Service and Spares. powell’s problems As the new year opened, Dr Powell reviewed EMI’s medical electronics business. How well was it positioned? Where were the major threats and opportunities? What were the key issues he should deal with in 1977? Which should he tackle first, and how? These were the issues he turned over in his  mind as he prepared to note down his plans for 1977. Assistant Professor Christopher A. Bartlett prepared this case as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Information was obtained from public sources and third parties. Although employees of the subject company discussed with the researcher events referred to in the case, they did not participate in the preparation of the document. The analysis, conclusions, and opinions stated do not necessarily represent those of the company, its employees or agents, or employees or agents of its subsidiaries. Thorn EMI PLC, on its own behalf and on behalf of all or any of its present or former subsidiaries, disclaims any responsibility for the matters included or referred to in the study.