Electrophoresis Definition and Explanation

Electrophoresis is the term used to describe the motion of particles in a gel or fluid within a relatively uniform electric field. Electrophoresis may be used to separate molecules based on charge,  size, and binding affinity. The technique  is mainly applied to separate and analyze biomolecules, such as DNA, RNA, proteins, nucleic acids, plasmids, and  fragments of these macromolecules. Electrophoresis is one of the techniques used to identify source DNA, as in paternity testing and forensic science. Electrophoresis of anions or negatively charged particles is called anaphoresis. Electrophoresis of cations or positively charged particles is called cataphoresis. Electrophoresis was first observed in 1807 by Ferdinand Frederic Reuss of Moscow State University, who noticed clay particles migrated in water subjected to a continuous electric field. Key Takeaways: Electrophoresis Electrophoresis is a technique used to separate molecules in a gel or fluid using an electric field.The rate and direction of particle movement in the electric field depends on the molecules size and electric charge.Usually electrophoresis is used to separate macromolecules, such as DNA, RNA, or proteins. How Electrophoresis Works In electrophoresis, there are two primary factors that control how quickly a particle can move and in what direction. First, the charge on the sample matters. Negatively charged species are attracted to the positive pole of an electric field, while positively charged species are attracted to the negative end. A neutral species may be ionized if the field is strong enough. Otherwise, it doesnt tend to be affected. The other factor is particle size. Small ions and molecules can move through a gel or liquid much more quickly than larger ones. While a charged particle is attracted to an opposite charge in an electric field, there are other forces that affect how a molecule moves. Friction and the electrostatic retardation force slow the progress of particles through the fluid or gel. In the case of gel electrophoresis, the concentration of the gel can be controlled to determine the pore size of the gel matrix, which influences mobility. A liquid buffer is also present, which controls the pH of the environment. As molecules are pulled through a liquid or gel, the medium heats up. This can denature the molecules as well as affect the rate of movement. The voltage is controlled to try to minimize the time required to separate molecules, while maintaining a good separation and keeping the chemical species intact. Sometimes electrophoresis is performed in a refrigerator to help compensate for the heat. Types of Electrophoresis Electrophoresis encompasses several related analytical techniques. Examples include: affinity electrophoresis - Affinity electrophoresis is a type of electrophoresis in which particles are separated based on complex formation or biospecific interactioncapillary electrophoresis - Capillary electrophoresis is a  type of electrophoresis used to separate ions depending mainly on the atomic radius, charge, and viscosity. As the name suggests, this technique is commonly performed in a glass tube. It yields quick results and a high resolution separation.gel electrophoresis - Gel electrophoresis is a  widely used type of electrophoresis in which molecules are separated by movement through a porous gel under the influence of an electrical field. The two main gel materials are agarose and polyacrylamide. Gel electrophoresis is used to separate nucleic acids (DNA and RNA), nucleic acid fragments, and proteins.immunoelectrophoresis - Immunoelectrophoresis is the general name given to a variety of electrophoretic techniques used to characterize and separate proteins based on their reaction to antibodies.electroblotting - Electroblotting is a technique used to recover nucleic acids or proteins following electrophoresis by transferring them onto a membrane. The polymers polyvinylidene fluoride (PVDF) or nitrocellulose are commonly used. Once the specimen has been recovered, it can be further analyzed using stains or probes. A western blot is one form of electroblotting used to detect specific proteins using artificial antibodies.pulsed-field gel electrophoresis - Pulsed-field electrophoresis is used to separate macromolecules, such as DNA, by periodically changing the direction of the electric field applied to a gel matrix. The reason the electric field is changed is because traditional gel electrophoresis is unable to efficiently separate very large molecules that all tend to migrate together. Changing the direction of the electric field gives the molecules additional directions to travel, so they have a path through the gel. The voltage is generally swi tched between three directions: one running along the axis of the gel and two at 60 degrees to either side. Although the process takes longer than traditional gel electrophoresis, its better at separating large pieces of DNA.isoelectric focusing - Isoelectric focusing (IEF or electrofocusing) is a form of electrophoresis that separates molecules based on different isoelectric points. IEF is most often performed on proteins because their electrical charge depends on pH.

Low Income Families With Children - 1138 Words

Low-income families with children are a vulnerable population that has needs that must be addressed. I am especially concerned about single mothers with children. They have an issue receiving child care for their children. Some families cannot afford to put their children in high quality child care. While some may not qualify for government assistance because of strict guidelines. Child care assistance in America has always been an issue. Some mothers have made hard choices that were unsafe for their children. â€Å"Working mothers that cannot afford childcare have left their children in cars, with other children that are not capable of caring for them, and with strangers†, (Michel, 2011, para. 2). These are dicey situations, since the mothers may be blamed. Some may not have a logical solution to their problem. People may judge them, and assume they are selfish. They do not understand the situation these mothers are faced with. Some mothers fear the loss of employment, and do not want to lose their income. The history of child care has been tough. Some officials in the past were not as forthcoming with reforming childcare policies. Child care assistance has been given a bad reputation. â€Å"American child care in the nineteenth century, were made up of provisions that were typically related to the poor, minorities, and immigrants and were stigmatized as charitable and custodial† (Michel, 2011, para. 5). Many people did not want to help poor individuals. In AmericaShow MoreRelatedLow Income And Lower Class Families Struggle With Providing Their Children1660 Words   |  7 Pages and respectable life. Almost every job a person seeks to find in the work force requires a degree of some form. More and more every day, people are needing a good education to make enough of a living to survive. Low income and lower class families struggle with providing their children with necessary educational needs. They do not have the funds to provide educational needs to help them excel in their adulthood. Most of the lower class society is brought up in rundown neighborhoods, which meansRead MoreThe Children Health Insurance Program ( Chip ) : How ( Schip ) Impact Low Income Families Into Access3863 Words   |  16 Pages(SCHIP) Impact Low Income Families into Access to Healthcare in the US Mortadha Alhasemalseed Abdulaziz Altuwaijri Dr. Fevzi Akinci Date: 05-01-2015 Introduction The Children Health Insurance Program (CHIP) was started in 1997 to provide health insurance for uninsured children in families with low incomes and above the cut-off for Medicaid eligibility. The law gave states the flexibility to design and build the criteria and the role of the enrollment to the CHIP program. The children’ s healthRead MoreFamily Structure Changes And Child Behavior Problems Essay1444 Words   |  6 PagesThere is a common misconception is that children who grow up in low income families end up being more susceptible to experience behavioral problems as they get older, in contrast to that of high income families which generally speaking, people believe children are better off. The report Associations between Family Structure Change and Child Behavior Problems: The Moderating Effect of Family Income challenges the false impression associated with low income families. The analysis was conducted by threeRead MoreThe Correlation Between Low Income And Educatio n1685 Words   |  7 PagesIntroduction The correlation between low-income families and education has been overlooked by many including political leaders. They often believe that with better education, comes the less likelihood of poverty. The problem is that some children are already a part of a low-income family and have to work through all the conditions that it comes with. It’s highly more visible living in New Mexico than in our higher income counter states. As an educator and someone who is friends with other educatorsRead MoreFamily Income Level Affects Academic Performance1126 Words   |  5 Pageseducation. Children from low income families academic performance is highly affected. Low income families struggle with educating their children. Income and wealth can affect education outcomes in a number of ways. Income has a direct impact on the affordability and accessibility of those education services which charge fees or if transport and other costs are significant. Low-income students as a group have performed than high-income students on most measures of academic success (Jensen). Family incomeRead MoreLow Income And Low Academic Achievement1270 Words   |  6 PagesLow Income Equals Low Academic Achievement Some may not want to believe that the world revolves around money, but it does. Goals in life cannot be taken anywhere without money. Money is the most important thing when it comes to quality education. The children from low income families academic performance is highly affected. Low income families struggle with educating their children. Income and wealth can affect educational outcomes in a number of ways. Income has a direct impact on the affordabilityRead MoreThe Effects Of Low Income On Academic Performance1284 Words   |  6 Pages Low Income Equals Low Academic Achievement Some may not want to believe that the world revolves around money, but it does. Goals in life cannot be taken anywhere without money. Money is the most important thing when it comes to quality education. The children from low income families academic performance is highly affected. Low income families struggle with educating their children. Income and wealth can affect educational outcomes in a number of ways. Income has a direct impact on theRead MoreLow Income And Low Academic Achievement1290 Words   |  6 Pages Low Income Equals Low Academic Achievement Some may not want to believe that the world revolves around money, but it does. Goals in life cannot be taken anywhere without money. Money is the most important thing when it comes to quality education. The children from low income families academic performance is highly affected. Low income families struggle with educating their children. Income and wealth can affect educat ional outcomes in a number of ways. Income has a direct impact on the affordabilityRead MoreFamily Income and Child Outcomes Essay984 Words   |  4 PagesFamily Income and Child Outcomes With child poverty being investigated by many researchers, the debate between family income inequality and child development has occurred throughout the world. Some people believe that child achievement would not be affected by family income because low-income children could be more motivated to change socioeconomic status. However, several studies suggest that there is an association between family income and child outcomes: as the family income decreasesRead MoreObesity And Its Effects On Obesity1612 Words   |  7 PagesApproximately 17% of children in the United States have been diagnosed as obese (Prevention, 2011). Although the prevalence of obesity has plateaued in the most recent years, the amount of children who are obese is still higher than what is desired. These obesity rates are alarming due to the effect it will have on them and their healthcare. As more children are diagnosed with obesity, the more children increase their risk of cardiovascular disease, hype rtension, and insulin resistance later as adults

Case Studies for Management Free Essays

string(107) " employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you\." While examples of guaranteed payment exist, the length ND size of the payments is considered uncommon. In 2005, the CEO received his guaranteed bonus while the amount of money allotted to the non-salaried employee bonus program decreased by 50 percent. Questions: 1 . We will write a custom essay sample on Case Studies for Management or any similar topic only for you Order Now How does expected performance relate to the current business outlook? 2. What are the results that need to be achieved In the short and long term? 3. Is senior management prepared to support and communicate this program or issue? 4. Are compensation committee members/board of director members familiar with similar programs or issues? . Has the compensation committee/board of directors reviewed animal compensation programs or Issues In the past? ENRON CORP. In the late sass and into 2001, Enron Corp.. Provided its executives with compensation packages that included equity stakes in business units. Although many companies use equity In rewards programs, the amounts provided to Enron executives were unusually large (greater than 5 percent) and not tied to long-term performance because executives were allowed to convert their equity into either than $310 million by converting equity stakes into cash. In addition to the equity stakes, Enron rewarded two executives large cash bonuses of $54 million and $42 million. The chairman/chief executive of a subsidiary allegedly received a 20-percent stake in his unit, thus becoming a minority owner. He eventually converted his stake into more than $20 million in cash before leaving the company. The executive’s stake, however, was not listed on any company’s proxy filings, despite the fact that the stake diluted the value of the shareholders’ investments. 1 . Are there particular communities/social or political activists that will react to this plan? 2. To what extent do you want to match or differ from market pay practices? 3. Do you know what financial constraints may affect program design? 4. Has your accounting division reviewed this program design from an accounting treatment perspective? 5. What are the results that need to be achieved in the short and long term? Case #28 KGB HOME The CEO of KGB Home departed in 2006 after an internal investigation revealed that he had backdated his own stock options. The company’s internal investigation indicated that the CEO and head of HER had probably altered the dates of stock option grants between 1998 and 2005. As a result of the backdating, the company indicated a need to restate more than three years of financial results and incur an additional compensation expense of more than $41 million. Despite the scandal and ongoing investigation at the time of his departure, the terms of the Coo’s employment agreement provided him with the ability to collect as much as $175 million in severance, pension and stock. Because of the backdated options scandal, the company adopted a new policy that all stock option grants and the terms of the grants be approved by the compensation committee. The company also appointed a nonconsecutive chairman of the board, a chief compliance officer, and did not grant any stock options to executives in 2006. 1 . To what extent is the legal department involved in compensation planning, design, administration and disclosure? 2. Is the legal department comfortable with this design in the current legal/regulatory environment? 3. What is the likely perspective population perceive this program as fair? 5. How and when will you disclose this plan to shareholders? Case #29 WALT DISNEY CO. In 2003, Walt Disney Co. Warehouses filed a lawsuit relating to the $140 million severance package paid to the former the president. Shareholders contended that the directors knowingly or intentionally â€Å"breached their fiduciary duty of due care in approving (the president’s) employment agreement,† and failed to consider the terms f the termination ? which was allegedly negotiated exclusively by the CEO. Although the court agreed with shareho lders that the CEO had exclusively negotiated the deal and orchestrated the president’s hire without input from the board of directors, it found that neither he nor the other directors breached their fiduciary duty. The court did, however, â€Å"criticize the members of the compensation committee for not doing more to inform themselves of the terms of Vita’s employment agreement and to become involved in the review and approval process. 1 . What is the process for developing responses and communicating with Warehouses? 2. To what degree does the compensation philosophy align with corporate strategy, culture and organizational resources? 3. What are shareholder expectations about your compensation programs and how do they affect program design? 4. Is senior management prepared to support and communicate this program or issue? . Tools and processes are in place to support compensation committee decision making (e. G. , tally sheets)? Between 2000 and 2002 World CEO Bernard Beers obtained unsecured loans amounting to 20 percent of the firm’s cash, allegedly at interest rates well below the market rates for large margin loans. Upon leaving the organization, Beers still owed $408 milli on. World subsequently entered bankruptcy and the share price dropped dramatically. Beers was then unable to pay back the loan by selling his shares, as he had allegedly planned. If the compensation committee had secured the loans, Beers’ shares might have been seized in order to sell them to cover the loan when the stock price was still high enough to do so. 1 . Do you have the necessary systems to operational and administer this program? 2. Are there key stakeholders or influences (HER, legal, tax) that need to be part of the program development process? . Is your finance/accounting department prepared to support any special reporting requirements for this program? 4. What is the role of finance/accounting in plan design? . What is the company’s position on appropriate level of transparency (disclosing more than is required, simplification of written communications)? Case #31 Is Raja in needs of Remedial Training? Raja Sahara has been employed for six months in the accounts section of a large manufacturing company in Abridged. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the intrusions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you. You read "Case Studies for Management" in category "Management" A few days back you have completed your formal investigation and with the exception of Raja, all seem to be meeting the targets set by you. Along with numerous errors, Raja’s work is characterized by low performance – often he does 20 percent less than the other clerks in the department. As you look into Raja’s performance review sheets again, you begin to wonder 1 . As Raja’s supervisor can you find out whether the poor performance is due to poor training or to some other cause? . If you find Raja has been inadequately trained, how do you go about introducing a remedial training programmer? . If he has been with the company six months, what kind of remedial programmer would be best? 4. Should you supervise him more closely? Can you do this without making it obvious to him and his co-workers? 5. Should you discuss the situation with Raja? Case #32 SONS AND ARPA COMPANY The Sons and ARPA Company manufactured wooden toys of various kinds; wooden animals, pul l toys, and the like. One part of the manufacturing process involved spraying paint on the partially assembled toys. This operation was staffed entirely by women. The toys were cut, sanded and partially assembled in the wood room. Then they were dipped into shellac, following which they were painted. The toys were predominantly two colored; a few were made in more than two colors. Each color required an additional trip through the paint room. For a number of years, production of these toys had been entirely and work. However, to meet the tremendously increase in demand, the painting operation had recently been re- engineered so that the eight operators (all women) who did the painting sat in a line by an endless chain of hooks. Those hooks were in continuous motion, past the line of operators and into a long horizontal oven. Each woman sat at her own painting booth so designed as to carry away fumes and to backstop excess paint. The operator would take a toy from the tray beside her, position it in a Gig inside the painting cubicle, spray on the color according to a pattern, then release the toy and hand it to the hook passing by. The rate at which the hooks moved has been calculated by the engineers so that each hook before it passed beyond her reach. The operators working in the pain room were on a group bonus plan. Since the operation was new to them, they were, receiving a learning bonus, which decreased by regular amounts each month. The learning bonus was scheduled to vanish in six months, by which time it was expected that they would be on their own, that is, able to meet the standard and to earn a group bonus when they exceeded it. By the second month of the training period. Trouble had developed. The employees learned more slowly than had been anticipated, and it began to look as though their production would stabilize complained that they were going by too fast, and that the time study man had set the rates wrong. A few women quit and had to be replaced with new operators, which further aggravated the learning problem. The team spirit that the management had expected to develop automatically through the group bonus was not in evidence except as an expression of what the engineers called â€Å"resistance†. One woman whom the group regarded as its -leader (and the management regarded as the ring-leader) was outspoken by voicing the various complaints of the group before the foreman; the Job was messy one, the hooks moved too fast, the incentive pay was not being correctly calculated, and it was too hot working so close to the drying oven. A consultant who was brought into this picture worked entirely with and through the foreman. After many conversations with him, the foreman felt that the first step should be to get the employees together for a general discussion of the working conditions. He took this step with some hesitation, but he took on his own volition. The first meeting, held immediately after the shift was over at four o’clock in the afternoon was attended by all the eight operators. They voiced the same complaints again: the hook sent by too fast, the Job was too dirty, the room was hot and poorly ventilated. For some reason, it was this last item that they complained of most. The foreman promised to discuss the problem of ventilation and temperature with the engineers, and he scheduled a second meeting to report back to the employees. In the next few days the foreman had several talks with the engineers. They and the superintendent felt that this was really a trumped-up complaint, and that expense of any effective corrective measure would be prohibitively high. The foreman came to the second meeting with some apprehensions. The operators, however, did not seem to be much put out, perhaps because they had a proposal of their own to make. They let that if several large fans were set up so as to circulate the air around their feet, they would be much more comfortable. After some discussion, the foreman agreed that the idea might be tried out. The foreman and the consultant discussed the question of the fans with the superintendent, and three large propeller-type fans were purchased. The fans were brought in. The women were Jubilant. For several days the fans were moved about in various positions until they were placed to the satisfaction of the group. The operators seemed completely satisfied with the results, and the relations between them and the foreman improved visibly. The foreman, after this encouraging episode; decided that further meetings might also be profitable. He asked the operators if they would like to meet and discuss other aspect of the work situation. They were eager to do this. The meeting was held, and the discussion quickly centered on the speed of the hooks. The operators maintained that the time study man had them at an unreasonably fast speed and that they would never be able to reach the goal of filling enough of them to make a bonus. The turning point of the discussion came when the group’s leader frankly explained that he point wasn’t that they couldn’t work fast enough to keep up with the hooks, but they couldn’t work at that pace all the day long. The foreman explored the point. The employees were unanimous in their opinion that they could keep up with the belt for short periods if they wanted to. But they didn’t want because if they showed they could do this for short periods they would be expected to do it all day long. The faster or slower depending on how we feel†. The foreman agreed to discuss this with the superintendent and the engineers. The reaction of the engineers to the suggestion was negative. However, after several meetings it was granted that there was some latitude within which variations in the speed of the hooks would not affect the finished product. After considerable argument with the engineers, it was agreed to tryout the operators’ idea. With misgiving?, the foreman had a control with a dial marked ‘low, medium, fast’ installed at the booth of the group leader; she could now adjust the speed of the belt anywhere between the lower and upper limits that the engineers had set. The operators were delighted and spent many lunch hours deciding how the speed of the belt should be varied from hour to hour throughout he day. Within a week the pattern had settle down to one which the first half-hour of the shift was run on what the operators called a ‘medium’ speed (a dial setting slightly above the point marked ‘medium’). The next two-and-a-half hours were run at ‘high’ speed the half-hour before lunch and half hour after lunch were run at ‘low’ speed. The rest of the afternoon was run at ‘high speed’ with the exception of the last 45 minutes of the shift, which was run at ‘medium’. In view of the operators’ reports of satisfaction and ease in work, it is interesting to note that the constant speed at which ,the engineers has originally set the belt was slightly below medium on the dial of the control that had been given to the women. The average speed at which they were running the belt was on the high side of the dial. Few, if any empty hooks entered the oven, and inspection showed no increase of rejects from the paint room. Production increased, and within 2 weeks (some 2 months before the scheduled ending of the learning bonus) the operators were operating at 30 to 50 per cent above the level that had been expected under the original arrangement. Naturally their earnings were correspondingly higher than anticipated. They were collecting their base pay, a considerable piece-rate bonus, and the learning bonus which, it will be remembered, had been set to decrease with time and not as a function of current productivity. The operators were earning more than many skilled workers in other parts of the plant. 1 . From the angle of Job enrichment, which core Job dimension or Job characteristic was most influenced by new system of group regulated speed? Evaluate the reported success of the case against the principles of Job Enrichment. 2. Comment on the method of payment to the operators. How good do you think such a system is? 3-4. Would you consider the initial discontent of the operators as a grievance? Why or why not? 5. How would you characterize the involvement of the operators after the introduction of group-regulated speed? OLD ORDER CHANGED? Modern Industries Limited (MIL) in Bangor is an automobile ancillary industry. The company started manufacturing automotive components over two decades ago in a small way and has grown steadily over the years, employing over 4,000 persons at present with the turnover exceeding RSI. 100 scores. Its products are selling well and earning a sizeable amount of profits. The company is controlled and managed by an industrialist family. Known for their shrewdness and business acumen. They are among the first generation industrialists who started their industrial ventures in a modest way, during the early phase of industrialization in the country and along with the growth of automotive industry, MIL also grew up. The present Chairman, Mr.. Surest Shah had been with the company right from its inception; He started his career as an engineer trainee, rose to the position of the Managing Director and in 1983 became the company’s Chairman. As a result, he is acquainted with every minute detail and also with every employee who has been in the company for long. He continues to keep in close touch with them and is easily accessible to all of them, overruling hierarchy. A high premium is placed on their loyalty and their long services are valued. The Chairman of the company firmly believes that each one of them has contributed significantly towards the growth of the company. In the light of the fact that the company maintained a â€Å"strong utilitarian culture† all along, the contribution of each and every employee had to be substantial and they were rewarded accordingly. At the same time, there were many instances, where the services were terminated due to inadequate performance. Mr.. Kandahar Taker owned MIL as a training instructor, over two decades ago. Prior to that, he served as an instructor at an Industrial Training Institute. He had himself obtained the craft instructors’ certificate from IT’. He was 35 years old and his main task was to recruit young persons as trainees, either under the Apprentices Act or as company trainees and then train them as craftsmen. Most of these trainees were absorbed to meet the growing needs of the company, and Mr.. Shah used to personally involve himself in the process of recruitment and training of craftsmen. Mr.. Taker was directly reporting to Mr.. Shah, despite the vast gap in the hierarchy. Mr.. Taker was promoted to the rank of training Superintendent in 1980, though there was not much change in his Job content. The growing phase of the company was practically over by that time, and the Apprentice training became a mere statutory activity. The company did not have the vacancies to absorb the trained apprentices, and therefore, Me. Became a subsidiary activity and was not given much importance. The winds of change were blowing through MIL also. Mr.. Nail Shah, the son of the founder industrialist took over as the Managing Director of MIL in 1983, whereas Mr.. Rammers Shah continued to be the Chairman of the company. The young MD was full of new ideas. He wanted to revivalist the company from all aspects and diversify into high technology areas. He wanted to modernize the present plant and change the management style from the traditional direct control approach to a systems controlled approach. A modern computer was bought and computerizing was introduced. The company had to face many problems while introducing these changes. One of the major hurdles was the problem of a number of senior employees, who were not adequately qualified or developed, but had grown into senior positions. Earlier the touchstone was loyalty and hard work rather than impotence. In the light of this situation, new competent professionals had to be hired to introduce the changes. MIL was well-known for its aggressive personnel policies. Anyone who Joined the company had to struggle hard for his survival as the company was ruthless in sacking those who were not meeting the requirements. It was particularly so in case of the new appointees, which in turn necessitated them to be ruthless in their work The older employees felt threatened and resented the changes and the consequent pressures. Therefore, they collectively approached the Chairman and requested him to intervene and safeguard their interests. The Chairman, who was not himself happy with all the changes, issued instructions to the MD, to the effect that no old employee be dislocated. The new MD had no other option but to comply with the order. The MD was interested in trying out the HARD approaches to train all the employees, particularly employees who were turning out to be deadwood’s. He hired Mr.. Kumar in 1984 as a Training Manager. Mr.. Kumar was basically an engineer but had considerable experience with a multinational company in the field of HARD, particularly in Training and Management Development. He reorganized the training set up by inducting two Assistant Managers. Mr.. Taker was next to the Assistant Managers in the hierarchy ‘and reported to Mr.. Kumar directly and continued to manage the affairs related to apprenticeship training. Until Mr.. Kumar came along, Mr.. Taker had enjoyed the position of the head of the training division, though there was no other training activity apart from apprenticeship training. He was operating independently and was reporting directly to the MD. He continued to do so even after the organization have grown in proportion. Mr.. Taker felt demoted in the new set up. Fie lost his position and individuality in the organization, and his pride was seriously hurt. He was not prepared to accept Mr.. Kumar as his boss . And he started behaving in an irrational manner. He resented the vast gap created between him and the top man in the new structure. Mr.. Kumar tolerated him with the hope that Mr.. Taker would reconcile himself to the changes, in time. Unfortunately, he continued to behave in the same way and there was no improvement even after one year. When Mr.. Kumar tried to counsel him, Mr.. Taker demanded to be promoted to the level of Assistant Manager, as he happened to be the senior most people in the department. Kumar promised to look into his demand. On a careful analysis of the personal docket of Mr.. Taker and all the previous the Job that he was doing. Leave alone being entitled for further promotion, Mr.. Taker was not even fit for his present position. The company did not have a formal performance appraisal system. Its products were selling well, the profitability was good and accordingly all the employees were rewarded well. Promotions and extra increments were given arbitrarily based on the personal likes and dislikes of the top man, rather than on any objective analysis of performance or potential of an individual. No formal manpower planning or organizational planning existed. No efforts were made to forecast implications of such a system in future. On the whole, the company did not have any formal projection for the future. The company followed the practice of giving long service . Certificates and awards to all those who had completed 20 years of service in the company. Mr.. Taker had got his certificate only recently. There were several employees belonging to Mr.. Thacker’s category. All of them united and met both formally and informally to discuss their strategies and demands. They used to put up their grievances to the management collectively. They had established a very strong rapport with the Chairman, Mr.. Shah. Mr.. Kumar presented all the facts to Mr.. Taker to convince him that his promotion was not possible. As the latter was not used to the kind of logic presented by Mr.. Kumar, he dismissed all his arguments as sophisticated Jargon, irrelevant to the context of his company. He was particularly bitter about the fact that his promotion was turned down whereas there were several people with similar background who have got their promotions. Therefore, there was further deterioration in his behavior. He started ignoring the directions of Mr.. Kumar and worked as per his own whims and fancies, behaving arrogantly. He even went to the extent of challenging Mr.. Kumar that he could neither promote him nor demote him in the prevailing situation. So long as he was protected by the Chairman of the company, there was nothing for him to worry about and his Job was practically secure. Mr.. Kumar optimistically hoped that Mr.. Taker could overcome his frustration and anger over a period of time. Unfortunately, even after another six months there was no sign of any progress. In fact, the situation deteriorated further with Mr.. Taker becoming more confident in his belief that’ Mr.. Kumar was powerless to deal with him. He turned out to be a drag in the department, purposely creating problems for Mr.. Kumar. In MIL the annual increments and general raises were given as a policy to every employee who is termed as. The â€Å"Kanata raise† Mr.. Taker was quite sure that he would get his Kanata raise and reconciled himself to that. Mr.. Kumar tried to stop this raise but could not do so. There were several bullies belonging to Mr.. Thacker’s category in the organization and one of the tasks of the Training Manager was to handle such people. Though he had organized a few training workshops in the behavioral areas, it had not brought about the required attitudinal changes. Right under his nose he had a person whose behavior he was not able to amend. Mr.. Kumar realized that the desired changes were not possible, so long as the â€Å"flat security† was there. Due to a change in the governmental policy, there were several new competitors to MIL and the MD felt there was a strong need and urgency to bring in changes in the organization, to make it more dynamic and competitive. It was no longer possible to carry on the organizational dead woods. Mr.. Kumar was under great pressure to look How to cite Case Studies for Management, Essays

Derek Mahon Poetry free essay sample

Places like Kinsale, Rathlin and Donegal are idealised, but there is a subtext of cruelty associated with all three places because of history, climate, nature or commerce. Other places are depicted as void of human activity, lonesome, glum and abandoned by hope. The selection of poems on the course, influenced by Mahon, include two place names that span Ireland from North to South, Rathlin and Kinsale. You should compare the contexts by examining what the last line of both poems has to say about the future. An idealised rural, coastal beauty spot: ‘the nearby hills were a deeper green Than anywhere in the world’ [Donegal] A rural, coastal beauty spot which has become a refuge: ‘a lonely house behind the sea Where the tide leaves broken toys and hat boxes’ [Titanic] A landscape of extreme weather and steep climbs, requiring inhuman endurance, a place where the stoical Protestant can be a hero: ‘The tent recedes beneath its crust of rime And frostbite is replaced by vertigo’ [Antarctica] 3. Theme of people. Mahon evokes diverse human personalities and often empathises with various characters in his poetry: A quirky, on the go, mysterious, cautious and wily grandfather. He is a craftsman who can’t forsake his craft. Some of the grandfather’s attributes mirror an obsessive, impish poet: ‘Wounded but humorous†¦ discreetly up to no good†¦ Never there when you call†¦ as cute as they come†¦ Nothing escapes him; he escapes us all’ [Grandfather] Posh, swanky, guilt-struck, aghast, brooding and solitary Bruce Ismay: ‘I turned to ice to hear my costly Life go thundering down in a pandemonium†¦ my poor soul screams out in the starlight’ [Titanic] A brave, patrician, stoical and self-sacrificing British Explorer: ‘Goading his ghost into the howling snow; He is just going outside and may be some time’ [Antarctica] But sometimes Mahon evokes personalities without empathy: 4. Theme of conflict: Mahon deals with the theme of conflict in various guises: Subtle tensions in family life: ‘Never there when you call†¦he escapes us all’ [Grandfather] Nature’s battle against human civilisation: ‘That night the slow sea washed against my head, Performing its immeasurable erosions†¦ Muttering its threat to villages of landfall’ [Donegal] Self-conflict, self-criticism and regret: ‘Cursing my constant failure to take due forethought’ [Donegal] Conflict between an individual and public opinion, media driven conflict: ‘They said I got away in a boat And humbled me at the inquiry’ [Titanic] Class difference, and conflict: ‘I drown again with all those dim Lost faces I never understood’ [Titanic] Inner conflict due to guilt and victimisation: ‘my poor soul screams out in the starlight’ [Titanic] Brave self-sacrifice of the hero contrasted to cowardice of the group: ‘Need we consider it some sort of crime, This numb self-sacrifice of the weakest’ [Antarctica] 5. Theme of history. Personal History: ‘to reveal the landscape of a childhood Only he can recapture’ [Grandfather] Maritime History: ‘my costly life go thundering down in a pandemonium of Prams, pianos, sideboards, winches, Boilers bursting and shredded ragtime’ [Titanic] History of Scott’s Antarctic Expedition: ‘I am just going outside and may be some time’ [Antarctica] 6. The theme of the Future: Fear of the inevitability of death: ‘His shrewd eyes bolt the door and set the clock Against the future’ [Grandfather] Failure to plan for the future: ‘no promise of rescue— Cursing my constant failure to take due Forethought for this’ [Daytrip to Donegal] Poetic Techniques There are many detailed examples of the poetic techniques used by Mahon illustrated in Grandfather and After The Titanic on the Ordinary Level English web pages. Note how the consonance interlinks the present with the process or remembering that is described in this sentence from ‘Grandfather’. There are eight uses of ‘r’. The consonance is deepened by the internal rhyme of the three ‘row’ sounds in the first line of the quote. ‘Boiler -rooms, row upon row of gantries rolled Away to reveal the landscape of a childhood Only he can recapture. ’ Note how the alliterating ‘g’ and the assonance pattern of the deep ‘a’, ‘ey’, ‘a’ sounds emphasise the sombre description of the sea in ‘Day trip to Donegal’: ‘the grave grey of the sea the grimmer in that enclave’. In the same poem consonance, sibilance, line rhyme and cross-rhyme create a verbal music that matches meaning. ‘That night the slow sea washed against my head, Performing its immeasurable erosions— Spilling into the skull, marbling the stones That spine the very harbour wall, Muttering its threat to villages of landfall’ The first three lines, with their sibilance, are a strong example of onomatopoeia. The consonance, created by the recurring ‘m’, reinforces this effect, as sound matches meaning. Line rhyme is achieved when ‘erosions’ rhymes with ‘stones’, ‘wall’ with ‘landfall’. Note the cross-rhyme achieved with the three ‘ing’ sounds’. All these effects echo both the crashing of the waves and the hushed ‘s’ sound that is permanently associated with the sea. Because the imagery is used to evoke a nightmare, the musical effects here are so dramatic they remind us of opera. Rhyme Read the notes about rhyme in Grandfather and After the Titanic on the Ordinary Level English web pages. In ‘Day Trip to Donegal’ Mahon writes in six line stanzas made up of three rhyming couplets: aa bb cc. ‘Antartica’ has a regular pattern in its three line stanzas: aba aba etc. Rhythm In some poems the rhythm is light while in others it is complex and orchestral. Grandfather the rhythm is partly defined by the strict sonnet form, but Mahon gives it a natural feeling with his run on lines and simple everyday words. The poem feels like an anecdote, a spoken story, naturally addressed to the reader. Day trip to Donegal-the rhythm is musical with a varying beat pattern. After the Titanic- the rhythm has a natural feeling with the run on lines and simple everyday words. The poem feels like a cry from the heart naturally addressed to the reader. There is a dignity to the rhythm provided by the regular line lengths. Each pair of lines is a unit. The uneven lines have four beats while the even lines have six beats—some of which are hard to define. Antarctica- note the regular four beat lines with chorus or refrain. Tones There is immense variety of tone in Mahon’s poetry. Here are some examples to add to your own favourites. Factual: ‘They brought him in on a stretcher’ [Grandfather] Humorous, wry: ‘discretely up to no good’ [Grandfather] Dark, threatening: ‘then his light goes out’ [Grandfather] Matter-of-fact: ‘ things to be done, clothes to be picked up’ [Donegal] Gloomy and ominous: ‘Grave grey of the sea the grimmer’ [Donegal] Disgusted, fascinated: ‘A writhing glimmer of fish’ [Donegal] Bemused: ‘And still the fish come in year after year’ [Donegal] Resigned, mocking: ‘Give me a ring, goodnight, and so to bed’ [Donegal] Scared, pleading, ironic: ‘contriving vain overtures to the vindictive wind and rain’ [Donegal] Ironic and self-pitying: ‘I tell you I sank as far that night as any hero’ [Titanic] There is also a note or edge of despair in the word ‘sank’ here Factual, yet comical: ‘Prams, pianos, sideboards, winches’ [Titanic] Horror: ‘I turned to ice ’, ‘pandemonium’, ‘soul screams out in the starlight’ [Titanic] Guilty, insightful: ‘all those dim lost faces I never understood’ [Titanic] Despair: ‘I drown again’ [Titanic] Brutal and ghostly: ‘A long time since the last scream cut short. Deceptive: ‘I am just going outside and may be some time’ [Antarctica] Disparaging: ‘The others nod, pretending not to know’ [Antarctica] Amazed, wry: ‘Goading his ghost into the howling snow’ [Antarctica] Astute, ironic: ‘At the heart of the ridiculous the sublime’ [Antarctica] Forgiving: ‘Need we consider it some sort of crime, This numb self-sacrifice of the weakest? No’ [Antarctica] Imagery Many of the Themes illustrated above are also lists of images e. g. images of place, images of people etc. Nature imagery is used a lot in Mahon’s poetry. There are some recurring nature images in Mahon’s Poetry. A good example is the recurring sea imagery. References to the sea occur eleven times in the poems on the syllabus: We reached the sea in the early afternoon’ [Donegal] ‘The sea receding down each muddy lane’ [Donegal] ‘and the grave Grey of the sea the grimmer in that enclave’ [Donegal] ‘That night the slow sea washed against my head, Performing its immeasurable erosions’ [Donegal] ‘At dawn I was alone out at seaâ⠂¬â„¢ [Donegal] ‘Now I hide in a lonely house behind the sea Where the tide leaves broken toys and hat boxes’ [Titanic] ‘the old man stays in bed On seaward mornings after nights of wind’ [Titanic] Metaphor ‘Goading his ghost into the howling snow’ [Antarctica] ‘the earthly pantomime’ [Antarctica] Personification: ‘the slow†¦sea muttering its threat to villages of landfall’ [Donegal] ‘Herring and mackerel, flopping about the deck In attitudes of agony and heartbreak’ [Donegal] Symbol: ‘the tide leaves broken toys and hat boxes silently at my door’ [Titanic] Analogy: [An analogy is a simile or metaphor that functions as a parallel image. An analogy may involve an extended comparison] ‘That night the slow sea washed against my head’ [Donegal] ‘At dawn I was alone out at sea’ [Donegal] Simile: ‘banging round the house like a four-year-old’ [Grandfather] heart breaks loose and rolls like a stone’ [Titanic] In addition to various techniques of sound, tone and imagery, there are many examples of different language techniques found in Mahon’s poetry. Paradox [apparent contradiction] ‘At the heart of the ridiculous, the sublime’ [Antarctica] Logic (argument). Mahon communicate s by direct statement as well as by imagery and symbol. Some poems depend a lot on our ability to interpret the figurative language. But some lines contain a statement or argument that points to the theme and help us understand the imagery. Many of the quotes for Themes above contain examples of such statements. ‘And frostbite is replaced by vertigo’ [Antarctica] If you study the final line or statement in each of your selected Mahon poems, you will observe that the poems end on a clinching statement that clarifies the intended meaning of the poem. This didactic feature is further illustrated in ‘Antarctica’ with the chorus line, which colours how we receive the narrative implications of the imagery: ‘At the heart of the ridiculous, the sublime’.