Organic Chemistry for Molecular Mass- myassignmenthelp.com

Question: Examine about theOrganic Chemistry for Molecular Mass. Answer: The breaking point of Hexanal is 126.9 oC while the breaking point of 1-heptanol is 178.5 0C (Haynes, 2014). 1-heptanol has a higher breaking point than hexanal. The distinction in the breaking points can be clarified as far as the atomic structures of the two mixes and the idea of the intermolecular powers of fascination between the particles. The sub-atomic recipe of Hexanal is C6H12O and its sub-atomic mass is 100.16 g/mol (Haynes, 2014). The sub-atomic recipe of 1-heptanol is C7H16O and its sub-atomic mass is 116.20 g/mol. The structures are as demonstrated as follows. In 1-Heptanol, the oxygen molecule is legitimately clung to a hydrogen particle. Since oxygen is profoundly electronegative, the O-H bond is exceptionally polar; with the oxygen end getting a halfway negative charge and the H end being somewhat positive. The oxygen particle of one atom pulls in the Hydrogen atom of a neighboring atom prompting arrangement of Hydrogen holding between the atoms. Hydrogen bonds are the most grounded between sub-atomic powers and require a great deal of vitality to defeat consequently the bizarrely high breaking point of 1-heptanol. In Hexanal, the Oxygen iota isn't reinforced straightforwardly to a hydrogen particle thus no hydrogen holding between atoms. The oxygen molecule frames a twofold bond with carbon. Since O is more electronegative than C, the O=C bond is profoundly polar, with the Oxygen end procuring a halfway negative charge and the Carbon end an incomplete positive charge along these lines, shaping a perpetual dipole. The dipole of one atom draws in the oppositely charged finish of another particle prompting arrangement of dipole-dipole attractions between particles. The dipole-dipole powers are moderately solid, giving hexanal a fundamentally higher breaking point contrasted with other natural particles of the tantamount mass. Be that as it may, these powers are not as solid as hydrogen bonds and therefore clarify why the breaking point of hexanal is lower than that of 1-heptanol. References Haynes,W.M. (2014). CRC handbook of science and material science. Boca Raton, FL: CRC Press.

Sabbath Dinner Essays - Jewish Culture, Human Behavior, Shabbat

Sabbath Dinner The Israeli family isn't a common American family regardless of how Americanized the children feel. In most American families, with a young person included a Friday night is a disengaged night from the family. You get some information about any adolescent what they do on a Friday night and they will say, Gathering or Spend time with companions. Then again the family-supper that my folks and I went to was at our companion's home and like most Israeli families they to spend Friday evenings as a family; nobody goes out until supper is finished. (Except if they go to a temple together and afterward return home to eat, or go to a companion's home together) Dinner is an entire separate custom, there are sure things that must be on the table, certain things they state and sing, previously the dinner, and how it is viewed as an exceptional family assembling day. This truly flabbergasts me, in light of the fact that my family has never done anything like that. The Shabbat supper began at 5:30 PM, when we arrived, they welcomed us, and we babbled for some time, and afterward took a seat at the table. The table had a wonderful white decorative liner on it, and antique plates at each seating spot, and extremely gleaming flatware. Every individual had one glass filled a little with grape wine, Sosnick Company. The extremely little youngsters had grape juice, however my sibling (the 13-yr. old) had the wine. That is on the grounds that he, in the Jewish religion is effectively a man. Under each plate there was a napkin on the correct side, and a book The Shabbat Seder, with a bright image of a metal wineglass, 2 hallot (Twisted Bread), secured, and 2 candles lit. On the table that we were sitting at every individual had a metal wineglass, and there were 2 hallot secured nearer to the leader of the table as an afterthought that the male sat at. There were 2 candles closer to the next leader of the table, where the lady sat. Every male had a Kipa on his head. (It was a cap sufficiently large to cover an uncovered spot) I asked what that was for and the leader of the family answered. That is so we are not being inconsiderate to the ruler I wasn't generally certain how covering one's head had anything to do with courteousness however I didn't ask any more. The administration began with the lady lighting the candles, and saying a supplication over them; bless your heart for giving us light. At that point the man said a family gift, and afterward he held up what's more, said the Mourner's Kiddush. I would not like to inquire as to whether he was grieving or not, so I just sat unobtrusively. After which he said the supplication over the wine, and everybody took a taste. He at that point proceeded with a petition/melody M'kadesh ha-Shabbat, essentially expressing gratitude toward the ruler for giving us all that we have now and that we are ready to commend this day like this (with food on the table, a rooftop over our heads, and so on.). At that point we as a whole got up and went to wash our hands. There was a cup remaining by the sink, and every individual did 3 pours per hand while murmuring something, and returned to the table. At the point when we got to the table everybody was quiet, and still until, everybody plunked down, the dad stood up and made a favoring over the bread. At that point you heard the development in the seats, as each individual went after the bread, severing a little piece from the plaited roll of bread. At that point we began singing melodies, (Because everybody was singing them,). We sang 2 melodies, which sounded extremely fun, and up beat Hinei Mah Tov and Shabbat Shalom. After which everybody kissed each other as they said Shabbat Shalom. At that point the woman of the house went into the kitchen and begun bringing out plates of chicken soup and matzo balls. It was baffling for me why just the dad said the supplication and toward the finish of every petition everybody said so be it, so I inquired. The man of the house said that it implies, so be it, I surmise they are stating that they concur with what ever the supplication says. At that point, while he was addressing my inquiry the woman of the house carried everybody a plate with soup, and we started to eat. While eating, everybody alternated saying how their day went, what they achieved that day, and

How to Answer the Question What are Your Long-Term Goals

How to Answer the Question What are Your Long-Term Goals Interviews are never the easiest of things to go through. You need the job and have little problem applying for it.But the interview?You would rather get the job having avoided it.As much as you can prepare for it, you can never be too sure you have done enough. And the reality of many other candidates battling for the same vacancy makes it more difficult.How did the other candidates perform? Were the interviewers pleased with them? Are their qualifications better than mine?These and many other questions are likely to run through your mind.Anyway, don’t worry much about them.We are here to help you ease into the interview in a more relaxed and confident way. We do this through our guides on how to increase your chances of success during interviews.In this guide, we will show you how to answer the question, “What are your long-term goals?”You will know why you are asked the question in every interview so you understand the mind of the interviewer.You will also learn the best way to answer it.WHY DO INTERVIEWERS ASK THIS QUESTION?No single interview question is asked in vain. Companies are busy and the amount of competition against them simply cannot allow them to waste time.Still, they are willing to spend time in the hiring process to ensure they get the right person for the job.With many people in need of the job, companies have to find ways of unearthing what candidates don’t readily show.To do this, they will ask questions which have the ability to tell them more than the answer itself says.The question of your long-term goals is one such question.As you answer it, you will be unknowingly answering two other questions.Are you likely to be loyal to the employer?The real question is, “Are you willing to commit to us?”If you were asked this question as it is, you would obviously say “Yes.”But that’s exactly what all the candidates would do. All of them want the job.But the company is not out to just provide a job. It is out to fill a vacancy w ith a person who will prove valuable to the company. Someone who will help the company achieve its goals.When you are asked about your long-term goals, the interviewer is looking to see what can potentially reduce your commitment to the company.If your goals are different from the company, then your commitment would quickly wane at the sight of another opportunity.In such a situation, they would need to hire someone else after maybe 3 months.This is because though you may be working, you will also be looking for another job.Or, you may not be looking for another job, but your productivity will be low since you have no real self-motivation.Consider the below statistics about employee turnover.   Source: TalyticaHigh employee turnover is not just an expense in terms of time but also money. There is money used in advertising the job vacancies.There are costs incurred in calling and preparing for interviews. There might be training required for the hired candidate. The cost is high.This is further aggravated when productivity has to suffer because of the vacancy.All this happening when the competitor’s business is running smoothly.Do you see why employers want to avoid this?What are your personal ambitions?Your personal ambitions have a lot to do with how you look at your work. If they are not in line with what you are currently doing, then your chances of being distracted from your work increase.For example, you might want to become a leading engineer and inventor in the country. However, you have previously worked in a marketing position for 2 years.Now you are applying for a manager’s position to improve marketing strategies.Your experience and achievements make you a gr eat pick for the job.But how sure is this company that your desires won’t overrule your work commitment sooner than later?For them to know this, they cannot ask you the question itself. You have prepared for the interview and obviously know what to say and what not to say. They therefore have to come up with a question that brings out the answer.As you tell your interviewer that you want to be an engineer in the future, there is already a disconnect.You already show that the job is not what you want to do for a long time.That is a red flag for the company.HOW TO ANSWER THE QUESTION “WHAT ARE YOUR LONG-TERM GOALS?”Though answering this question requires some tact, it’s not difficult. As with everything else in life, preparation is key.There are ways of answering this question which will leave the interviewer sure that you are the best pick.We have prepared a simple 7-step process which will take you through the question with relative ease.An understanding of these steps will help you maneuver around any subsequent question coming after it.This is because you already know what the target is.Prepare in AdvanceYou can never undermine the place of preparation in anything you do. If you expect good results, then preparation is a must.“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”Abraham LincolnYou need to find out what are your long-term goals. This is both in life and career development. This will help you stay true to yourself.As much as you can get the job, you want to ensure that your life is a happy one. This will happen if you’re doing what your heart is driving you towards.Here is a very simple way of finding out your long-term goals. From this, you will also know what your short-term goals are or should be.1. What life problems do you want to solve? everyone has something in them that they would love to do to make life better.You may have seen companies struggle with certain challenges, employees be ing mistreated, the elderly ignored, cost of living rising etc. These issues in life usually drive people to want to make a difference.If any issue is a problem you really want to solve, then that points you to your long-term goal.It is the solution of that problem that will give you the satisfaction in life which you cannot derive even from money.2. Is there currently a way of doing it? there being a way of solving the problem does not necessarily mean that the problem is being solved.This question seeks to find out how much work is needed for the situation to change.If there is, then you know you are halfway there. If not, then you know that you have to start by making a way of solving the problem.An example of this would be where people do not have an electricity connection. The way of getting them electricity is to have transformers nearby.If none exist, then you know where to start. Alternatively come up with a solar solution to solve the problem.With the answers to these ques tions, you have your long-term and short-term goals. Your long-term goal is to solve the identified problem.Your short-term goal is to come up with a way of solving the problem.Or put differently, position yourself where you will be able to come up with a means of solving the problem.Answer That Question OnlyAn interview room is one in which tension can quickly build up. You can then find yourself answering questions you have not been asked.It gets worse when you realize what you have just done and unsuccessfully try to make corrections.All this time, your interviewer is looking at you wondering what is going on. According to the interviewer, you have just revealed something about yourself.And it’s not the kind of thing that fits the job.Will you be surprised if you don’t get called for the follow-up interview? You will probably be shocked if you get the call.To avoid that mistake, stay focused and answer the question asked.This is not the time to go into hobbies and leisure act ivities. Be careful that none of these get mixed with your answer.It is also not the time to be detailed about your goals. You just need to be concise with your response.Also look at the 2 questions you used to define your long and short-term goals. Compare them against the job you are applying for.If the company looks like it is a means of you fulfilling your long-term goals, then mention your short-term goals too. Otherwise, stick to the long-term and show that you’re available for the long haul.Prioritize Your GoalsYou know your long-term goals. At this point, you probably have several, each touching on an aspect of your life. You may have goals in career, family, investment etc.As good as these are, you need to know how to communicate them.You cannot just list these and expect the answer to wow the panel. You will need to be strategic even in the order of mentioning them.Start with the most relevant to the job and finish with the least relevant. And just to be sure, you don’ t even have to mention the one not directly connected to the job.This is because you are trying to align your goals to those of the company. Keep in mind that the company is not interested in just filling the vacancy.It wants to fill it with the right candidate. It is therefore your responsibility at this stage to prove that you are the one.For example, your goals may revolve around career development, setting up a school for autistic children and settling down in 5 years.The organization’s vision and mission statements tell you that they work towards guaranteed education for all children.In this case, the first goal you should mention is that of setting up a school. Do not start with career development.You may need career development to get the school but this will not be the interpretation made by your interviewer.To her, you will seem like the main thing is your career then the school is an afterthought.Talk about your goals starting with the one closest to the heart of the com pany then the others. And do not mention more than three goals.Connect Your Answer to the CompanyWhatever goals you have, they have to be relevant to the organization. They are seeking to hire someone who will be with them for the long-term.And for a long-term partnership, there must be something bringing you two together.This is where the research you did about the company comes in handy.The information you got will tell you a lot about the organization. This will help you know how to frame your response to this question about long-term goals. You need to show how you are connected with the company.Show that you want to pursue the company goals because that way, you will build capacity for yourself. You might even be able to work with the company in your own project.Below is an example of how to do this:My long-term goals are to build a school for autistic children and help develop a suitable curriculum for them. This organization’s vision to see all children get educated marries well with what is in my heart. Pushing for this goal, I believe I will also get a foundation for what I desire to achieve later in life.Indicate Willingness to Stay in the CompanyLong-term goals are generally those which will take more than 5 years to be fully realized. This applies to both you and the company.The company can be very pleased to work with you for a long time. Showing willingness to stay around can help increase your chances. But just because you can stay, it doesn’t mean that you will stay. Your interviewer needs to hear it from you and not make an assumption.You should therefore include it in your response. And as we pointed out in the above point, make it indirect but clear enough to be evident.Make the point known without over-emphasizing it.Here is an example of how you can communicate this:My long-term goal is to build my own engineering company where highly-efficient microchips can be manufactured at a low cost. Since you produce raw materials for this proce ss, I expect that sharing my ideas will increase the value of your product. In due time, I will also have gained relevant insight on how to go about my own goal.This response does not say that you will spend the next 5 years in the company.But it clearly shows your willingness to share ideas which will benefit the company in a big way.Saying that you’ll gain insight in due time shows your understanding that the learning process will take some time.Show Some PassionIf all employees could be passionate about their jobs, then businesses would flourish everywhere. Employers would be more than glad to give pay rises since profits would warrant it.Unfortunately, this is not the case.It is very difficult to be passionate about something you don’t naturally love.When you are passionate about something, you don’t need anyone to tell you to work at it. You might even try to create more time for it.The drive to work towards it and accomplish the end goal will be naturally available.Emplo yers also look for naturally passionate people to hire. They know that such people will not need external motivations and constant reminders in order to work. They know that such people will guarantee the overall company productivity.The question then is, are you passionate about the job you applied for? If you got the job, will you work at it with true passion?When talking about your long-term goals, you need to show the passion you have for your goals. Mention your goals with emphasis on the satisfaction you will get from achieving them.This will tell the interviewer the importance of those goals to you. She will know the value they carry.If those goals are in line with the company’s goals, then it’s a guarantee that you will be a valuable employee.That means your chances of being hired increase.Be HonestThe worst thing you can do during an interview is to lie. You may think you are good at it but apart from the possibility of being found out, you are also being unethical.Take note that HR officers and recruiting managers are quite experienced in sifting through answers given. They have worked with people and enjoy the benefit of understanding human behavior.Lies can easily be spotted through small things which don’t add up. If a lie is spotted, you can be sure you’ll not proceed to the next stage.Make sure your responses are true. The chances of you being hired are not hanging solely on the goals you have. There are many things being considered. Not being the best in one doesn’t disqualify you on the others.HERE ARE SOME GREAT SAMPLE ANSWERSWhat i? ??ur long term ??r??r g??l?An?w?r 1“T? b? h?n??t, I have always ???n thi? j?b ?? ?n answer t? m? career ?bj??tiv??. It w?uld not be wrong t? say th?t I h?d ??t up g??l? t? r???h this ???iti?n. Now th?t I have achieved th???, I look f?rw?rd t? ??tting u? n?w ?bj??tiv??. A? a ?h?rt-t?rm g??l, I see myself g?ining tru?t ?nd ?r?dibilit?. If I can b? r?li?bl? within a ?h?rt ??ri?d of tim?, I ??n b? tru?t?d with v?ri?u? new t??k?. Whil? th? short-term g??l ??n b? ??hi?v?d within th? initial ???r?, my l?ng t?rm g??l? ?r? r?l?t?d t? my d?v?l??m?nt in u???ming ???r?. I w?nt t? see myself t?king bigg?r r????n?ibiliti??. Bigger r????n?ibiliti?? m?tur? ??ur decision m?king. I und?r?t?nd thi? can take ??m? tim? but I am r??d? t? work f?r th? ??u??. Th??? g??l? w?uld ?lw??? b? m?tiv?ting m? to achieve n?w heights.”An?w?r 2“I have b??n in this fi?ld f?r a few ???r? n?w. I h?v? ??t u? ?n ?v?r?ll short t?rm and l?ng term g??l f?r m? ??r??r. Following a ?imil?r ??tt?rn h?r?, I h?v? ?dd?d f?w ??int? to th? goals. As a short-term targets, I w?nt myself t? utiliz? th? ?ntir? ??t of ?kill? I ???????. In th? ???t years, I h?v?n’t b??n able t? use my full potential. Thi? j?b ????rtunit? has giv?n m? the ?h?n?? to t??t m? ?kill? t? th? full. El?b?r?ting m? l?ng-t?rm plans, I w?nt t? t?k? u? l??d?r?hi? r????n?ibiliti??. Lik?, b?ing in charge of a t??m for a ??rt?in task. Whil? I will w?rk ?n th? l? ng-t?rm plans, th? ?h?rt-t?rm g??l? can pave th? w?? f?r it. I ?m ??nfid?nt th?t I ??n help myself to ????m?li?h th??? objectives.”An?w?r 3“I h?v? kept my ?h?rt-t?rm goals f?irl? simple. A? I went through the j?b d???ri?ti?n f?r thi? ???iti?n, I ??t up th? goals t? ??hi?v? th? r??uir?d targets m?nti?n?d in th? d???ri?ti?n. I want t? d?liv?r more than wh?t i? expected of m?. As f?r the l?ng-t?rm goal, I ???k bigger t?rg?t? ?? that I ??n ??ntinu?u?l? t??t myself. Bigger t?rg?t? ??n be tough. I n??d t? shape m???lf during these initi?l ???r? ?? that wh?n th? bigger t?rg?t? ?r? ??t, I ??n d?liv?r th? best ?ut??m??. I h?v? decided t? w?rk on th??? principles.”An?w?r 4“My take ?n short t?rm ?nd l?ng term g??l? is ?r?tt? ?l??r. Th? long-term g??l? ??n?titut? of ?h?rt-t?rm g??l?. L?t m? explain this a bit. In ?h?rt-t?rm g??l?, I w?nt to learn multi?l? sets ?f ?kill? ?nd master th?m. I ??n d? thi? b? w?rking ?n various tasks from diff?r?nt fi?ld? with ?n experienced team. A? ???n as I f??l that I ?m ?ffi?i?nt in multi?l? ?kill?, my l?ng-t?rm g??l ??m?? int? play. I w?nt t? be ???ign?d diff?r?nt r????n?ibiliti?? whi?h suit my wide range ?f ?kill?. T? be ?bl? to give r??ult? in diff?r?nt sectors ??n b? a fruitful w?? to ?r?gr??? in m? career. Y?u ??n see th?t th? ?h?rt t?rm ?nd l?ng term g??l? are correlated. It is h?w I want th?m t? in??ir? m?.”Answer 5“F?r any career-oriented individual, ?h?rt term ?nd l?ng t?rm g??l? ?l?? a m?j?r r?l?. W?rking in a ??r??r?t? ?tm???h?r? can teach ??u to set u? targets. F?r m?, the t?rg?t? are interrelated. A? for n?w, I want t? w?rk with the team ?ff?ring m? full cooperation. C?ntributing n?w ideas and ?h?ring my ?x??ri?n?? ?r? my initial ?t???. In th? future, I w?nt t? guid? n?w r??ruit? t? th? w?rk environment. H?l?ing them ??ttl? d?wn in this fi?ld ??n b?n?fit th? ?rg?niz?ti?n ?? well as my ?biliti??. Th??? ?r? th? g??l? I want t? ??hi?v? in the n??r futur?.”An?w?r 6“Wh?n I r??d ?b?ut an opening in this ??t??m?d ?rg? niz?ti?n, I ?r???r?d a blueprint ?f thing? I want t? ????m?li?h with thi? j?b. L?t m? get thi? straight, I h?v? a littl? ?x??ri?n?? and a r??m for im?r?v?m?nt. S?, my primary g??l i? to obtain ?? much kn?wl?dg? about diff?r?nt circumstances ?? I ??n. “N?v?r stop th? learning ?r?????” is my short-term goal. M?ving on t? th? bigg?r objective, I ?m ?w?r? of th? ????rtuniti?? f?r ?dv?n??m?nt? giv?n in this ?rg?niz?ti?n. I w?nt t? ?r?gr??? thr?ugh my h?rd work and ?tt?in a new ??t of ????m?li?hm?nt? in th? coming ???r?. I ?m sure th??? two w?uld g? hand in hand t? bring ?ut the best in m?.”CONCLUSIONYou now have what you need to prepare and answer this question well. Develop an answer that fits your goals perfectly and practice saying it.Do not cram the answer lest you sound mechanical while giving it. Just know it and understand how the pieces fall into place.

The Vampire Is Not A New Manifestation Of The Fears Of A...

The vampire is not by any means a new manifestation of the fears of a society. Their presence in human culture can be traced back for centuries in human folklore. The first Anglicized representations of the creature in literature date back to the English poetry of the early 1700s, and were then followed in the fiction genre by such works as John William Polidori’s The Vampyre, Sheridan Le Fanu’s Carmilla, and of course, Bram Stoker’s Dracula. For the audiences of the 18th century, vampires embodied many of the following common fears shared between the people: of illness, both mental and epidemic, of an embraced sexuality, particularly that of women’s and homosexuals’, and of foreigners. As the archetypical vampire evolved throughout the†¦show more content†¦Butler’s vampires do not embody the fears and anxieties of the society they infiltrate; rather, Butler shifts the monstrosity from the vampiric figure to the social ills those fi gures face. The reader is not inspired to reject the vampire as villain but rather to demonize the systematic oppression which, in the case of Fledgling, the protagonist struggles against. The vampire then, in Butler’s work, has evolved beyond its current literary form. Science is as integral as myth in the text, and Shori, Butler’s dark-skinned, female, sanguinarian protagonist is not only a progressive creature of legend but a manufactured being blending the technology of the human body with that of the Ina. Shori cannot simply be categorized alongside many other vampires because of this distinction – she stands above and beyond, blending race and transcending concepts of creation and origin in order to forge a new identity for the vampire in literature. She truly stands as a stepping point toward the elusive cyborg – a new biological citizenship being crafted by her very existence in Butler’s universe, and what else is the cyborg but an attempt at that very determination of self? 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Whether it be the pro femininity, new outlooks, or advances in technological and medicinal aspects, we can find t hese concepts portrayedRead MoreHorror Genre : The Feeling Of Fear Essay1875 Words   |  8 Pagesis outside the realm of normalcy, reality, or history†¦[with] sympathetic and vulnerable potential victims†(Sipos).As society has grown to expect certain things from a horror film over the years, the horror genre has evolved to counteract that growth in order to provide the audience with the one thing that remains constant in the horror genre, the feeling of fear. The feeling of fear is the one aspect of the genre that defines a horror film: â€Å"horror is one of the rare genres that are defined not primarilyRead MoreA Crisis Of Faith : Unpacking The Paradox Of Bram Stoker s Religious2370 Words   |  10 PagesUnpacking the Paradox of Bram Stoker’s Religious â€Å"Other† Vampires are not new. Vampires are not old, either. Over the immeasurable history of the vampire myth, they have been re-invented countless times. In the early 19th century, vampires stepped out of legend and into literature where its evolution has continued. Polidori’s vampire was seductive. Anne Rice’s vampire was lonely. Francis Ford Copolla’s vampire was passionate. Bram Stoker’s vampire, however, was something arguably more complicated: itRead MoreThe Genre of Stokers Dracula Essay6296 Words   |  26 Pagesemphasizes how as the daylight ends, the horror begins, for from the depths of the swirling mist, he (Dracula) appears, his pointed teeth gleaming as he edges towards his victims. This is Count Dracula the King of the Un- dead - the dreaded vampire. Centuries old, he walks the earth to quench his insatiable thirst for the blood that gives him life. STYLE The style of the author is simple, in a narrative manner the story of Dracula unfolds. Stoker is almost autobiographical

I Yearn For Opportunities To Build Capacity Around Me To

I yearn for opportunities to build capacity around me to show society how to interact with people who are functionally different from the norm, whether that’s in subtle or disruptive differences. This desire has continued to bring me to opportunities of evolvement in leadership, to break the barriers that society has set in place for people with unique abilities. As the District Autism and Behavior Specialist for 7 years at Sumner School District this is the longest I have maintained the same title in a job, however my role has morphed over the years. I am in leadership roles that continue to expand, providing me opportunities to develop a better approach to leading effectively. I am blessed to have administrative leaders around me, who†¦show more content†¦I have found the confidence to support others in the work of appropriately advocating for students with unique needs, in the school setting. These leadership experiences have helped me learn to be flexible in my own thinking, to support other professionals who are feeling alone in their work in supporting students. At the heart of my work is my unwavering desire to support staff in helping students learn to the best of their ability, teaching them to be a positive contribution to society. I see myself as a gracious and loving leader, who is very bold and honest about my working relationship with others. I am self-reflective in my relationships because I believe it is the close relationships, albeit professional or personal, that reflect how I impact the world around me. In my work I create systems and present my work with clear communication. I am often the go-to person to help problem solving because I am a solution driven thinker. I am not one to admire a problem, instead I will identify the barriers and seek options for victory. I have a natural ability to build relationship with all types of personalities, adjusting my approach to help others be successful in meeting goals. Administrators trust me to lead projects and teams because I lead with strength and integrity, while working collabora tively. To be more effective in supporting those around me, I need to increase my understanding of instructional leadership,Show MoreRelatedThe Idea Of Identity, By Denise Chavez, A Dead Mexican Movie Star1902 Words   |  8 Pagesis once divorced, thirty-years old, living in the border town of Cabritoville, New Mexico, and struggling to attain a life of fulfillment. Unfortunately, she is defined by her obsession concerning Pedro Infante, a dead Mexican movie star. Teresina yearns to have a life with a man as worthy as Pedro as a means of life fulfillment. 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I have also corrected other obviousRead MoreA Case Study of International Brand Management: Comparison of Lexus Brand Management in Brazil, United States and Japan.39374 Words   |  158 PagesStudent Number: 17410030 Table of Contents INTRODUCTION ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ · 1 I. ANALYSIS OF THEORETICAL BACKGROUND ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ · 4 I.1. BRAND MANAGEMENT  ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ · 4 I.1.1. Creating Brand Equity and building strong brands  ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ · 4 Brand loyalty  ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Ã‚ ·Read MorePropaganda by Edward L Bernays34079 Words   |  137 PagesPROPAGANDA By EDWARD L. BERNAYS 1928 CONTENTS I. II. III. IV. V. VI. VII. VIII. IX. X. XI. ORGANIZING CHAOS .................................................. THE NEW PROPAGANDA ............................................ THE NEW PROPAGANDISTS .... 9 19 32 47 62 THE PSYCHOLOGY OF PUBLIC RELATIONS BUSINESS AND THE PUBLIC .... PROPAGANDA AND POLITICAL LEADERSHIP 92 WOMENS ACTIVITIES AND PROPAGANDA . . . 115 121 135 141 150 PROPAGANDA FOR EDUCATION PROPAGANDA IN SOCIAL SERVICE

Rate of return Free Essays

Depending on the facts and circumstances involved In a particular research and development arrangement, true payments by the entity to the other parties ostensibly for royalties or to purchase the partnership’s interests in or to obtain the exclusive rights to the research and development results might actually be any of the following: * a. The settlement of a borrowing ; b. The purchase price of an asset * c. We will write a custom essay sample on Rate of return or any similar topic only for you Order Now The royalties for the use of an asset. The financial reporting of an entity that is a party to a research and development arrangement should represent faithfully what It purports to represent and should not subordinate substance to form. † Without specific guidance and this as a launching point we need to look at this transaction and really see what’s going on. From the agreement presented in the case this Is what I have been able to cull out of the extreme ambiguity. The first piece of the agreement we should comb over Is the future royalties to be received by PIE from the sales of an established Pharmacy drug for a defined period of time. An established drug in the market has reasonably estimable future cash flows. I. E†¦ Pilfer could predict with reasonably certainty sales of Vicarage this year. Thus, PIE Is constructively lending Pharmacy money now, with repayment of the borrowing coming in the form of royalties for a defined period of time. Lending money with recurring repayments of that principal over a defined period of time is essentially a bond. That Is also what Is going on here. The question is how much is PIE lending Pharmacy? If we accept that the future royalties associated with Pharmacy existing drug are reasonably estimable and for a defined period of time, we can do some math and discount the future cash flows and apply an appropriate return for similar debt Instruments’ cash flows to arrive at exactly how much of Pep’s money to Pharmacy Is constructive lending. The number we arrive at for the constructive lending would be recorded as a note receivable (or more specific verbiage could be used) for PIE and a payable for Pharmacy in the form of a royalty payable to satisfy lending obligation. Now, as Pharmacy proceeds with their best efforts in developing drug X, and the amount of cumulative cash PIE has Infused Into Pharmacy at each threshold exceeds the amount previously quantified as constructive lending we have a new situation. The money is no longer lending, so what is it? ACS 730-20-25-8 states: â€Å"To the extent Tanat ten Atlanta rills escalate Walt n ten research Ana development NAS Eden transferred because repayment of any of the funds provided by the other parties depends solely on the results of the research and development having future economic benefit, the entity shall account for its obligation as a contract to perform research and development for others. † If we look from Pep’s point of view, they inserted the future royalties of the existing drug into the agreement as a guaranteed return of some of their invested capital. We can assume the PEE fund isn’t incompetent and understand that up to a certain investment point, presumably to the same dollar amount of expected cash flows from the existing drug royalties they are entitled to, they can’t say that a return on investment drug X is more likely than not. However, once they start giving their incremental investments beyond the constructive lending amount we quantified earlier I think it is safe to say PIE sees a return on drug X as probable. So, PIE would need to record any cash sent to Pharmacy beyond the constructive lending amount as an investment, Just as any other investment is recorded. They would need to be wary of impairment, perhaps, more so than other forms of investment, but this is strictly now an investment in Pharmacy. For Pharmacy, as stated in ACS 730-20-25-8 above, now has an obligation to perform research and development in the amount of any cash provided by PIE in excess of the constructive lending portion of the agreement. As we saw in ACS 730-20-05-9 at the top of this analysis of the agreement, there is an extreme amount of supposition involved in these types of RD agreements and the code says they need to be accounted for with the substance of the transaction above the form. I believe the aforementioned constructive lending portion and investment portion of the agreement satisfy the substance of the arrangement best under the circumstances presented. Also, the code itself seems to recognize its lack of ability to clearly delineate the proper accounting treatment and throws us a nice blanket piece of code to ensure the proper disclosure of the agreement in the form of 730-20-50-1 stating, â€Å"An entity that under the provisions of this Subtopic accounts for its obligation under research and development arrangement as a contract to perform research and development for others shall disclose both of the following: * a. The terms of significant agreements under the research and development arrangement (including royalty arrangements, purchase provisions, license agreements, and commitments to provide additional funding) as of the date of each balance sheet presented * b. The amount of compensation earned and costs incurred under such contracts for each period for which an income statement is presented. † This Just means the agreement needs to be disclosed on both ends. How to cite Rate of return, Papers

Rr Donnelley Sons the Digital Division free essay sample

The gravure print was more expensive and used etched copper cylinders and would run 500,000 or more. The digital presses were more expensive and required skilled and dedicated operators. Donnelley felt they would need to develop and control four database systems to make their model work, adding extra costs. At the same time, Donnelley anticipated savings by eliminating inventory and warehousing costs. The cost per unit for print jobs with run lengths of 2,000 or less would be lower than the costs of the traditional offset print. What do you have to do well to succeed in the two businesses? What do customers want? Manufacturing and sales were the core functions of Donnelley. The traditional print business succeeded by employing a superior sales force of over 500 people. The salespeople had considerable customer knowledge to the point they were able to reduce inventory and shorten cycle time for the customer. They developed long term relationships with their customers. We will write a custom essay sample on Rr Donnelley Sons: the Digital Division or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Donnelley was founded in 1864; being an early entrant company gave them a competitive advantaged, and allowed them to maintain a loyal customer base. Their strategy was to secure multi-year contracts worth tens of millions of dollars. 0% of business was from long term contracts of 3 to 10 years. Donnelley would build plants specific to the needs of their long term customers. A large segment of their print business was directories, catalogs, and magazines. Donnelley was profitable and competitive in the traditional press business until the mid-1990s. â€Å"By 1995, at least 55,000 printing companies operated worldwide. Most had fewer than 25 employees. Donnelley, with 6% of the $80 billion print markets, was larger than its next nine rivals combined. Threats, however, were emerging from several directions, largely because of new technologies and new entrants to the business. As new technology emerged and shifts in the industry were occurring, customer demands were changing. Customers now wanted to produce a variety of versions of the job, use of a variety of inserts, use of great color, and wanted to have the ability to quickly make revisions to the job. They now placed a premium on speed and global distribution. Donnelly already had the capability to assemble multiple versions of the same job with traditional printing, but they needed to meet customer production expectations. The introduction and push of desktop publishing in the 1980s changed how jobs were assembled and edited. Customers now had the ability to do editorial and prepress tasks that were done by the publisher. â€Å"The craft side of the business that we made big money on-stripping, color correction, and etching – has migrated to the hands of the document creator. † (Donnelley p. 4) As Donnelley introduced the digital press, they had to make sure their systems were compatible with PCs and MACs. The digital press business housed the print jobs in a database allowing Donnelley to print and send on demand. This process cut the processing time from upward of 20 days to 2-3 days. It saved publishers close to 60% of the overall cost because it eliminated on- hand inventory and warehousing costs. How do these differences affect the agenda and tasks of Rory Cowan? What posture must he take toward the rest of the company? Why does he feel that a separate division is necessary? The digital press division was developed to compete with industry shifts, new technologies, and shifts in customer demands. Donnelley’s Vice President, Rory Cowan’s vision was to lead the effort of imploring digital presses. In order for Cowan and the digital press to succeed there needed to be buy-in from all areas of the organization. It needed to be a top-down initiative and infused within the strategic direction of each unit of the organization. The digital press division needed to meet the new demands of customers and the sales division having the knowledge to educate the customer on these new services. Cowan was afraid digital presses would get lost in the plants if he were to infuse them throughout the organization. Instead he created a cross-functional team to evaluate the use, cost, and return on investment of the digital press. He slow pulled other department heads into the mix and re-structure the Information Services Group. He educated his sales staff and customers on the benefits of using the digital press. II. Stages in New Business Creation What were the critical challenges and tasks that faced the Digital Division in each period: prior to April 1994, between April 1994 and January 1995 and between January and July 1995? RR Donnelley amp; Sons had many challenges as they were trying to come to grips with a changing technological world where the print medium was moving toward digital printing on personal computers and with it the pricing, scales of economy, and old business strategy of print by the page. In the early 1990s, Rory Cowen, SVP of the Technology Centers began searching for a new business model with distributed digital print at its core. Prior to April 1994, there were several challenges to meet. The company needed to research if it could keep its traditional competitive advantage with print economies of scale (it was found that they could). â€Å"Costs were higher than expected: the presses were expensive, required skilled and dedicated operators, and used more toner than anticipated. † Finally, there were issues with selling the idea of digital print medium to internal divisions. Internally, people thought digital was a good idea but no one wanted it because it was outside their core business. They all had some potential digital work, but didn’t know enough about the markets and were scared of an unproven technology. Customers, on the other hand, almost jumped up and down, even though they too didn’t know what to do with the new technology, or were t hemselves just starting to convert to digital format. † In other words, there were challenges moving the leadership from the old business model thinking into the new tech future. The basic task was to find out if the new model could work and still keep the competitive advantage and then sell the divisional leadership on adopting the new technology and the new business model. â€Å"Between January and April 1994, seven teams worked to reengineer the processes of the corporate center† and there were a new set of challenges and issues to overcome. The reengineer group quickly discovered that â€Å"all the tech processes were adhoc and projects were no chosen on the basis of customer needs, nor were their economics fully screened. Instead, senior managers with clout got their projects funded, particularly when they were identified and championed early in the budget cycle. † This was the â€Å"first pig to the trough mentality. † Also, tech projects â€Å"seldom had financial gatekeepers and there were no formal reviews on how the money was spent. † Divisions and marketing managers played a very small role in helping to guide the technology development. There were basically no spending limits, no deliverables and you could spend a lot of money investigating technology. There were also issues with lag time between rolling out technology to different plants. The process was one plant would use the technology and refine it working out the bugs and then it would roll out to the next plant. The firm had 38 plants which took a long time. There was no technology that worked or was shared across the company. The new tasks were to build a new process guided by speed, improved financial data, checkpoints, and better connections with divisions. Divisions were â€Å"offered incentives to take a broader, shared approach†¦ all projects were assigned to cross-functional teams with representatives from marketing, manufacturing, and development. Teams operated through a matrix,† and although team members reported to their individual divisions they also reported to the project manager. At each completion of a phase there was a thorough review. Between April 1994 and January 1995, Barbara Schetter became program manager with the task of creating the digital color printing side of the business. She needed to â€Å"establish the existence of the market, identify possible applications, construct a deployment schedule and funding plan and define the scope of the business in only two months. Every week, the team held meetings, defined cost estimates and generated IRR. It was during this time that Barbara made the case for a separate business unit / division concentrated on digital. In July 1994, Barbara got her wish and became VP of the new Digital Division with its own resources. The unit was defined as creating a â€Å"scaleable digital architecture. † To sell the new division, there were several more criteria for t he Schetter to achieve. The division needed to grow twice as fast as the corporation, reach $100M in sales, and achieve above average ROA. This put additional pressure on the sales teams who were challenged to generate business as well. Barbara chose the date of November 11th 1994 to be up and running but the budget was not finalized and the new date was set for January 1995. Between January and July 1995 Memphis, TN was chosen as the location for the new Digital Division because it offered â€Å"virtually distributed manufacturing from a single location† as it was located close to FedEx. The challenge was to get the operation up and running. As Manufacturing Director Lew Waltman noted, â€Å"There are very few pieces of this model anchored in any way†¦ the equipment is new and most of it is unproven. † They had to build a transaction system which would access the right content and pull the right pieces for the customer. New functional capabilities were needed and added as well. â€Å"By mid 1995, the system could accommodate Macintoshes as well as the original PC based machines and would soon be reconfigured so customers could do their own invoicing. In addition, the division developed three software tools that allowed customers to manipulate and vary the content in Memphis’s database without ever leaving their offices. Target IT allowed customers to pick, pull, and compose their own pages, depending on what they wanted to promote in a particular week. † What this allowed was to allow the Digital Division to take â€Å"three distinct value creation devices a content management system, a transaction management system, and a digital imaging technology system and combine them to create a new product. † What was Barbara Schetters role in each period? How did her responsibilities change as the project evolved? What were the critical tasks and activities? What relationships did she have to have to manage? What were her biggest concerns? What were the differences (if any) between her early responsibilities as program manager and her later responsibilities as division general manager? Prior to 1993, Barbara Schetter ran the Financial Services printing division. In 1993, Cowen asked that she join the Tech Center division. In April 1994, Barbara was named program manager â€Å"with the objective of creating a new igital color printing business. † It was during this time that Schetter began making the case for a digital division to Cowen as a stand-alone business unit so they could get more resources. In July 1994, Barbara was named the VP of the new Digital Division. It is clear that Barbara’s responsibilities certainly evolved during this period. As program manager her responsibilities were to provide a framework for suc cess by defining the scope, coordinating the team, controlling the projects finances and keeping the general program on track. As VP, her responsibilities moved to the success of the division by setting up and creating value. As stated before the new division needed to achieve growth twice as fast as the corporation, reach $100M in sales, and achieve above average ROA. Also as program manager, Barbara had to manage the relationships between her team and the division where the individual team members belonged. This tied her to representatives in marketing, tech centers and finance and probably to a PMO (Project Management Office) and the divisional leadership as a subordinate. As VP, Barbara her relationships are now centered on all of her associates as resources, HR, senior leadership (SVP, CIO, CEO) and other divisional leadership as peers. Her relationships are now also centered on the customer. Not managing the customer relationship as a program manager from the periphery but involved in the customer / business relationship as directing resources to service the customer for profit. Finally, Barbara’s critical concerns of resources and finance as program manager were what led to her petitioning for the Digital to be moved from a project to a division. As project manager, resources are given to you and distributed from many places. Concerns over how finances are done and ROI is generated is generally handed to the project manager. Barbara wanted to solidify her resources into one place and be able to work with divisional heads and HR and Finance to have her own budget, headcount and control over how the resources are used. III. The Technology Development Process What is your evaluation of the new, reengineered technology development process? The new process was focused on greater speed from idea to implementation, improved financial data and checkpoints to limit wasted investment, and etter connections with divisions to ensure the final project was implementable across divisions and sectors and met the needs of those division and marketing managers. The process includes four structured phases that requires a formal review with specified deliverables before movement into the next phase. It offered incentives for projects that had po tential to benefit the company as a whole versus a single division and it created a point of power and responsibility for each projects-the program manager. What problems in the old process was it designed to solve? The process that existed in January of 1994, was completely ad hoc, meaning that is was a solution designed for a specific problem or task, non-generalizable, and not intended to be able to be adapted to other purposes. Projects were not chosen based on merit or value, but rather, were chosen based on sponsors and clout within the company. Politics had too much influence in the funding and initiation of projects. The existing process did not have a method that set goals or budgets, and there were no financial gatekeepers to limit the amount of funds could be sunk into a new project regardless of its value to the company. There were no limits to the spending, no set deliverables, and no accountability for a projects success. This process left the door open to allow bad or useless projects to be developed using valuable resources of the company. In addition, the roll-out process of completed projects was inefficient and could take several years to be embraced by all the plants. Lastly, each division was spending additional dollars altering the new technology to their specific needs, thus making it incapable of transfer to other divisions. This meant that there was no one technology that worked across the company, across groups in a sector, or even across closely related divisions. These inefficiencies and lack of central control were costing RR Donnelley amp; Sons tremendous amounts of money, and little could be shown for improvement other than a first mover advantage. The new system was designed to address these issues. Despite these problems, the old technology development process did produce the Digital Division. Was it really that badly flawed? Although the Digital Division was created under the existing process, the formation was slow and arduous. The Magazine Group’s digital program was terminated prior to the formation of this new division, and Cowan spent two years trying to sell his vision for the Digital Divisoin within the firm. The digital project only moved forward because Cowan was promoted to Donnolley’s sole executive VP, the number two person in the company. Under the existing process, this kind of clout is what accelerated projects through the company. Without this type of champion, the Digital Division may not have ever seen the light of day. In addition, it is important to note that not all great ideas come from the top. In this case, Donnolley was fortunate enough to have a forward thinker in its top ranks. What are the general qualities of organic and mechanistic types of processes? Under what conditions do you think organic processes are preferable? Mechanistic processes? Organic Process: This form of fluid, loosely managed decision making process is most closely associated with superior performance in organizations pursuing entrepreneurial as opposed to conservative strategies. This type of decision process is intended to provide flexibility for change that can be initiated by employees. This type of structure is typically seen in very flat organizations and promotes feedback from employee’s and workers. Organic processes are intended to distribute information faster and create an increased ability to respond or react to change, however, for Donnolley, the divisions and hierarchy that existed in the organizational structure prohibited the organic process from working. This processes typically fosters innovation and the exchange of ideas, however there are several disadvantages of this model: * A Lack of Boundaries: because the members of this type of process make the rules and set the standards, processes could continually change and will depend on the influence of the team members, which may lead to greed or selfish motives instead of what is best for the company. * Ineffective Leadership: Once divisions and mangers are used to governing themselves, an attempt to implement change from senior management may be seen as intrusive and will thus not be embraced by the plant or division. This is the reason the digital division was having so many issues with the technology customization and division-specific digital services. * Communication Barriers: organic processes create barriers between divisions, which has lead to the various versions of software and the lack of shared resources throughout Donnolley. Mechanistic Processes: This process form is characterized as tightly specified and structured. It works will in stable environments and provides centralized and formal decision-making. This process carefully documents policies and procedures for close employee adherence. Mechanistic processes involve very rigid management control, and limit employee involvement in decisions. This process helps control employee output but also limit mobility and the exchange of information between divisions. What impact did the redesigned mechanical process have on the digital project? The formal process allowed the Digital Division to have structure, goals, and creditability within the organization. It was able to establish dates for the various phases as well as to schedule meetings with necessary general management and senior management. This process also allowed the division to have it own Pamp;L with marketing and a freestanding sales force. The Digital Division was given a chance to develop as its own standalone business unit. Do you think the Digital Division would have emerged if it had to follow the reengineered technology development process from start to finish? Why or why not? Seeing as though it withstood the Phase III review process, we would need to look back to see if the division would make it out of phase I and II. Given the growth that had been seen in the competitors of this market, I believe that the initial market assessment would have been a given for this project, however, the financial benefits compared to the capital requirements were not clear given the newness of the market. A solid revenue stream had not yet been established, however, given the importance of customer relationships within the company’s culture, the need for this product was evident and would generate cost savings in the future for both the firm and the client. IV. The Roles of Clarke and Schetter How do Clarke and Schetters jobs compare? Do you agree with the current division of responsibility? Why or why not? Why was Clarke appointed to her position? If you were Clarke, would you want the job? Under what conditions? If you were Schetter, how do you feel about the appointment? What is the message to you? As Schetter, what do you need from Clarke? Has Clarke made the transition from senior vice president of sales to general manager? Has Schetter made the transition from program manager to general manager? What advice would you offer them? In July 1994, Barb Schetter was named Vice President and General Manager of the Digital Division, with a direct reporting line to Bart Faber, who headed the Information Services group, where the Digital Division resided. In August 1994, Janet Clarke, a Donnelly Senior Vice President, was brought in to head the Digital Division, as well as oversee a portion of the overall Information Services group sales force. Schetter reported to Clarke, who in turn reported directly to Faber. Discussing their roles and responsibilities Schetter said of Clarke, â€Å"She is building the business from a customer base†, and â€Å"Right now the issue is revenues, but once we get them, it will be our ability to deliver. The delivery of the Digital Division – that is my responsibility and not anyone else’s. † Clarke described their roles in a similar manner, noting â€Å"I have a weekly conference call with Barb and her direct reports, and I go to Chicago fairly often. But my focus is on external sales, on things outside our radar scope, and for that, the best place is New York. † In the words of Bart Faber, â€Å"By adding a sales animal like Janet to the mix, we covered the major weakness of a strong and seasoned team, added some capabilities we didn’t have, and ensured our getting better sale performance. † Faber realized that the two biggest challenges facing the Digital Division were driving sales to become profitable as quickly as possible and gaining acceptance across the organization. Regarding profitability, Faber noted â€Å"We at Donnelley demand early profits from our new businesses. It’s hard to be unprofitable around here for even a few years, unless you are making clear process and its part of a long-term plan. † Regarding acceptance throughout the company, Schetter had significant concerns, â€Å"We have not, as a company, stood up and said, â€Å"Short-run, on-demand, color printing and the associated delivery systems are a strategic initiative. There is no companywide roll-out plan. Schetter feared that the Management Committee’s wait and see approach and lack of support for a centralized Digital Division could result in the division’s failure, feeling that management would support other divisions creating digital subdivisions under their purview. Clarke’s hiring can been seen as a direct response to both of these challenges, as both her responsibilities and skillset align to the major challenges faced by the Digital Division. As noted by each of the major players in the Digital Division, Clarke’s role as head of the division is external and sales focused. First and foremost, Clarke is responsible for driving sales for the Digital Division. Additionally, she is seeking to be an ambassador for the Digital Division to the rest of the company, noting â€Å"I see the division as an incubator, from which we can figure out the opportunities for proliferating the technology and can then integrate them into the business. † Conversely, Schetter’s role was internally focused, with her major focus being the operational issues facing the Digital Division. At this time, the biggest challenge facing Schetter was making sure that the first digital printing facility in Memphis, Tennessee up and running. As Schetter noted above, her role is to deliver on the sales being made by the various sales groups within the Digital Division. Considering the different skill sets of Clarke and Schetter, having Clarke focus on driving sales, and Schetter focuses on internal delivery appears to be a solid approach. It is worth noting that while Clark leads approximately half of the Information Services Group sales force, there is a small Digital Division sales force that reports directly to Schetter. Given Clarke’s greater expertise in the sales area, it would make sense to shift this group under her purview, and allow Schetter to focus solely on internal operations. Under Clarke, this group could still focus exclusively on sales for the Digital Division, as opposed to the rest of the Information Services Group sales team, and could potentially benefit from Clarke’s sales expertise in knowledge. That said, it is common throughout the company for small sales teams to report to the General Manager of a division, and the current departmental division is in line with common practices across the company. One of the most important factors in the future success of the Digital Division is the relationship between Clarke and Schetter. Given the Schetter was originally appointed to run the division with a direct reporting line to Faber, and that Clarke was brought in above Schetter, the potential exists for some resentment to exist, with Schetter feeling that the hiring of Clarke was a message from management implying that her ability to drive sales was inadequate. The first major step that the two need to take is ensuring that their strategies are aligned within areas where they share joint responsibility. Given the need for early profitability, this is especially crucial with the sales force, as both Clarke and Schetter have their own sales groups. If their strategies are not properly aligned, the teams may be going to market with a divergent message, or could be targeting the same areas while other areas are not being adequately covered. As Schetter reports to Clarke, and lacks Clarke’s sales background, Schetter needs Clarke to take the lead in this area, and drive the coordination of sales efforts. Conversely, Schetter has a much better operational grasp on the Digital Division, and as they attempt to prioritize sales targets, Clarke will rely on Schetter to keep her informed on both the overall ability to deliver content, and the internal cost of content delivery (which would in turn drive the types of sales being prioritized). To maximize the chances of success in both of their roles, Clark and Schetter need to ensure that they fully understand their responsibilities and expectations for each other. This will reduce the risk that the sales and operational components become distant from each other, and the decisions they make do not prioritize what is best for the Digital Division and Donnelley overall. V. Dealing with the Books Group What is the nature of the challenge Schetter now faces with the Books Group? How significant is it? Since it’s clear that the corporate offices of RR Donnelley will not make digital printing a main initiative or a flagship of the company, at least until the opportunity shows more promise, the task of getting the Books Group on board falls on Schetter and Schneider. The Books Group may feel that it has a leg up on the digital division, since they are one of the portions of Donnelley that already have a digital press up and running, but there are certainly a few benefits that the Digital Division has to offer. For most of the groups and divisions of Donnelley, digital presses are a side item or an afterthought that receives secondary attention. The Books Group is considering whether they should develop the technology on their own, or seek involvement with the Digital Division. How should Schetter and Schneider convince the Books Group to bring its work to the Digital Division? What incentives/ arguments should they offer? How, if at all, should they involve Clarke, Faber, and Cowan? Is this the right way for Schetter to be spending her time? Why or why not? One of the primary benefits Schetter and Schneider could use to persuade the Books Group to work with the Digital Division is that they have done extensive research on digital presses. The division has worked through many cost estimates across a variety of presses – 11 machines from three different manufacturers to be exact. The Digital Division also has some rough cost estimates of what different print runs will cost and can compare that information with what the run would cost using an offset process or a gravure process, though it’s very unlikely a smaller run would be run using a gravure process. Without this wealth of knowledge the Books Group runs the risk of missing out on potential revenue, or even losing money, by underestimating costs, picking the wrong machine, or using the wrong print process. The Digital Division also already has an excellent distribution network even though there is only one location. The reason that their distribution network is so strong is because of the close proximity to FedEx in Memphis, Tennessee. The case does not specifically mention where the digital press used by the Books Group is located, nor does it detail where the new presses will be located if the group were to move forward with digital presses on a larger scale. No matter where these presses are located, they will likely be behind the curve, since Digital already has a press running in a very strategic location. There is also a much more customer-friendly infrastructure in the process that the Digital Division uses versus what other groups and divisions are using throughout Donnelley. As mentioned in the case, there are four distinct parts to the process: data handling and warehousing, a transaction system, printing capabilities, and a royalties payment system. The Books Group could save time, effort, and money by joining up with the Digital Division. Customer retention could also be increased since customers will not have to go through the frustration of dealing with an infrastructure-in-progress, like they would if the Books Group invested in digital on their own. The work done by the Digital Division also deals with a different level of the customer’s organization than most typical sales processes do. Short print runs are more likely to be associated with companies that do not publish or print as their main product. Corporations making sales brochures or manuals could be examples of this. Though the Books Group is more likely to work with companies that do partake in publishing as a main service, there are undoubtedly many companies that will print books in small runs that may not currently be served by Donnelley, or the Books Group in particular. The Books Group stands to increase revenue overall by reaching this segment of prospects and serving their needs. The salesforce in the Books Group undoubtedly was not as familiar with the digital presses themselves, the processes they used to quickly and efficiently make smaller print runs, and perhaps the type of customer or project that could practically utilize a digital four color press. It would be simple to say that the Books Group should join up with the Digital Division and the sales people from Digital and ISG do the selling for small, four color runs. However, this presents an issue, since the existing sales people in the Books Group want to keep their customers and opportunities, and certainly don’t want other sales people infringing on their territory. However, a simple solution would be to have the ISG and Digital sales people pursue accounts that are not in the Books Group book of business or pipeline, and mention that existing sales people in the Books Group will get a special incentive for selling a digital job in addition to their normal incentives and commission. This will not only allow current sales people to increase their pay, but will allow the Books Group to pursue previously untouched prospects and increase their revenue stream. The leaders of the Books Group also have a personal stake in the success or failure of their area in that their incentives rely on profit and revenue maximization. There is no doubt that working with Digital could be a headache because the Books Group people can’t do everything the exact way they want. However, if Schetter and Schneider can demonstrate that there will be a cost savings and a revenue increase, the decision makers will very likely be willing to consider the option seriously since it will increase their incentives. Schetter and Schneider are also very determined to make their new division a success, so they will no doubt be completely dedicated to sales excellence and cost cutting, which all lead to a better scenario for the Books Group as a whole and also for the incentives of the leaders of the group.