Letter of recommendation for pharmacy residency program Essay

Letter of recommendation for pharmacy residency program - Essay Example She consistently performs her duties with a high degree of competency and often goes the extra mile, doing more than expected. she always puts her clients best interests above everything else. She values their health concerns so much that she does not hesitate to contact their physician’s office and insurance company in order to find cheaper alternative medicines for customers who could not afford certain medications. She genuinely cares for her patients wellness and takes the extra time and effort to ensure that the patients receive the treatments that they actually need. Claire’s clinical knowledge and communication skills are excellent. She consistently provides knowledgeable counseling to her patients, effectively answering their questions regarding prescription and non-prescription medications. She does not hesitate to contact the physician’s office to clarify questions about prescriptions, communicating effectively with them in order to get the problem identified in order to come up with possible solutions, proving that she has excellent problem solving skills. Claire works well under pressure and knows how to manage her time well. She is a master multitasker who can promptly process prescriptions and help customers. Even during our peak hours at the pharmacy, she manages to remain calm and always has a ready smile for the patients in life. She always meets our customers needs and provdes excellent customer service. Many customers have appreciated her helpfulness and have commended her by writing to me in my capacity as her supervisor in order to commend her commitment to her duties and responsibilities. Compared to her peers and numerous other interns that I have encountered, she has been the best of the lot. Claire has always been a hard working, fast learner, and a mature individual. She genuinely cares for the patients and takes her responsibilities seriously. She has excellent work ethics and always brings a positive attitude to the

High school Essay Example for Free

High school Essay We could say that an educated person is like a piece of artwork, it is open to the interpretation of the viewer. Just like every art work critique has their own opinion about an artwork, everyone has their own different interpretations of what an educated person is. One thing is clear though, in order to be a successful person in life, you do not need money, as well as in order to be an educated person, you do not need a college diploma. What you are willing to give up in order to become your best person depends on how much you truly want to accomplish that goal. Not everyone knows right away what they have a passion for. One has to explore new activities and only then will they be able to decide for themselves. Everyone expresses their opinion, and in my thought an educated person is the willing to put in time like Gladwell explains, claims their learning rights like Rich exercises, applies critical thinking and reasoning to work towards a success like Wagner emphasizes and lastly does not fall victim to adversity like my father focuses attention on. An educated person should always be willing to put in time. This means that they are willing to give up what they want now, for what they want most. For example, in Gladwell, Schoenfeld the math professor experimented with a young girl Renee, which took her approximately twenty-two minutes to figure the slope of a vertical line. â€Å"This is eight-grade mathematics If I put the average eighth grader in the same position as Renee, I’m guessing that after the first few attempts, they would have said, ‘I don’t get it. I need you to explain it. ’ (Gladwell 2008, pp. 245). † What Schoenfeld proved with this experiment was the willingness of Renee to continue the math problem. Of course, compared to the eighth grader, Renee had more self-discipline and wanted to continue on going until she was able to solve it. An educated person should be willing to put in time and work towards their goal. It will not be easy or given to the person, there is a lot of time and energy put to having what one wants. Another idea Gladwell explains is the amount of time one is willing to put in and how that makes one an expert. â€Å"Researchers have settled on what they believe is the magic number for true expertise: 10,000 hours† (Gladwell 2008, pp.40). Gladwell’s idea of hard work and dedication to whatever it is that you want to become an expert at takes at least 10,000 hours. I agree with him, but only to a certain point. It is true that in order to become someone well knowledgeable on a certain activity or topic one must practice and put in time. I do not necessarily agree that 10,000 hours should be the exact number for â€Å"true expertise† as Gladwell calls it, but it definitely should not be a few hours. For example, ideally doctors should be one of the most specialized fields. They are ones performing their knowledge on people and I honestly would not want a doctor that has gotten a few hours of practice to do anything to me, because there is more of a chance that they are not as experienced as someone else that has been working for decades as a doctor. An educated person should be willing to put in time to practice which is what makes someone good at their specialization. Rich’s idea of â€Å"claiming an education† also applies within our pursuit to defining an educated person. Rich explains that a student should not think about education as â€Å"receiving it†, but to be thought of as â€Å"claiming it† (Rich 1979 pp.365). Rich explains that claiming an education is taking as if one were the owner. I agree with Rich, students should have the mentality of taking the education being given to them. There is a difference between claiming what is rightfully yours, and taking what if rightfully yours. One difference is that when you claim something, you are putting in effort to learning what is being taught. For example, a student that goes to class and learns whatever the lesson was for that day, would in my terms be called receiving. On the other hand, if that same student were to go to the instructor’s office hours and basically use the resources that there are around campus, that would be claiming. The mere difference of going one step above the other makes the difference between the two. Rich also backs this idea of claiming, with the simple act of participating in class, becoming more engaged in class and the teacher’s professional life. This idea of claiming an education is not limited to those in school, because not every educated person goes to college, or needs a college degree. It is helpful in order to have something to fall back upon. One way we can connect the idea of claiming an education without going to school, could be my father’s story. His decision of dropping out of high school did not stop him from doing what he wanted to do. He claimed his rights to learning about how to create his own company and becoming a successful entrepreneur, without having a business college degree. Claiming your rights as a human being over all is what counts. Anyone should be able to express their passion for something. In my father’s case, he first started by working at a small local shop as a cashier, but he found himself not doing what he loved, â€Å"I loved helping people, make their houses bigger or just fixing their house up for them. † (Gomez 2014). My father eventually stopped receiving, and started claiming. An educated person is one who does not receive, but one that claims and demands their ability to practice their passion. Give a child a list of three words with a definition to each, allow them to memorize it and few minutes later, they can regurgitate it back to you. As an education major, it is easy to go a whole year teaching children a certain vocabulary words, or teaching them how to solve a math problem, but explaining why the answer is the answer, is a lot more difficult. Wagner explains that many students lack â€Å"intellectual challenges† (Wagner 2008, pp. xxv). A class lacking intellectual challenge for students can cause a downfall in the future. Providing students with more rigorous work and questioning their solutions, prevents them from finding lessons uninteresting and eventually leading them to want to drop the course, or worse yet, want to drop out of school. For example in history class, one has to remember specific dates, but also know why several of these specific events happened or what lead to it. I was one of them. Rarely do students remember what lead to wars, or life historically changing events, like the great depression because they are just taught either to memorize the dates or they find it easier to only remember the dates and names of important historical figures. The same concept can be applied to mathematics, where one has to know how to solve the problem, but does not always know why a certain formula was used or why it only works with that certain problem. According to Wagner, knowing the answer is not sufficient, one must know and be able to critically think about the end result. Therefore, an educated person should be willing to not only claim their education, but also be able to apply more critical thinking and reasoning. Which by later exercising that through practicing and preparing, one can accomplish their goals. Lastly, I interviewed my father, because he is the first man I have ever admired. He was able to successfully carry out a career that he did not go to college for. Matter of fact, he never went to college, and only completed a few years of high school. Through my interview with him, he allowed me to truly appreciate and admire him a lot more. One main adversity he got through was coming in to the United States, he believes that without coming to the United States his success would not have been possible. â€Å"Coming from a huge family, having 8 brothers and 7 sisters you did not always get what you wanted† (Gomez 2014). My father further explained that he was always having to share his things and he never had the opportunities that I have today. â€Å"I had to run a whole mile in order to get to class, there were no buses, because we lived in the country, and I had to run to the city every morning to get to school† (Gomez 2014). My father continues with his story, â€Å"every morning we all had to do chores, mine were taking care of the farm animals. I would milk the cows every morning and since I had to do my morning chores before school, sometimes I ran late and I had to go to school smelling like farm animals and sweat† (Gomez 2014). The dedication put into working back then is not the same today. For everything there is always an excuse made up. I myself have made many excuses, but it takes an educated person to not make excuses. He could have easily said I am not walking a mile to go to school, but he was determined. My father did not drop out of school because he was failing his classes. At age 18 he became an innocent victim in a shooting, in which he was shot in the stomach and had missed a big portion of his senior year. He was months away from graduating, but he never was able to complete his missed classes due to the lack of support from his teachers, he explained. He after started his own family and came to the United States when I was born. â€Å"You are the luckiest one of everyone in the family† he told me, â€Å"your sisters do not have the opportunity that you have and an educated person is one who can make the best situation out of a tough one† (Gomez 2014). Without doubt, my father was able to create a self-made company. He was the only one of his 15 siblings to become an entrepreneur, and today in my eyes he is the most successful. An educated person would ideally be my own father, who was willing to put in time to learn about his passion, claim his rights as a United States resident and created his own business, and lastly he did fall victim to adversity. An educated person and a successful person go hand in hand, but the definitions are endless, and open to many interpretations, but what makes either person educated or successful, depends on what they are willing to give up in order to become their best person. An educated person is one who no matter what is willing to put in time in order to be called an expert at his passion. Someone who rightfully claims the ability to carry out their love for their passion and lastly, someone who does not fall victim to adversity. ? Bibliography Gladwell, Malcolm. â€Å"The 10,000-Hour Rule† in Outliers, 34-68. New York: Little, Brown and Company, 2008. Gladwell, Malcolm. â€Å"Rice Paddies and Math Tests† in Outliers, 224-249. New York: Little, Brown and Company, 2008. Gustavo Gomez, interview by Alondra Gomez, April 28, 2014. Rich, Adrienne. â€Å"Claiming and Education† in On Lies, Secrets and Silence, 365-369. New York: W. W. Norton Company, 1979. Wagner, Tony. The Global Achievement Gap, intro xix-xxviii. New York: Basic Books, 2008.

Effectiveness of Different Leadership Styles

Effectiveness of Different Leadership Styles Table of Contents Executive report Introduction Rationale and objectives Background Methodology Analysis of the findings Conclusion Reference Works Cited Appendix Executive report This report is done to compare the effectiveness of different leadership styles in different organizations, explain how organizational theory underpins the practice of management, and evaluate the different approaches to management used by different organizations. The purpose, problems and objectives of the research are outlined in the introduction as well as background information on both businesses. A methodology that explicitly tells how the researcher will go about conducting the research- methods and so on is also included. The research begins here in section two; the findings are analyzed and discussed. The objectives are restated then they are discussed, analyzed and evaluated respectively. A conclusion is also drawn from the whole report mainly giving a reminder of the issues that exist. Harvard style referencing is used to cite where some of the information and knowledge are obtain. Finally, there is an appendix which consists of an organizational chart for CDR. Introduction Rationale and objectives The importance of this research includes: Firstly, to afford the researcher the opportunity to assume major roles in leading a project. Secondly, allowing the researcher to assume management and administrative roles in order to attain knowledge, understanding and the skills of these areas. Third, to prepare and coordinate operational plans, display effective self-development and time management skills to satisfy an organization’s needs The objectives of the research are to: 2.1 Compare the effectiveness of different leadership styles in different organizations 2.2 Explain how organizational theory underpins the practice of management 2.3 Evaluate the different approaches to management used by different organizations Leadership Background Casa de Regalo is a nationwide partnership gift boutique established in 2009. It is located at Barbican Centre. They have ten dedicated and enthusiastic employees. Due to their unique tailor made products and services C.D.R is considered as the organization that satisfies seasonal giving needs. They specialize in a variety of unique merchandise ranging from specialty cards, flowers, toys and personalized printing services to specialty handcrafted gifts, jewelry, body essentials and customized apparel which are imported from your favorite places over the world. They also offer surprise delivery services. Providing exceptional customer service and customized products that are tailor-made to each customers personal style and also giving them the highest quality merchandises at an affordable price is our mission. We are aimed at making profit. KD consulting is a limited liability company established in 2008. It has twelve dedicated experts. We are a mobile company but our main office is located in Montego Bay. Our company provides a variety of services ranging from identify highest-value opportunities to addressing the most critical challenges and transforming enterprises. The trust and confidence in our capabilities that our clients are exposed to, is what differentiates us from other firms as well as our ability to enhance business performance, positively marketing them and ensuring their likelihood of making profit or achieving their goals. CDR is an international organization with the mission of providing expert advice and solutions for clients, therefore assisting small businesses to develop efficient plans for meeting their goals. Our aspiration strives through becoming the best consulting firm there is; providing quality service to all existing and start-up small businesses that seek our guidance. We also aim to be recognized as partner of choice by our clients and being technologically advanced in our fields of expertise while remaining practical and business oriented. Methodology The research is to design a management firm which is hired to assess a small business on behalf of an investor to help the company to explore the links between the organisation structure and culture and how these interact and influence the behaviour of the workforce. In order to assist the company secondary research will be conducted. Secondary data collection is published information that is already available from other sources. The internet will be my main source with its online dictionaries, articles, websites and books. This information collected from the secondary sources is pertinent to the objectives of the research. The researcher also used this type due to the fact that it is Inexpensive, information is easily accessible and immediately available and it will provide essential background to help to clarify or refine the research problem. The information accumulated is credible and is derived from the written work of authoritative individuals such as Jatin Vaid. The research began on February 9th and proceeded to February 26th. Data was collected from several sources from the online sources in order to obtain information related to the United Kingdom (UK) and local business organizations. . Analysis of the findings Compare and contrast different organizational structures and culture The structures There are three main types of structure. Product, matrix and functional Product Division Structure -These are popular among international companies with many products. Products that are similar are grouped under one product heading e.g. Perfumes and Cosmetics, each CEO focusing on a single product segment for its global market. Matrix Division Structure This tries simultaneously to deal with competing pressures for global integration and local responsiveness. Institutes overlaps among functional and divisional forms. It allows individual groups to share responsibility for new operations and enables them to exchange resources and information more Group willingly. Disadvantages includes: not championing their groups’ unique needs, therfore eliminate the multiple knowledge (Vaid, 2012). Functional Structure Specialized jobs are grouped according to traditional business functions. It is suitable for Company with a narrow product line, sharing similar technology. Highly efficient and assist in maximizing economies of scale The cultures Role Culture – focusses on rules, tasks, procedures and job descriptions Power Culture – power exercised by a one person with not much formal rules; Person Culture – the organisation is present for its members to benefit of; Task/Mission Culture – goal based with rewards for achieving mission and goals; 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business Organizations are set up in specific ways to accomplish different goals, and the structure of an organization can help or hinder its progress toward accomplishing these goals. There are three main types of organizational structure: functional, divisional and matrix structure Culture consists of the shared values of an organization -the beliefs and norms that affect every aspect of work life, from how people greet each other to how major policy decisions are made Types of culture include: power culture, role culture, person culture and task culture. 1.3 Discuss the factors which influence individual behaviour at work The major factors that influence individual behavioral patterns, according to John Ivancevich and Michael Mattson are: demographic factors, ability and skills, perception, attitudes and personality. Demographic factors includes: race, age, sex, socio economic background, education and so on. The importance of studying demographic factors is to assist managers to choose the most fitting candidate for the specific job. Organizations rather persons belonging to a particular socio-economic background- well educated and young. They are believed to perform better than others. Skills and ability: skill according to Cambridge dictionaries is an ability to do an activity or job well especially because you have practiced it. Ability is the mental or physical power or skills needed to do something. Ability and skills highly influence individual behavior and performance. Persons tend to perform better in an organization if his skills and abilities are matched with the job. It is the manager’s job to match these skills and abilities off the employee to the job. Perception: a thought, belief, or opinion, often held by many people and based on appearances is referred to as perception (cambridge-dictionaries, n.d.). The study of perception is integral for managers as they need to provide a work environment that is favorable, so that the employees perceive them in most favorable way. If employees perceive it in a positive way they are more likely to perform better. Attitude: â€Å"An attitude is ‘a relatively enduring organization of beliefs, feelings, and behavioral tendencies towards socially significant objects, groups, events or symbols’ (Hogg, Vaughan 2005, p. 150).† (McLeod, 2009). Attitude is influenced by family, society, culture, organizational factors and peers. Managers in an organization need to create suitable work environments therefore tempting employees to have positive attitudes towards their respective jobs. If employees have positive attitude toward the job they perform better. Personality: the study of individual differences in characteristic patterns of thinking, feeling and behaving (American Psycological Association, n.d.). Factors that influence personality includes: heredity, family, society, culture and situation. Individuals tend to differ in manner while responding to the organizational environment. The most complex aspect of human beings can be regarded as personality. Conclusion Cultural influences and organisational structures can both inform and constrain the strategic development and ultimately the competitiveness of a business in order to maintain competitive advantage and avoid any strategic drift (where organisational factors and culture drive the business rather than the needs of customers and key stakeholders). Their impact should be considered regularly by leaders and senior managers and they should both be critically reviewed. Reference Works Cited cambridge-dictionaries, n.d. Ability. [Online] [Accessed February 2015]. McLeod, S., 2009. Home †º Social Psychology †º Attitudes. [Online] Available at: http://www.simplypsychology.org/attitudes.html [Accessed February 2015]. Vaid, J., 2012. Organization structure in international business. [Online] Available at: http://www.slideshare.net/jatinmaims/organization-structure-in-international-business [Accessed February 2015]. Appendix Chart showing organizational structure of Casa de Regalo .

In School Suspension :: Discipline Punishment Education Essays

In School Suspension On my first day at Dunn Middle School, I learned that I had the gifted and talented classes, and assumed that discipline would be no problem for me. There was minimal chatter and the students seemed eager to learn. When I walked in on the second day, my co-op handed me a sheet of paper with the suspensions listed. This floored me, the infractions included fighting and sexual harassment. Over the next few weeks I saw that both out of school and in school suspensions were given a lot. Students who are disruptive in class and refused to do their work were sent down to discipline where they received the consequences for their actions. More often than not, in school suspension was the end result. The concept of in school suspension was new to me because it was not something that I had seen when I was growing up. Discipline has always been an issue that has plagued education. Troublesome students have always been a source of disturbances and distractions. Many school have implemented an in school suspension (ISS) program to combat the disruptiveness of problem students. These programs aim to remove students from the classroom while keeping them in an educational setting. By keeping the students within the school they are still able to be monitored to ensure that they are still getting their work done and keeping up with the class. Also, by having them out of the class, the environment becomes more learning friendly to the students who do not cause trouble. According to Claiborne Winborne, a writer for Educational Leadership, â€Å"Keeping suspended students at school – but isolated from other students - makes more sense and is more effective than giving them a ‘vacation’ away from school.† (King William County, 466) By definition, in school suspension is â€Å"a program to which a student is assigned because of disruptive behavior for a specific amount of time.† (Effective Program, 156) Many schools that have in school suspension programs have a zero-tolerance policy. This deters bad behavior by having swift and serious consequences for breaking school rules.

Management and Quality Control

Chatammour Henderson Marketing Management Seminar 640 February 25, 2012 Asterand Memorandum: â€Å"What is the ultimate goal of Asterand’s quality control initiative? † Asterand clearly did not have an effective quality control system in process prior to accepting its contract with Amgen to supply human tissue samples.Although Asterand is a new supplier to the biopharmaceutical and pharmaceutical industry, it will need to immediately establish quality control methods that will allow them to process orders correctly and deliver the final product to the standards and requirements of the procuring company. This will demonstrate Asterand’s ability to provide consistent and reliable human-tissue samples that meet the rigorous regulatory standards that the FDA places on all biotechnology and pharmaceutical products.As indicated in the case study, Asterand failed to meet Amgen’s quality standards on four occasions with different reasons. Asterand’s quality control challenges did not begin with Amgen. Asterand also faced challenges with implementing standardized protocols for storage and data collection across laboratories and hospitals, organizing and storing samples over long periods, and meeting the stringent regulatory requirements for clinical testing.It is imperative that Asterand addresses these challenges in order to stay in business and to expand the company. Human-tissue sampling is a new and innovative process that can be rejected by its target consumers if it does not have good quality control methods. Asterand’s ultimate goal of the quality control initiative is to be well received in the niche human-tissue sample market so that the company can increase sales growth, secure financing, attract investors and ultimately expand its operations.

Line Item veto essays

Line Item veto essays When the House passed the Line Item Veto legislation, in a strong bipartisan vote of 294-134, it took great strides toward assuring the American people that the purpose of government is to serve the needs of all Americans. It also indicated its intention to seriously address the budgetary problems created by forty years of elitist pork barrel arrogance by the majority party in Congress. Congressional approval will also take away a sinister political weapon, designed to distort the images presented to the people. Without the Line Item Veto the President was forced to either accept or reject any legislative proposal as it was written. Congress learned the trick of tacking on extra money for special projects, ones that usually helped fellow Representatives or Senators get reelected. In more blatant times they have actually increased Congressional salaries. In the article one example is cited by Rep. Joe Knollenberg of Michigan. Added to a bill to provide California ! earthquake relief last year was $10 Million for a train station in New York and funds for sugar cane growers in Hawaii. The public is seldom aware of this extra spending. Without the Line Item Veto the President must either sign or veto the bill with the pork attached. This ploy thus becomes a political weapon. If the President vetoes it his opponents can accuse him of not wanting to help Americans in need. U.S. Presidents since Ulysses S. Grant have all called for the Line Item Veto. In the article the new Speaker of The House was quoted as saying President after president has said it was something that would be good for America because it would allow the president to cut out some of the worst in spending. Opposition to the Line Item Veto argues it would tip the balance of power too heavily toward the White House. Another point postulated by those concerned suggest the President could use this power to favor one politician over another by s ...

EMI and the CT Scanner Essay Essays

EMI and the CT Scanner Essay Essays EMI and the CT Scanner Essay Paper EMI and the CT Scanner Essay Paper In early 1972 there was considerable dissension among top direction at EMI Ltd. the UKbased music. electronics. and leisure company. The topic of the contention was the CT scanner. a new medical diagnostic imagination device that had been developed by the group’s Central Research Laboratory ( CRL ) . At issue was the determination to come in this new concern. thereby establishing a variegation move that many felt was necessary if the company was to go on to thrive. Complicating the job was the fact that this radical new merchandise would non merely take EMI into the fast-changing and extremely competitory medical equipment concern. but would besides necessitate the company to set up operations in North America. a market in which it had no anterior experience. In March 1972 EMI’s board was sing an investing proposal for ?6 million to construct CT scanner fabricating installations in the United Kingdom. Development of the CT Scannercompany background and historyEMI Ltd traces its beginnings back to 1898. when the Gramophone Company was founded to import records and gramophones from the United States. It shortly established its ain fabrication and recording capablenesss. and after a 1931 amalgamation with its major challenger. the Columbia Gramophone Company. emerged as the Electric and Musical Industries. Ltd. EMI Ltd rapidly earned a repute as an aggressive technological pioneer. developing the automatic record modifier. two-channel records. magnetic recording tape. and the innovator commercial telecasting system adopted by the BBC in 1937. Get downing in 1939. EMI’s R A ; D capablenesss were redirected by the war attempt toward the development of fuses. airborne radio detection and ranging. and other sophisticated electronic devices. The company emerged from the war with an electronics concern. mostly geared to defenserelated merchandises. every bit good as its traditional amusement concerns. The passage to peacetime was peculiarly hard for the electronics division. and its hapless public presentation led to efforts to prosecute new industrial and consumer applications. EMI did some exciting pioneering work. and for a piece held hopes of being Britain’s taking computing machine company. Market leading in major electronics applications remained elusive. nevertheless. while the music concern boomed. The 1955 acquisition of Capitol Records in the United States. and the subsequent success of the Beatles and other entering groups under contract to EMI. put the company in a really strong fiscal place as it ent ered the seventiess. In 1970 the company had earned ?21 million before revenue enhancement on gross revenues of ?215 million. and although extraordinary losingss halved those net incomes in 1971. the company was optimistic for a return to old net income degrees in 1972 ( see exhibits 10. 1 to 10. 3 for EMI’s fiscal public presentation ) . Around that clip. a alteration in top direction signaled a alteration in corporate scheme. John Read. an accountant by developing and antecedently gross revenues manager for Ford of Great Britain. was appointed main executive officer after merely four old ages in the company. Read recognized the risky. even fickle. nature of the music concern. which accounted for two-thirds of EMI’s gross revenues and net incomes. In an attempt to alter the company’s strategic balance. he began to deviate some of its significant hard currency flow into legion acquisitions and internal developments. To promote internal invention. Read established a research fund that was to be used to finance advanced developments outside the company’s immediate involvements. Among the first undertakings financed was one proposed by Godfrey Hounsfield. a research scientist in EMI’s Central Research Laboratories ( CRL ) . Hounsfield’s proposal opened up an chance for the company to diversify in the aggressive medical electronics field. ct scanning: the construct In simple footings. Hounsfield’s research proposal was to analyze the possibility of making a threedimensional image of an object by taking multiple X-ray measurings of the object from different angles. so utilizing a computing machine to retrace a image from the informations contained in 100s of overlapping and crossing X-ray pieces. The construct became known as computerized imaging ( CT ) . Although computerized imaging represented a conceptual discovery. the engineerings it harnessed were rather good known and understood. Basically. it linked X-ray. informations processing. and cathode beam tubing show engineerings in a complex and precise mode. The existent development challenge consisted of incorporating the mechanical. electronic. and radiographic constituents into an accurate. dependable. and sensitive system. Figure 10. 1 provides a conventional representation of the EMI scanner. exemplifying the linkage of the three engineerings. every bit good as the patient managing table and X-ray gauntry. Advancement was rapid. and clinical tests of the CT scanner were under manner by late 1970. To capture the image of multiple pieces of the encephalon. the scanner went through a translate-rotate sequence. as illustrated in figure 10. 2. The X-ray beginning and sensor. located on opposite sides of the patient’s caput. were mounted on a gauntry. After each scan. or â€Å"translation. † had generated an X-ray image consisting 160 informations points. the gauntry would revolve 1 ° and another scan would be made. This process would go on through 180 interlingual renditions and rotary motions. hive awaying a sum of about 30. 000 information points. Since the detected strength of an X-ray varies with the stuff through which it passes. the information could be reconstructed by the computing machine into a threedimensional image of the object that distinguished bone. tissue. H2O. fat. and so on. At about the clip of the CT clinical tests. John Powell. once pull offing manager of Texas Instrument’s English subordinate. joined EMI as proficient manager. He shortly became positive that the hapless profitableness of the unmilitary electronics concern was due to the diffusion of the company’s 2. 500-person R A ; D capableness over excessively many diverse small-volume lines. In his words. â€Å"EMI was devoted to excessively many merchandises and dedicated to excessively few. † Because the CT scanner undertaking built on the company’s significant and well-established elect ronics capableness. Powell believed it gave EMI an of import chance to come in an exciting new field. He felt that this was precisely the type of attempt in which the company should be prepared to put several million lbs. Diagnostic Imaging IndustryDuring the first half of the 20th century. diagnostic information about internal variety meats and maps was provided about entirely by conventional X-ray scrutiny. but in the sixtiess hostemostel. com and 1970s. several new imaging techniques emerged. When the CT scanner was announced. three other of import engineerings existed: X ray. atomic. and ultrasound. EMI direction believed its CT scanner would displace bing diagnostic imagination equipment in merely a few applications. specifically head and encephalon imagination. X ray In 1895 Wilhelm Roentgen discovered that beams generated by a cathode beam tubing could perforate solid objects and make an image on movie. Over the following 40 to 50 old ages. X-ray equipment was installed in about every health care installation in the universe. Despite its several restrictions ( chiefly due to the fact that item was obscured when 3-dimensional characteristics were superimposed on a planar image ) . X raies were universally used. In 1966 a Surgeon General’s study estimated that between one-third and one-half of all important medical determinations in the United States depended on reading of X-ray movies. That state entirely had more than 80. 000 X-ray installings in operation. executing about 150 million processs in 1970. The X-ray market was dominated by five major planetary companies. Mhos of West Germany was estimated to hold 22 per centum of the universe market. N. V. Philips of the Netherlands had 18 per centum. and Compagnie Generale de Radiologie ( CG E ) . subordinate of the Gallic elephantine Thomson Brandt. held 16 per centum. Although General Electric had an estimated 30 per centum of the big US market. its weak place abroad gave it merely 15 per centum of the universe market. The 5th largest company was Picker. with 20 per centum of the US market. but less than 12 percent worldwide. The size of the US market for X-ray equipment was estimated at $ 350 million in 1972. with an extra $ 350 million in X-ray supplies. The United States was thought to stand for 35– 40 % of the universe market. Despite the adulthood of the merchandise. the X-ray market was turning by about 10 % yearly in dollar footings during the early 1970s. A conventional X-ray system represented a major capital outgo for a infirmary. with the mean system bing more than $ 100. 000 in 1973.In the mid-1960s a atomic diagnostic imagination process was developed. Radioisotopes with a short radioactive life were projected into the organic structure. detected and monitored on a screen. so recorded on movie or stored on a tape. Still in an early phase of development. this engineering was used to complement or. in some cases. replace a conventional X-ray diagnosing. Both inactive and dynamic images could be obtained. Following the open uping development of this field by Nuclear-Chicago. which sold the first atomic gamma camera in 1962. several other little rivals had entered the field. notably Ohio Nuclear. By the late sixtiess larger companies such as Picker were acquiring involved. and in 1971 GE’s Medical Systems Division announced programs to come in the atomic medical specialty field. As new rivals. big and little. entered the market. competition became more aggressive. The mean atomic camera and informations processing system sold for approximately $ 75. 000. By 1973. cargos of atomic imaging equipment into the US market were estimated to be over $ 50 million. Ultrasound had been used in medical diagnosing since the 1950s. and the engineering advanced significantly in the early 1970s. allowing better-defined images. The technique involves conveying sonic moving ridges and picking up the reverberations. which when converted to electric energy could make images. Air and bone frequently provide an acoustic barrier. restricting the usage of this technique. But because the patient was non exposed to radiation. it was widely used as a diagnostic tool in OBs and gynaecology. In 1973 the ultrasound market was really little. and merely a few little companies were reported in the field. Picker. nevertheless. was rumored to be making research in the country. The cost of the equipment was expected to be less than half that of a atomic camera and support system. and possibly a 3rd to a one-fourth that of an X-ray machine. Because of its size. edification. progressivity. and entree to financess. the US medical market clearly represented the major chance for a new device such as the CT scanner. EMI direction was unsure about the gross revenues potency for their new merchandise. nevertheless. As of 1972. there were about 7. 000 infirmaries in the United States. runing from bantam rural infirmaries with fewer than 10 beds to giant learning establishments with 1. 000 beds or more ( see table 10. 1 ) . Since the monetary value of the EMI Scanner was expected to be around $ 400. 000. merely the largest and financially strongest short-run establishments would be able to afford one. But the company was encouraged by the enthusiasm of the doctors who had seen and worked with the scanner. In the sentiment of one prima American brain doctor. at least 170 machines would be required by major US infirmaries. Indeed. he speculated. the clip might come when a brain doctor would experience ethically compelled to order a CT scan before doing a diagnosing. During the 1960s the radiology sections in many infirmaries were recognized as of import money-making operations. Increasingly. radiotherapists were able to committee equipment makers to construct specially designed ( frequently esoteric ) X-ray systems and applications. As their budgets expanded. the size of the US X ray market grew from $ 50 million in 1958 to $ 350 million in 1972. Of the 15. 000 radiotherapists in the United States. 60 per centum were chiefly based in offices and 40 per centum in infirmaries. Small incursion of private clinics was foreseen for the CT scanner. Apart from these wide statistics.EMI had small ability to calculate the potency of the US market for scanners. EMI’s Investment Decisionconflicting direction positionsBy late 1971 it was clear that the clinical tests were successful and EMI direction had to make up ones mind whether to do the investing required to develop the CT scanner concern. One group of senior directors felt that direct EMI engagement was unwanted for three grounds. First. EMI lacked medical merchandise experience. In the early 1970s EMI offered merely two really little medical merchandises. a patient-monitoring device and an infrared thermography device. which together represented less than 0. 5 per centum of the company’s gross revenues. Second. they argued that the fabrication procedure would be rather different from EMI’s experience. Most of its electronics work had been in the occupation store manner required in bring forthing little Numberss of extremely specialized defence merchandises on cost-plus authorities contracts. In scanner production. most of the constituents were purchased from subco ntractors and had to be integrated into a operation system. Finally. many believed that without a working cognition of the North American market. where most of the demand for scanners was expected to be. EMI might happen it really hard to construct an effectual operation from abrasion. Among the strongest oppositions of EMI’s self-development of this new concern was one of the scanner’s earliest patrons. Dr Broadway. caput of the Central Research Laboratory. He emphasized that EMI’s possible rivals in the field had well greater proficient capablenesss and resources. As the major advocate. John Powell needed converting market information to counter the critics. In early 1972 he asked some of the senior directors how many scanners they thought the company would sell in its first 12 months. Their first estimation was five. Powell told them to believe once more. They came back with a figure of 12. and were once more sent back to reconsider. Finally. with an estimation of 50. Powell felt he could travel to bat for the ?6 million investing. since at this gross revenues degree he could project fine-looking net incomes from twelvemonth one. He so prepared an statement that justified the scanner’s tantrum with EMI’s overall aims. and outli ned a basic scheme for the concern. Powell argued that self-development of the CT scanner represented merely the kind of vehicle EMI had been seeking to supply some focal point to its development attempt. By definition. variegation off from bing product-market countries would travel the company into slightly unfamiliar district. but he steadfastly believed that the fiscal and strategic final payments would be immense. The merchandise offered entree to planetary markets and an entry into the moneymaking medical equipment field. He felt the company’s aim should be to accomplish a significant portion of the universe medical electronics concern non merely in diagnostic imagination. but besides through the extension of its engineerings into computerized patient planning and radiation therapy. Powell claimed that the expertness developed by Hounsfield and his squad. coupled with protection from patents. would give EMI three or four old ages. and possibly many more. to set up a solid market place. He argued that investings should be made rapidly and boldly to maximise the market portion of the EMI scanner before rivals entered. Other options. such as licensing. would hinder the development of the scanner. If the licensees were the major Xray equipment providers. they might non advance the scanner sharply since it would cannibalise their gross revenues of X-ray equipment and consumables. Smaller companies would miss EMI’s sense of committedness and urgency. Besides. licensing would non supply EMI with the major strategic variegation it was seeking. It would be. in Powell’s words. â€Å"selling our birthright. † the proposed schemeBecause the CT scanner incorporated a complex integrating of some engineerings in which EMI had merely limited expertness. Powell proposed that the fabrication scheme should trust to a great extent on outside beginnings of those constituents instead than seeking to develop the expertness internally. This attack would non merely minimise hazard. but would besides do it possible to implement a fabrication plan quickly. He proposed the construct of developing assorted â€Å"centers of excellence† both inside and outside the company. doing each responsible for the continued high quality of the subsystem it manufactured. For illustration. within the EMI UK organisation a unit called SE Labs. which manufactured instruments and shows. would go the centre of excellence for the scanner’s sing console and show control. Pantak. an EMI unit with a capableness in X-ray tubing assembly. would go the centre of excellence for the X-ray coevals and sensing subsystem. An outside seller with which the company had worked in developing the scanner would be the centre of excellence for informations processing. Finally. a freshly created division would be responsible for organizing these subsystem makers. incorporating the assorted constituents. and piecing the concluding scanner at a company installation in the town of Hayes. non far from the CRL site. Powell emphasized that the low initial investing was possible because most of the constituents and subsystems were purchased from contractors and sellers. Even internal centres of excellence such as SE Labs and Pantak assembled their subsystems from purchased constituents. Overall. outside sellers accounted for 75–80 per centum of the scanner’s fabrication cost. Although Powell felt his agreement greatly reduced EMI’s hazard. the ?6 hostemostel. com million investing was a significant 1 for the company. stand foring about half the financess available for capital investing over the approaching twelvemonth. ( See exhibit 10. 2 for a balance sheet and exhibit 10. 3 for a jutting financess flow. ) The engineering scheme was to maintain CRL as the company’s centre of excellence for design and package expertness. and to utilize the significant net incomes Powell was projecting from even the earliest gross revenues to keep technological leading place. Powell would personally head up a squad to develop a selling scheme. Clearly. the United States had to be the chief focal point of EMI’s selling activity. Its neuroradiologists were regarded as universe leaders and tended to welcome technological invention. Furthermore. its establishments were more commercial in their mentality than those in other states and tended to hold more available financess. Powell planned to put up a US gross revenues subordinate every bit shortly as possible. enrolling gross revenues and service forces familiar with the North American health care market. Given the involvement shown to day of the month in the EMI scanner. he did non believe there would be much trouble in deriving the attending and involvement of the medical community. Geting the $ 400. 000 orders. nevertheless. would be more of a challenge. In simple footings. Powell’s gross revenues scheme was to acquire machines into a few esteemed mention infirmaries. so construct from that base. the determinationIn March 1972 EMI’s main executive. John Read. considered Powell’s proposal in readying for a board meeting. Be this the variegation chance he had been trusting for? What were the hazards? Could they be managed? How? If he decided to endorse the proposal. what sort of an execution plan would be necessary to guarantee its eventual success? Case BThe twelvemonth 1977 looked like it would be a really good one for EMI Medical Inc. . a North American subordinate of EMI Ltd. EMI’s CT scanner had met with tremendous success in the American market. In the three old ages since the scanner’s debut. EMI medical electronics gross revenues had grown to ?42 million. Although this represented merely 6 per centum of entire gross revenues. this new concern contributed pretax net incomes of ?12. 5 million. about 20 per centum of the corporate sum ( exhibit 10. 4 ) . EMI Medical Inc. was thought to be responsible for about 80 per centum of entire scanner volume. And with an order backlog of more than 300 units. the hereafter seemed rose-colored. Despite this formidable success. senior direction in both the subordinate and the parent company were concerned about several developments. First. this fast-growth field had attracted more than a twelve new entrants in the past two old ages. and technological progresss were happeni ng quickly. At the same clip. the turning political argument over infirmary cost containment frequently focused on $ 500. 000 CT scanners as an illustration of questionable infirmary disbursement. Finally. EMI was get downing to experience some internal organisational strains. Entry Decision merchandise launchFollowing months of argument among EMI’s top direction. the determination to travel in front with the EMI Scanner undertaking was assured when John Read. the company CEO. gave his support to Dr Powell’s proposal. In April 1972 a formal imperativeness proclamation was greeted by a response that could merely be described as overpowering. EMI was flooded with enquiries from the medical and fiscal communities. and from most of the big diagnostic imagination companies desiring to licence the engineering. enter into joint ventures. or at least administer the merchandise. The response was that the company had decided to come in the concern straight itself. Immediately action was implemented to set Dr Powell’s fabrication scheme into operation. Manufacturing installations were developed and provide contracts drawn up with the aim of get downing cargos within 12 months. In May. Godfrey Hounsfield. the superb EMI scientist who had developed the scanner. was dispatched to the US accompanied by a taking English brain doctor. The American specializers with whom they spoke confirmed that the scanner had great medical importance. Interest was running high in the medical community. In December. EMI mounted a show at the one-year meeting of the Radiological Society of North America ( RSNA ) . The exhibit was the high spot of the show. and boosted management’s assurance to set up a US gross revenues company to perforate the American medical market. us market entry In June 1973. with an impressive heap of gross revenues leads and enquiries. a little gross revenues office was established in Reston. Virginia. place of the freshly appointed US gross revenues subdivision director. Mr Gus Pyber. Earlier that month the first North American caput scanner had been installed at the esteemed Mayo Clinic. with a 2nd machine promised to the Massachusetts General Hospital for tests. Interest was high. and the new gross revenues force had small trouble acquiring into the offices of taking radiotherapists and brain doctors. By the terminal of the twelvemonth. nevertheless. Mr Pyber had been fired in a difference over appropriate disbursal degrees. and James Gallagher. a former selling director with a major drug company. was hired to replace him. One of Gallagher’s first stairss was to convert the company that the Chicago country was a far better location for the US office. It allowed better service of a national market. was a major centre for medical electronics companies. and had more convenient linkages with London. This last point was of import since all major strategic and policy determinations were being made straight by Dr Powell in London. During 1974. Gallagher concentrated on recruiting and developing his three-man gross revenues force and two-man service organisation. The cost of keeping each salesman on the route was estimated at $ 50. 000. while a serviceman’s wage and disbursals at that clip were about $ 35. 000 yearly. The production rate for the scanner was running at a rate of merely three or four machines a month. and Gallagher saw small point in developing a immense gross revenues force to sell a merchandise for which supply was limited. and involvement apparently boundless. In this seller’s market the company developed some policies that were new to the industry. Most notably. they required that the client sedimentation tierce of the purchase monetary value with the order to vouch a topographic point in the production agenda. Gross saless leads and questions were followed up when the gross revenues force could acquire to them. and the general attitude of the company seemed to hold slightly of a â€Å"take it or go forth it† tone. It was in this period that EMI developed a repute for haughtiness in some parts of the medical profession. However. by June 1974 the company had delivered 35 scanners at $ 390. 000 each. and had another 60 orders in manus. Developing Challengescompetitory challengeToward the terminal of 1974. the first competitory scanners were announced. Unlike the EMI scanner. the new machines were designed to scan the organic structure instead than the caput. The Acta- Scanner had been developed at Georgetown University’s Medical Center and was manufactured by a little Maryland company called Digital Information Sciences Corporation ( DISCO ) . Technologically. it offered small progress over the EMI scanner except for one of import characteristic. Its gauntry design would suit a organic structure instead than a caput. While specifications on scan clip and image composing were indistinguishable to those of the EMI scanner. the $ 298. 000 monetary value tickets gave the Acta-Scanner a large advantage. peculiarly with smaller infirmaries and private practicians. The DeltaScan offered by Ohio Nuclear ( ON ) represented an even more formidable challenge. This caput and organic structure scanner had 256 ? 256 pels compared with EMI’s 160 ? 160. and promised a 21/2-minute scan instead than the 41/2-minute scan clip offered by EMI. ON offered these superior characteristics on a unit priced $ 5. 000 below the EMI scanner at $ 385. 000. Many directors at EMI were surprised by the velocity with which these merchandises had appeared. hardly two old ages after the EMI scanner was exhibited at the RSNA meeting in Chicago. and 18 months after the first machine was installed in the Mayo Clinic. The beginning of the challenge was besides interesting. DISCO was a bantam private company. and ON contributed about 20 per centum of its parent Technicare’s 1974 gross revenues of $ 50 million. To some. the biggest surprise was how closely these competitory machines resembled EMI’s ain scanner. The complex wall of patents had non provided a really abiding defence. ON tackled the issue straight in its 1975 one-year study. After denoting that $ 882. 200 had been spent in Technicare’s R A ; D Center to develop DeltaScan. the study stated: Patents have non played a important function in the development of Ohio Nuclear’s merchandise line. and it is non believed that the cogency or invalidness of any patents known to be is material to its current market place. However. the engineerings on which its merchandises are based are sufficiently complex and application of patent jurisprudence sufficiently indefinite that this belief is non free from all uncertainty. The challenge represented by these new competitory merchandises caused EMI to rush up the proclamation of the organic structure scanner Dr Hounsfield had been working on. The new CT 5000 theoretical account incorporated a second-generation engineering in which multiple beams of radiation were shot at multiple sensors. instead than the individual pencil beam and the individual sensor of the original scanner ( see exhibit 10. 5 ) . This technique allowed the gauntry to revolve 10 ° instead than l ° after each interlingual rendition. cutting scan clip from 41/2 proceedingss to 20 seconds. In add-on. the multiple-beam emanation besides permitted a finer image declaration by increasing the figure of pels from 160 ? 160 to 320 ? 320. Priced over $ 500. 000. the CT 5000 received a standing ovation when Hounsfield demonstrated it at the radiological meetings held in Bermuda in May 1975. Despite EMI’s reaffirmation of its leading place. aggressive competitory activity continued. In March 1975. Pfizer Inc. . the $ 1. 5 billion drug giant. announced it had acquired the fabrication and selling rights for the Acta-Scanner. EMI was so runing at an one-year production rate of 150 units. and ON had announced programs to duplicate capacity to 12 units per month by early 1976. Pfizer’s capacity programs were unknown. The most dramatic competitory disclosure came at the one-year RSNA meeting in December 1975. when six new rivals displayed CT scanners. Although none of the fledglings offered immediate bringing. all were booking orders with bringing dates up to 12months out on the footing of their spec sheets and paradigm or mock-up equipment exhibits. Some of the new entrants ( Syntex. Artronix. and Neuroscan ) were smaller companies. but others ( General Electric. Picker. and Varian ) were major medical electronics rivals. Possibly most impressive was the General Electric CT/T scanner. which took the infant engineering into its 3rd coevals ( see exhibit 10. 6 ) . By utilizing a 30 °-wide pulsed fan X-ray beam. the GE scanner could avoid the time-consuming â€Å"translate-rotate† sequence of the firstand second-generation scanners. A individual uninterrupted 360 ° expanse could be completed in 4. 8 seconds. and the resulting image was reconstructed by the computing machine in a 320 ? 320 pel matrix on a cathode beam tubing. The unit was priced at $ 615. 000. Clinical tests were scheduled for January. and cargo of production units was being quoted for mid-1976. The reaching of GE on the skyline signaled the beginning of a new competitory game. With a 300-person gross revenues force and a service web of 1. 200. GE clearly had selling musculus. They had reputedly exhausted $ 15 million developing their third-generation scanner. and were go oning to pass at a rate of $ 5 million yearly to maintain in front technologically. During 1975. one industry beginning estimated. about 150 new scanners were installed in the US. and more than twice as many orders entered. ( Orders were house. since most were secured with brawny front-end deposits. ) Overall. orders were split reasonably equally between encephalon and organic structure scanners. EMI was thought to hold accounted for more than 50 per centum of orders taken in 1975. ON for about 30 per centum. Market size and growingAccurate appraisals of market size. growing rate. and competitors’ portions were hard to obtain. The undermentioned represents a sample of the widely changing prognosiss made in late 1975: Wall Street was clearly enamored with the industry chances ( Technicare’s stock monetary value rose from 5 to 22 in six months ) and analysts were foretelling an one-year market potency of $ 500 million to $ 1 billion by 1980. Frost and Sullivan. nevertheless. saw a US market of merely $ 120 million by 1980. with 10 old ages of cumulative gross revenues merely making $ 1 billion by 1984 ( 2. 500 units at $ 400. 000 ) . Some prima radiotherapists suggested that CT scanners could be standard equipment in all short-run infirmaries with 200 beds or more by 1985. Technicare’s president. Mr R. T. Grimm. calculate a world-wide market of over $ 700 million by 1980. of which $ 400 million would be in the US. Despite the proficient restrictions of its first-generation merchandise. Pfizer said it expected to sell more than 1. 500 units of its Acta-Scanner over the following five old ages. Within EMI. market prognosiss had changed well. By late 1975. the estimation of the US market had been boosted to 350 units a twelvemonth. of which EMI hoped to retain a 50 per centum portion. Management was acutely cognizant of the trouble of calculating in such a disruptive environment. nevertheless. international enlargementNew rivals besides challenged EMI’s places in markets outside the US. Siemens. the $ 7 billion West German company. became ON’s international distributer. The distribution understanding appeared to be one of short-run convenience for both parties. since Siemens acknowledged that it was developing its ain CT scanner. Philips. excessively. had announced its purpose to come in the field. Internationally. EMI had maintained its basic scheme of traveling direct to the national market instead than working through local spouses or distributers. Although all European gross revenues had originally been handled out of the UK office. it rapidly became apparent that local service staffs were required in most states. Soon separate subordinates were established in most Continental European states. typically with a twosome of salesmen. and three or four military mans. Elsewhere in the universe. salesmen were frequently attached to EMI’s bing music organisation in that state ( e. g. . in South Africa. Australia. and Latin America ) . In Japan. nevertheless. EMI signed a distribution understanding with Toshiba which. in October 1975. submitted the largest individual order to day of the month: a petition for 33 scanners. EMI in 1976: Scheme and Challengesemi’s state of affairs in 1976By 1976 the CT scanner concern was germinating quickly. but. as the consequences indicated. EMI had done highly good financially ( exhibit 10. 5 ) . In reexamining developments since the US market entry. the followers was clear: While smaller rivals had challenged EMI slightly earlier than might hold been expected. none of the large diagnostic imagination companies had brought its scanner to market. even four old ages after the original EMI scanner proclamation. While engineering was germinating quickly. the expertness of Hounsfield and his CRL group. and the aggressive reinvestment of much of the early net incomes in R A ; D. gave EMI a strong technological place. While market size and growing were extremely unsure. the potency was unimpeachably much larger than EMI had forecast in their early programs. In all. EMI was good established. with a strong and turning gross revenues volume and a good proficient repute. The company was unimpeachably the industry leader. Nonetheless. in the visible radiation of all the developments. the strategic undertakings confronting EMI in 1976 differed well from those of earlier old ages. The undermentioned paragraphs outline the most of import challenges and jobs confronting the company in this period. strategic precedencesEMI’s first gross revenues precedence was to protect its bing extremely seeable and esteemed client base from rivals. When its second-generation scanner was introduced in mid-1975. EMI promised to upgrade without charge the first-generation equipment already purchased by its established clients. Although each of these 120 ascents was estimated to be EMI $ 60. 000 in constituents and installing costs. the US gross revenues organisation felt that the disbursal was indispensable to keep the assurance and good religion of this of import nucleus group of clients. To keep its leading image. the US company besides expanded its service organisation well. Get downing in early 1976. new regional and territory gross revenues and service offices were opened with the aim of supplying clients with the best service in the industry. A typical one-year service contract cost the hospital $ 40. 000 per scanner. By year’s terminal. the company boasted 20 service centre s with 150 service applied scientists – a ratio that represented one military man for every two or three machines installed. The gross revenues force by this clip had grown to 20. and was much more client oriented. Another of import undertaking was to better bringing public presentation. The interval between order and promised bringing had been lengthening ; at the same clip. promised bringing day of the months were frequently missed. By late 1975. it was non unusual for a 6-month promise to change over into a 12- or 15month existent bringing clip. Fortunately for EMI. all CT makers were in backorder and were offering drawn-out bringing day of the months. However. EMI’s hapless public presentation in meeting promised day of the months was aching its repute. The company responded by well spread outing its production installations. By mid-1976 there were six fabrication locations in the UK. yet because of go oning jobs with component providers. combined capacity for caput and organic structure scanners was estimated at less than 20 units a month.Organizational and forces issuesAs the US gross revenues organisation became progressively frustrated. they began pressing top direction to fabricate scanners in North America. Believing that the merchandise had reached the necessary degree of adulthood. Dr Powell judged that the clip was mature to set up a US works to manage at least concluding assembly and trial operations. A Northbrook. Illinois site was chosen. Powell had become EMI’s pull offing manager and was more determined than of all time to do the new medical electronics concern a success. A capable director was urgently needed to head the concern. peculiarly in position of the rapid developments in the critical North American market. Consequently. Powell was delighted when Normand Provost. who had been his foreman at Texas Instruments. contacted him at the Bermuda radiological meeting in March 1975. He was hired with the hope that he could construct a stronger. more incorporate US company. With the Northbrook works scheduled to get down operations by mid-1976. Normand Provost began engaging skilled production forces. A Northbrook merchandise development centre was besides a vision of Provost’s to let EMI to pull on US proficient expertness and experience in solid province electronics and informations processing. and the company began seeking people with strong technological and scientific backgrounds. Having hired Provost. Dr Powell made several of import organisational alterations aimed at easing the medical electronics business’s growing and development. In the UK. he announced the creative activity of a separate medical electronics group. This allowed the separate operating companies. EMI Medical Ltd ( antecedently known as the X-Ray Systems Division ) . Pantak ( EMI ) Ltd. SE Labs ( EMI ) Lt. . and EMI Meterflow Ltd. to be grouped together under a individual group executive. John Willsher. ( See exhibit 10. 6. ) At last. a more incorporate scanner concern seemed to be emerging organizationally. The US gross revenues subordinate was folded into a new company. EMI Medical Inc. . but continued to run as a separate entity. The purpose was to develop this company as an integrated diversified medical electronics operation. Jim Gallagher. the general director of the US operations. was fired and Bob Hagglund became president of EMI Medical Inc. While Gallagher had been an effectual salesman. Powell thought the company needed a more rounded general director in its following stage of enlargement. Hagglund. antecedently executive frailty president of G. D. Searle’s diagnostic concern. seemed to hold the broader background and mentality required to pull off a larger incorporate operation. He reported through Provost back to Dr Powell in the UK. While Provost’s initial assignment was to set up the new fabrication and research installations in the US. it was widely assumed within EMI that he was being groomed to take duty for the company’s medical electronics concern s worldwide. However. in April 1976. while sing London to discourse advancement. Provost died of a bosom onslaught. As a consequence. the US and UK organisations reported individually to Dr Powell. merchandise variegationSince EMI wished to utilize the scanner as a agency to go a major force in medical electronics. Powell argued that some bold external moves were needed to protect the company’s leading place. In March 1976. EMI acquired for $ 2 million ( ?1. 1 million ) SHM Nuclear Corporation. a California-based company that had developed additive gas pedals for malignant neoplastic disease therapy and computerized radiation therapy be aftering systems. Although the SHM merchandise line needed significant farther development. the hope was that associating such systems to the CT scanner would allow a synchronised location and intervention of malignant neoplastic disease. Six months subsequently EMI paid ?6. 5 million to get an extra 60 per centum of Nuclear Enterprises Ltd. an Edinburgh-based provider of ultrasound equipment. In the 1976 one-year study. Sir John Read. now EMI’s president. reaffirmed his support for Dr Powell’s scheme: We have every ground to believe that this new grouping of scientific and technological resources will turn out of national benefit in procuring a turning portion of worldwide markets for high-technology products†¦ Future ProspectsAt the stopping point of 1976. EMI’s medical electronics concern was transcending all outlooks. In merely three old ages. gross revenues of electronics merchandises had risen from ?84 million to ?207 million ; a big portion of this addition was due to the scanner. Even more impressive. net incomes of the electronics line had risen from ?5. 2 million in 1972/73 to ?26. 4 million in 1975/76. leaping from 16 to 40 per centum of the corporate sum. Rather than dwindling. involvement in scanners seemed to be increasing. Although the company had sold around 450 scanners over the past three old ages ( over 300 in the US entirely ) . its order backlog was estimated to be 300 units. At the December 1976 RSNA meeting. 120 of the 280 documents presented were related to CT scanning. As he reviewed the medical electronics concern he had built. Dr Powell was by and large pleased with the manner in which the company had met the challenges of being a innovator in a new industry section. However. there were several developments that he felt would necessitate considerable attending over the following few old ages. First. Powell felt that competitory activity would go on to show a challenge ; second. some alterations in the US regulative environment concerned him ; and eventually. he was cognizant that the recent organisation alterations had created some strains. competitory jobsBy the terminal of 1976. EMI had delivered 450 of the 650-odd scanners installed worldwide. yet its market portion had dropped to 56 per centum in 1975/76 ( 198 of 352 scanners sold that June-to-June period were EMI’s ) . The company gained some solace from the fact that despite their premium pricing scheme and their bringing jobs. they had conceded less than half the entire market to the combined competitory field. They besides felt some sense of security in the 300 orders they held expecting bringing. Nonetheless. Sir John Read was clearly concerned: [ We are good cognizant of the developing competition. Our research plan is being to the full sustained to guarantee our continued leadership†¦ In mid-1976. the company announced its purpose â€Å"to protect its innovations and asseverate its patent strength. † and later filed suit against Ohio Nuclear claiming patent violation. However. at the same clip. EMI issued a statement proclaiming that â€Å"it was the company’s want to do its pioneering scanner patents available to all under suited licensing agreements. † At the one-year RSNA meeting in December 1976. 16 rivals exhibited scanners. The year’s new entrants ( including CGR. the Gallic X-ray giant ; Hitachi from Japan ; and G. D. Searle. the US drug and infirmary equipment company ) were non yet doing bringings. nevertheless. The industry’s possible production capacity was now estimated to be over 900 units yearly. GE’s much-publicized entry was already six months behind their proclaimed bringing day of the month. but it was strongly rumored that production cargos of GE’s third-generation scanner were approximately to ge t down. EMI Medical Inc. awaited that event with some trepidation. ( A sum-up of major rivals and their state of affairss as of 1976 is presented in table 10. 2. ) Regulatory jobsBy mid-1976 there were indicants that authorities might seek to exercise a tighter control over hospital disbursement in general. and purchase of CT scanners in peculiar. The quickly intensifying cost of health care had been a political issue for old ages. and the National Health Planning and Resources Development Act of 1974 needed provinces to command the development of dearly-won or unneeded wellness services through a mechanism known as the Certificate of Need ( CON ) process. If they wished to measure up for Medicare or Medicaid reimbursements. health care installations were required to subject certification to their state’s section of wellness to warrant major capital outgos ( typically in surplus of $ 100. 000 ) . Before 1976. the CON processs had by and large been simply an administrative hindrance to the procedure of selling a scanner. detaining but non forestalling the mandate of financess. However. by 1976. the cost of medical attention represented 8 per centum of the gross national merchandise and Jimmy Carter made control of the â€Å"skyrocketing costs of healthcare† a major run issue. One of the most often cited illustrations of waste was the proliferation of CT scanners. It was argued that this $ 500. 000 device had become a symbol of prestigiousness and edification in the medical community. so that every establishment wanted its ain scanner. even if a adjacent installation had one that was grossly underutilized. In response to heightened public consciousness of the issue. five provinces declared a moratorium on the purchase of new scanners. including California. which had accounted for over 20 per centum of entire US scanner arrangements to day of the month. In November. Jimmy Carter was elected president. organisational jobs Possibly most troublesome to Dr Powell were the organisational jobs. Tensions within the EMI organisation had been developing for some clip. focus oning on the issues of fabrication and merchandise design. Directors in the US company felt that they had small control over fabrication agendas and small input into merchandise design. despite the fact that they were responsible for 80 per centum of corporate scanner gross revenues. In their position. the company’s current market place was being eroded by the declining fabrication bringing public presentation from the UK. while its longer-term chances were threatened by the competitory challenges to EMI’s technological leading. Although the Northbrook works had been completed in late 1976. United states directors were still non satisfied they had the necessary control over production. Arguing that the quality of subassemblies and constituents shipped from the UK was deteriorating and bringing promises were going even more undependable. they began look intoing surrogate supply beginnings in the US. UK-based fabrication directors felt that much of the duty for backlogs lay with the merchandise applied scientists and the gross revenues organisations. Their undependable gross revenues prognosiss and invariably altering design specifications had badly disrupted production agendas. The worst constrictions involved outside providers and subcontractors that were unable to pitch up and down overnight. Complete systems could be held up for hebdomads or months expecting a individual simple constituent. As the Northbrook works became progressively independent. US directors sensed that the UK workss felt less duty for them. In tight supply state of affairss they felt there was a inclination to transport to European or other export clients foremost. Some United states directors besides believed that constituents were progressively shipped from UK workss without the same stiff concluding cheques they usually received. The premise was that the US could make their ain QC checking. it was asserted. Both these averments were strongly denied by the English group. Nonetheless. Bob Hagglund shortly began pressing Dr Powell to allow EMI Medical Inc. become a more independent fabrication operation instead than merely a concluding assembly works for UK constituents. This chance disturbed John Willsher. pull offing manager of EMI Medical Ltd. who argued that spliting fabrication operations could intend doubling overhead and distributing bing expertness excessively thin. Others felt that the â€Å"bootleg development† of alternate supply beginnings showed a discourtesy for the â€Å"center of excellence† construct. and could easy compromise the ability of Pantak ( X-ray engineering ) and SE Labs ( shows ) to stay at the head of engineering. Product development issues besides created some organisational tenseness. The US gross revenues organisation knew that GE’s impressive new third-generation â€Å"fan beam† scanner would shortly be ready for bringing. and found clients hesitant to perpetrate to EMI’s new CT 5005 until the GE merchandise came out. For months teletypewriters had been fluxing from Northbrook to EMI’s Central Research Laboratories inquiring if drastic decreases in scan clip might be possible torun into the GE menace. Meanwhile. scientists at CRL felt that US CT competition was developing into a specifications war based on the incorrect issue. scan clip. Shorter elapsed times meant less image blurring. but in the tradeoff between scan clip and image declaration. EMI applied scientists had preferred to concentrate on better-quality images. They felt that the 20-second scan offered by EMI scanners made practical sense since a patient could typically keep his breath that long while being diagnosed. CRL staff were researching some wholly new imaging constructs and hoped to hold a wholly new scanning engineering ready to market in three or four old ages. Dr Hounsfield had conducted experiments with the fan beam construct in the early 1970s and was disbelieving of its ability to bring forth good-quality images. To utilize sodium iodide sensors similar to those in bing scanners would be cost prohibitory in the big Numberss necessary to pick up a wide scan ; to utilize other stuffs such as xenon gas would take to quality and stableness jobs. in Hounsfield’s position. Since GE and others offering third-generation equipment had non yet delivered commercial machines. he felt small inducement to airt his staff to these countries already researched and rejected. There were many other demands on the clip and attending of Hounsfield and his staff. all of which seemed of import for the company. They were in changeless demand by technicians to cover with major jobs that arose that cipher else could work out. Gross saless people wanted him to speak to their largest and most esteemed clients. since a visit by Dr Hounsfield could frequently swing an of import sale. They were besides involved in internal preparation on all new merchandises. The scientific community wanted them to show documents and give talks. And progressively. Dr Hounsfield found himself in a public dealingss function as he accepted awards from all over the Earth. The impact was to greatly heighten EMI’s repute and to reenforce its image as the leader in the field. When it appeared that CRL was unwilling or unable to do the merchandise changes the US organisation felt it needed. Hagglund made the bold proposal that the freshly established research research labs in Northbrook take duty for developing a three- to five-second-scan â€Å"fan beam†-type scanner. Dr Powell agreed to analyze the suggestion. but was happening it hard to measure the comparative virtues of the US subsidiary’s positions and the CRL scientists’ sentiments. By year’s terminal. Dr Powell had still been unable to happen anybody to take charge of the worldwide medical electronics concern. By default. the chief decision-making forum became the Medical Group Review Committee ( MGRC ) . a group of cardinal line and staff directors which met. monthly at first. to assist set up and reexamine strategic determinations. Among the issues discussed by this commission were the fabrication and merchandise development determinations that had produced tensenesss between the US and UK directors. Powell had hoped that the MGRC would assist construct communications and consensus among his directors. but it shortly became apparent that this end was unrealistic. In the words of one director stopping point to the events: The job was there was no common regard between directors with similar duties. Medical Ltd was resentful of Medical Inc. ’s push for greater independency. and were non traveling to travel out of their manner to assist the Americans win. As the concern grew larger and more complex. Dr Powell’s ability to move both as corporate Chief executive officer and caput of the worldwide medical concern diminished. Increasingly. he was forced to trust on the MGRC to turn to runing jobs every bit good as strategic issues. The coordination job became so complex that. by early 1977. there were four subcommittees of the MGRC. each with representatives of the US and UK organisations. and each meeting monthly on one side of the Atlantic or the other. Committees included Manufacturing and Operations. Product Planning and Resources. Selling and Gross saless Programs. and Service and Spares. powell’s jobs As the new twelvemonth opened. Dr Powell reviewed EMI’s medical electronics concern. How good was it positioned? Where were the major menaces and chances? What were the cardinal issues he should cover with in 1977? Which should he undertake foremost. and how? These were the issues he turned over in his head as he prepared to observe down his programs for 1977. Assistant Professor Christopher A. Bartlett prepared this instance as a footing for category treatment instead than to exemplify either effectual or uneffective handling of an administrative state of affairs. Information was obtained from public beginnings and 3rd parties. Although employees of the capable company discussed with the research worker events referred to in the instance. they did non take part in the readying of the papers. The analysis. decisions. and sentiments stated do non needfully represent those of the company. its employees or agents. or employees or agents of its subordinates. Thorn EMI PLC. on its ain behalf and on behalf of all or any of its present or former subordinates. disclaims any duty for the affairs included or referred to in the survey.

Free Essays on Shays Rebellion

Shay’s Rebellion The American Revolution was ended in 1783, the young republic it created faced a difficult time. Nowhers Huberte was this more evident than to the farmers of Western Massachusetts. A severe economic depression forced people unable to pay their debts into court, then into jail. These troubles were caused by the mercantile elite of Eastern Massachusetts, who demanded hard currency to pay foreign creditors. The farmers of Western Massachusetts, after years of frustration, reacted with an armed uprising that lasted for six months at the end of 1786 and the beginning of 1787. The rebellion started with petitions to the government for paper currency, lower taxes, and judicial reform. Once this failed, the farmers took more drastic measures. The first target of the Rebellion was the Court of Common Pleas at Northampton, where an armed body of farmers kept the court from sitting on August 29th. Similar groups stormed the courts at Worchester, Concord, Taunton, and Great Barrington in the following weeks. The farmers hoped to prevent further trials and imprisonment of debtors. The man who rose to lead the insurgents was Captain Daniel Shays, a veteran of the Revolution and a farmer from Pelham. The Supreme Judicial court had indicted eleven other leaders for sedition, more would follow. Shays and 1,500 followers occupied the Springfield Courthouse from September 25th to the 28th, preventing the Supreme Judicial Court from sitting. Governor James Bowdoin assembled 4,400 militiamen under General Benjamin Lincoln to defend the courts and protect the commonwealth. Shays and the other insurgents chose the Federal Arsenal in Springfield as the next target. Shay’s with 2,000 farmers behind him, assaulted the arsenal on January 25, 1787. General William Shepard successfully defended the arsenal with 1,200 militiamen. The rebels suffered four dead and twenty wounded. General Lincoln soon arrived in Springfie... Free Essays on Shay's Rebellion Free Essays on Shay's Rebellion Shay’s Rebellion The American Revolution was ended in 1783, the young republic it created faced a difficult time. Nowhers Huberte was this more evident than to the farmers of Western Massachusetts. A severe economic depression forced people unable to pay their debts into court, then into jail. These troubles were caused by the mercantile elite of Eastern Massachusetts, who demanded hard currency to pay foreign creditors. The farmers of Western Massachusetts, after years of frustration, reacted with an armed uprising that lasted for six months at the end of 1786 and the beginning of 1787. The rebellion started with petitions to the government for paper currency, lower taxes, and judicial reform. Once this failed, the farmers took more drastic measures. The first target of the Rebellion was the Court of Common Pleas at Northampton, where an armed body of farmers kept the court from sitting on August 29th. Similar groups stormed the courts at Worchester, Concord, Taunton, and Great Barrington in the following weeks. The farmers hoped to prevent further trials and imprisonment of debtors. The man who rose to lead the insurgents was Captain Daniel Shays, a veteran of the Revolution and a farmer from Pelham. The Supreme Judicial court had indicted eleven other leaders for sedition, more would follow. Shays and 1,500 followers occupied the Springfield Courthouse from September 25th to the 28th, preventing the Supreme Judicial Court from sitting. Governor James Bowdoin assembled 4,400 militiamen under General Benjamin Lincoln to defend the courts and protect the commonwealth. Shays and the other insurgents chose the Federal Arsenal in Springfield as the next target. Shay’s with 2,000 farmers behind him, assaulted the arsenal on January 25, 1787. General William Shepard successfully defended the arsenal with 1,200 militiamen. The rebels suffered four dead and twenty wounded. General Lincoln soon arrived in Springfie...

Linux Server Deployment Fedora Core 5 Essay Example | Topics and Well Written Essays - 6000 words

Linux Server Deployment Fedora Core 5 - Essay Example Edith & Associates is strictly an 8:00am to 6:00pm operation at which point in time the premises are secured and all staff are made to vacate the premises. There is no access to the internal network after hours by any organizational staff.. The server will be backed up from 2-4 am each morning. DNS services are forwarded from the ISP's DNS Server, which has an IP of 172.16.1.1. According to the Linux experts the Fedora Core is an RPM-based Linux distribution, prepared by the community-supported Fedora Project and sponsored by Red Hat. Moreover the name derives from Red Hat's feature fedora used in its "Shadowman" logo. Though, the Fedora community project had subsist as a volunteer group providing further software for the Red Hat Linux distribution before Red Hat got concerned as a straight sponsor (Rohde, 2003). The basic intention of this research will be to deploy and evaluate the cost, market share, and hardware requirements of the operating systems Red Hat Linux and its deployment on server. To begin this study it will momentarily describe the Red Hat Linux computer platform solution for a small business setting. Technology administrators may note that the best computing solution for a business may be a mix of platforms and products. Several reasons comprise client preferences or capabilities, obtainable software and hardware, accounting requirements, or human resources. Owner, management, or employee guidance, practice, and preferences will also play a fraction. Linux is the kernel of a free operating system. When Linux is mutual by thousands of gratis software packages it then becomes a Linux distribution. Linux has an benefit in that its suppleness and interoperability permit the migration process. Linux also has the ability to imitate or provide a lot of Windows services obviously i n a mixed environment over a network. This research will use Linux products from Red Hat, Inc. as the instance Linux distribution and software (http://www.infoworld.com/article/03/10/08/HNmsdominance_1.html). Chapter # 1 Network Security ii. Secure Server According to the technology experts Fedora Core 5 is freely available and may be downloaded from an FTP mirror or during the bittorrent peer-to-peer network. Furthermore, Security and bug-fix updates for Fedora are also liberally accessible and easy to fetch using Fedora's yum package manager. What's further, since Fedora is so intimately related to the extensively used Red Hat Enterprise Linux (and is rather quite popular in its own right), companies that deploy Fedora Core 5 shouldn't have

Courage at work Essay Example | Topics and Well Written Essays - 500 words

Courage at work - Essay Example Though the task was monumental for me at that early age, I gained courage and effectively rose to the big task that awaited me. I perfectly run the hospital well for two consecutive years. After completion of my first two years, an extremely critical decision that I have never faced in my entire career faced me. Overreact senior member in the ministry of health came knocking at my door with a hefty offer. The gentleman wanted me to append my signature as a sign of acceptance for the ministry to import Anti-revival drugs from United State. The deal showed that the government was importing first class drugs from United State. So the gentleman wanted to collude with me as a senior doctor so that he could import counterfeit drugs from China. There stood a conflicting situation on whether to agree to deal or to follow my conscious and act on the welfare of the patients. Luckily the urge inside me to protect the patient welfare won. I gained courage and disagreed to the deal. Luckily I tricked the officer, and I managed to record the conversation on my computer. After reputing the deal, I got demoted. I was transferred, to an exceedingly local dispensary in extremely remote area. However I did not regret my courageous action to protect the innocent patients who in the beginning of my professional I swore to. They successfully managed to forge their way though and luckily succeeded in importing the counterfeit drugs. Before they got distributed to relevant hospitals, the quality department issued an order to stop the distribution of drugs. A thorough research followed, and drugs were found to be counterfeit. I was asked to testify. I used the recorded conversation with the senior guy who had made me got demoted. The senior gentleman and his puppet who was appointed after my demotion lost their job. They were held by police for further investigation and prosecution.

International Money and Capital Markets Research Paper

International Money and Capital Markets - Research Paper Example A developed economy is defined by high level of economic activities including foreign trade resulting to high demand of foreign currency, especially hard currencies such as US dollar. A higher demand of foreign currency induces increase in exchange rate and the other way round (Taylor, 2001). Exchange rate shares an important relationship to relative price level because; price level establishes a link between foreign price and domestic price. Relative price difference or purchasing power parity is an important determinant of exchange rate as it recognizes various adjustments that need to be made in the exchange rate for maintaining equilibrium in the international currency rates (Auboin and Ruta, 2013). Trade flow can be categorized as trade inflow (import) and trade outflow (export). When the cost of foreign currency is relatively high, countries focus on greater export and less import while low exchange rate result in increasing level of import. However, frequent fluctuation in the exchange rate has negative impact on trade flow because of fluctuation in transaction and conversion costs (Auboin and Ruta, 2013). Interest rate is an influential factor with respect to fluctuation in exchange rate. Studies suggest that higher interest rate result in appreciation in the currency value of a country with respect to that of other because, high interest rate attracts greater investment in the appreciating currency for earning better future returns (Taylor, 2001). Impact of economic factors on exchange rate equilibrium Assessment of exchange rate behavior is a perennial subject of international monetary economics where various macroeconomic factors are examined to understand their role in maintaining equilibrium in exchange rate.

Environmental Footprint Essay Example | Topics and Well Written Essays - 2000 words

Environmental Footprint - Essay Example However, the presence of either infection threatened the existence of the other one, such that the presence of coliforms seemed to reduce high standard plate counts and vice versa. Findings showed major causes for this contamination to be the seepage of surface-water through weakened walls of private wells, aquifer pollution during cold weathers and the poor controls over microbial redevelopment through chlorination during summers. We recommend that there must be close surveillance and periodic or seasonal testing of water supplies, especially through private routes. Additionally, masses must be educated regarding potential risks of infections and precautionary measures that must be taken in order to mitigate possibilities of drinking water contamination. Introduction Drinking water is said to be contaminated if it exhibits concentration of 4 coliforms per 100 ml of water. Although, former researches have revealed that 90% of rural drinking water supplies are contaminated with colifo rms, much work needs to done in this area to resolve conclusions that are backed up by strong evidences (Stukel et al., pp. 571). Contamination of drinking water through coliform, Staphylococcus aureus and standard plate count bacteria has been a prime concern of regulatory authorities and public at large in recent years due to significant number of casualties in this regard. As a result, various studies have been conducted to address these concerns, including a popular experimentation study by Sandhu, whereby correlation of coliform bacteria with characteristics of supply source and pH strengths of water was tested (Sandhu et al., pp. 774). Another study was conducted by Whitsell and Hutchison, indicating most significant dangers linked with coliform-containing contaminated water supply to households (Whitsell & Hutchison, pp. 777). In a more recent research, the relationship between coliform contamination and rainfall was studied through experimentation, targeting drinking water s ystems of smaller communities (Stukel et al., pp. 571). Much experimentation has been done in this area in the past; however, most of them focused on municipal supplies of drinking water to address a greater risk since the majority of population use public water supply rather than private. Surprisingly, of the reported contamination cases and waterborne diseases to date, 69% of affected households were using private supplies (Lamka et al., pp. 734). This study is intended to highlight frequency and magnitude of contamination of drinking water raised from private wells and springs that reaches millions of households. It will also be aimed at verifying our initial thesis that drinking water contamination mainly stems from usage of untreated groundwater and poorly maintained private wells. The details of experimentation have been discussed in areas to follow. Materials and Methods Our experimentation was outdoors-based and the most difficult task was to locate an area that will be most favorable for our experimentation and capable of generating appropriate results on a timely basis. The land selected for our experiment contained rich and deep soils with weathered basalt bedrock lying beneath it. A sample of 78 households was selected neighboring around this study area. Majority of these