Lord of the Flies Chapter Summaries free essay sample

Piggy finds a conch shell and tells Ralph the best way to blow it. The sound of the shell assembles the young men for congregations and to examine significant issues. At every get together, the kid holding the conch is the just one permitted to talk. At the get together, Jack, Simon, and Ralph choose to investigate the island. They validate their intuitions that they are on an island. Towards the finish of section one, the three travelers locate a caught pig. Which Jack can't get and the pig escapes. Significant statement: â€Å"I dont care what [you] call me as long as [its not] what they used to call me in school They used to call me Piggy! Investigation: Said by Piggy, this statement uncovers his despondent past, where he was harassed in view of his plump, â€Å"nerdy† appearance. Expectations: There will be a breakout of tumult later in the story. The island is a remote spot that has numerous obscure elements, while the young men are not under adult’s management. These young men are youthful and unpracticed. Truth be told they could be in the phase of immaturity, the time of insubordinate hormones, so they could be very careless and will in general battle for consideration. Especially some may have a more grounded propensity to go after initiative, as for this situation with Ralph and Jack. Associations: This book helps me to remember government funded schools in Vietnam, where understudies judge their friends base on societal position and appearance, everyone has a place with various posses. They all have pioneers like Ralph, yet in addition the tormented ones like Piggy. Settings in Lord of The Flies could likewise be identified with other endurance books like Robinson Crusoe where the fundamental characters are disconnected out in the wild. Assessment: This part gives the perusers an excellent in general presentation of characters and settings. The writer utilizes a catch, to make the crowd needing to peruse further more to perceive what will befall the young men and their destiny. Representation: I imagined the island with sandy and rough sea shores, dispersed with coconut trees. Where the young men meet straightforward sea green/blue scar, to the point that you can see the weed and the coral flickering under the daylight. The spot is greatly green, wherever trees and their own creepers, there and afterward a spoiled trunk laying sideways on the grass. Question: Where is the young men going to in a World War? What's more, what are they doing on the Pacific? 5 new jargon words: Solemn: honorable and dismal in way or character and focused on keeping guarantees * the appointed authority was serious as he articulated sentence Hasten: to move about or continue hastily * so unnerved by the unprecedented ebbing of the ocean that they hurried to higher ground Lagoon: little salt lake close by the ocean * tidal ponds are utilized by local people to gather salt Conch: a sort shell * sound could create by blowing to the conch Emboss: brought up in a help * she just got some fine and embellished calfskin Chapter 2: The three young men (Ralph, Jack and Simon) come back from their investigation and call a get together. One of the little ones notices a snake thing, a beastie, which sends dread all through the gathering. They banter its reality and decided the little ones were having bad dreams. Ralph chooses they have to make a fire on the mountain as a salvage signal. They use Piggys glasses to light the fire. The fire seethes crazy. One of the little one bites the dust in the fire (an extravagant word for enormous fire). Piggy and Jack contend. Significant statement: Weve got the opportunity to have administers and obey them. All things considered, were not savages. Were English, and the English are best at everything†. Investigation: This statement shows the young men are still vigorously affected by progress (England for this situation), and not yet ruined by the viciousness of human instinct. Expectations: It is referenced a few times in the story that Ralph’s father is a Navy leader. He may know where the young men are and salvage them. Furthermore, clearly the young men will confront a great deal of difficulties on the island, attempting to endure. Just currently did the young men acknowledge they don’t realize how to make the fire. Prior to that, they don’t truly care and simply hurry to building the fire right away. Associations: Evaluation: Visualization: Question: 5 new jargon words: Smirking: a grin communicating pomposity or disdain rather than joy * He’s continually smiling Tugging: an unexpected sudden force He’s pulling an amazingly substantial article Silhouette: a diagram of a strong item (as cast by its shadow) * Silhouette is the most significant part of shadow play Ebullience: flooding with energetic delight or endorsement * He shouts for all to hear in vivacity Hush: become calm or still; fall quiet * Hush my infant! Par t 3: Jack is fixated on chasing pigs despite the fact that he still can't seem to get one. Ralph and Simon deal with the havens for the gathering. Every other person plays and make the most of their time on the sea shore. Jack has gotten savage as he continued looking for blood, trails a pig through the thick wilderness, yet it dodges him. Ralph and Jack contend, on the grounds that their gathering have incapable to achieve their assignments (chasing and constructing cover). Simon strays, enables the little ones to get natural product, and proceeds to a detached area. Significant statement: â€Å"There’s something else. We can assist them with finding us. In the event that a boat draws close to the island they may not see us. So we should make smoke on the mountain. We should make a fire. Investigation: The young men are completely mindful of their circumstance and searching for a reasonable arrangement. They should be saved as quickly as time permits Predictions: They will have issues getting the fire to work, since they are kids. In the long run, the fire would wear out eventually, by absence of support. Associations: This part is by one way or another identified with LOST the TV arrangement, the scene where survivors partition their undertakings, chasing and constructing covers. Assessment: Visualization: This part gives us a closer view towards Jack, Ralph and Simon. In the event that I am to connect them with a shading, Ralph will be yellow, with his reasonable hair, brilliant smile and genial cleverness, like the component of light. Jack will be red with his red-earthy colored hair, incensed eyes and hot temper, image for fire. Simon will be green with his tenderness and serenity. Question: 5 new jargon words: Incredulous: not arranged or ready to think; unbelieving * She distrustfully dismiss his goals for the future Glisten: the nature of sparkling with a splendid reflected light * Her eyes were shimmering Vicissitudes: changeability throughout everyday life or nature (particularly progressive variation starting with one condition then onto the next) * the task was dependent upon the standard changes of exploratory examination Inscrutable: of a dark of nature * the enigmatic operations of Providence, in its secretive past it incorporates all the diminish inceptions of life Section 4: Roger and Maurice menace the little ones on the sea shore. They are still, in any case, kept down by rules they learned in progress. Jack paints his face for chasing. His cover frees him from the standards of human advancement. He drives the young men on a chasing campaign. As Jack and the trackers are out, a boat cruises by. Ralph understands the trackers have released the fire out. He races to the top, however can't light it in time. Jack and the trackers come back with a pig. Ralph accuses the Jack and the trackers for allowing the fire to fire, and starts a contention. Jack says nothing until Piggy continues censuring him for the fire, he at that point continues punching Piggy unwittingly. One of Piggys focal points from his glasses breaks. The young men later meal the pig and have a dining experience. Simon gives his grace towards Piggy, by giving his food to him, yet Jack takes it and furiously toss it back to Simon. Significant statement: Roger assembled a bunch of stones and started to toss them. However there was a space round Henry, maybe six yards in measurement, into which he dare not toss. Here, undetectable yet solid, was the untouchable of the old life. Round the hunching down kid was the assurance of guardians and school and cops and the law. Investigation amp; Prediction: This entry from Chapter 4 portrays the beginnings of Roger’s mercilessness to the little ones, a significant early advance in the group’s decay into viciousness. Now in the novel, the young men are as yet fabricating their human advancement, and the acculturated nature despite everything commands the savage intuition. The breaks are starting to appear, be that as it may, especially in the ability of a portion of the more established young men to utilize physical power and savagery to give themselves a feeling of predominance over the littler young men Connections: Jack’s likeness with Hitler is getting progressively self-evident. Jack orders his own reliable gathering, as Hitler’s party, the Nazi. Them two have their own objective, Piggy for Jack and the Jews for Hitler. Being an officer in WWII, Golding likely could have caught wind of Emil Maurice, Hitler’s individual protector and one of the SS originators. It leaves the perusers pondering whether it is a happenstance with Maurice, Jack’s ensemble kid. Assessment: I like this section since it at last has some extraordinary warmth and circumstances going on. The past sections are a greater amount of the young men becoming more acquainted with themselves and the island. Representation: Of the image in my mind, the trackers seem to be comparable antiquated chasing clans. The two of them worn veils, employed lances, had long hair and sang drones. Early trackers even drew brutes all over their bodies, wanting to drive off different monsters. Moreover, the cover has brought down their proprietor, in any event in appearance, to a similar degree of that of creatures. As it were, we can say that wearing a veil of Jack’s ancestral structure is the kid actually rejecting their others conscious appearance. Question: Why is this island, just has green trees, winged animals and pigs? There ought to be different animals too, for example, wolfs. 5 new jargon words: Obscure: not unmistakably comprehended or communicated * The stars are darkened by the mists Corpse: the dead body of a creature, particularly one butchered for food * The ch

Bom Paper

Understudy IDENTIFICATION NO MULTIMEDIA UNIVERSITY SECOND TRIMESTER FINAL EXAMINATION, 2009/2010 SESSION BOM 2O64 †QUALITY AND OPERATIONS MANAGEMENT (All Sections/Groups) DECEMBER 2009 a. m. †a. m. (2 Hours) INSTRUCTIONS TO STUDENT 1. This Question paper comprises of 9 pages with TWO SECTIONS. 2. Endeavor ALL inquiries in Section An and B. The imprints for each question are given. 3. Answer Section An in the OMR Form gave, and answer Section B in the Answer Booklet gave. BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 SECTION An Answer ALL inquiries in this area. 40 Marks) 1. Assembling work sent to different nations is called: __________________. A) scaled down B) redistributed C) internationalization D) vertical coordination E) pioneering transport 2. Creation frameworks with modified yields regularly have generally: ____________. A) high volumes of yield B) low unit costs C) high measure of specific gear D) quick work development E) gifted laborers 3. Which of c oming up next isn't stressed in a lean creation framework? A) falling costs B) excellent C) specialist association D) consistent improvement E) consumer loyalty 4.Which of coming up next isn't an advantage of utilizing models in dynamic? A) They give a normalized arrangement to breaking down an issue. B) They fill in as a predictable instrument for assessment. C) They are anything but difficult to utilize and more affordable than managing the real circumstance. D) All of the above are benefits. E) None of the above is an advantage. 5. Which of coming up next isn't a progressing pattern in assembling rivalry? A) globalization B) quality improvement C) adaptability and readiness D) large scale manufacturing for economies of scale E) mechanical advances . Item structure and decision of area are instances of ______________ choices. A) vital B) strategic C) operational D) client centered E) plan Continued†¦ TPK page 1 of 9 BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 7. A profitability increment in one activity that doesn’t improve by and large efficiency of the business isn’t:__________________. A) viable B) proficient C) politically legitimized D) gainful E) monetarily supported 8. Which of coming up next is valid? A) Corporate system is formed by useful strategies.B) Corporate crucial molded by corporate technique. C) Functional methodologies are molded by corporate technique. D) External conditions are molded by corporate crucial. E) Corporate crucial molded by useful procedures. 9. The outer components of SWOT examination are: ___________________. A) qualities and shortcomings B) qualities and dangers C) openings and dangers D) shortcomings and openings E) qualities and openings 10. For an association to develop their piece of the overall industry, they should: _______________.A) promote utilizing multi-media B) bring down their costs C) fulfill least guidelines of agreeableness for their items or administrations D) set up a web site E) widen their statement of purpose 11. An impediment of worldwide groups for item configuration is that:_______________. A) Customers may have various needs in various nations B) The item structured may have expanded attractiveness and utility C) The assorted variety of a worldwide group might be an inconvenience D) Ease of eye to eye gatherings is missing since individuals are found wherever E) Technology permits consistent contact with colleagues 12. One stage that isn’t part of administration lueprinting is: _______________. An) Eliminate limits for the administration and settle fair and square of association required B) Identify and decide the grouping of client and administration activities and cooperations C) Develop time gauges for each period of the procedure D) Understand the time inconstancy included E) Identify potential disappointment focuses and build up an arrangement to limit them Continued†¦ TPK page 2 of 9 BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 13. The way toward destroying and assessing a contender's new or overhauled item to gather structure thoughts is called: ____________________.A) plan by impersonation B) item investigation C) figuring out D) benchmarking E) dismantling 14. Which of coming up next is an issue that planners must consider in item and administration structure? A) legitimate, natural, and moral issues B) dependability C) normalization D) scope of working conditions E) the entirety of the over 15. A conventional method to record client prerequisites is: __________________. A) purchaser reviews B) quality capacity organization (QFD) C) center gatherings D) Delphi method E) deals/advertising framework 16. Which of coming up next isn't an objective of gracefully chain management?A) less providers and long haul relationship B) little part estimates C) on time conveyances D) least conceivable transportation costs E) conveyance frequently to the spot of utilization 17. Seller investigation has th e best potential for reserve funds for things which have: ____________________. A) minimal effort per unit B) low yearly cost-volume C) significant expense per unit D) high yearly use E) high yearly cost-volume Continued†¦ TPK page 3 of 9 BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 18. Which of coming up next isn't valid for merchant investigation? An) It includes an assessment of the capacity of bought parts or crude materials.B) Its motivation is to diminish costs as well as improve execution of bought merchandise or administrations. C) It is typically performed just occasionally. D) Representatives from plan and tasks may work with buying. E) If upgrades are distinguished, buying executes those that buying concurs are defended. 19. Which of the accompanying would not as a rule be a principle factor in choosing a merchant? An) area B) value C) quality D) stock turnover E) merchant administrations 20. Which of coming up next is a piece of the buying cycle? (I) Pur chasing chooses a provider. II) Orders from sellers are gotten. (III) Purchasing gets an order. A) B) C) D) E) II and III I, II, and III I just I and II I and III 21. A tasks procedure for stock administration should move in the direction of: _________. An) expanding part estimates B) diminishing parcel sizes C) expanding wellbeing stocks D) diminishing assistance levels E) expanding request amounts 22. Which one of coming up next isn't commonly a determinant of the reorder point? A) pace of interest B) length of lead time C) lead time changeability D) stockout chance E) buy costContinued†¦ TPK page 4 of 9 BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 23. The fixed request interim model would be well on the way to be utilized for this circumstance: An) An organization has changed from large scale manufacturing to lean creation. B) Production is done in groups. C) Spare parts are requested when another machine is bought. D) Grouping requests can spare transportation c osts. E) none of these 24. The entirety of coming up next are potential explanations behind utilizing the fixed request interim model with the exception of: ___________________. A) Supplier arrangement energizes use.B) Grouping requests can spare in transportation costs. C) The necessary wellbeing stock is lower than with an EOQ/ROP model. D) It is fit to occasional checks of stock levels as opposed to ceaseless observing. E) Continuous observing isn't commonsense. 25. The requirement for security stocks can be diminished by an activities technique which: An) expands lead time B) builds lead time inconstancy C) builds part measures D) diminishes requesting costs E) diminishes lead time fluctuation 26. The far reaching approach utilized in JIT frameworks to manage quality incorporates: ________________.A) planning quality into items and procedures B) demanding merchants give great materials C) making laborers answerable for delivering top notch D) A, B and C E) 100% investigation of crude materials, work-in-process and completed products 27. Which of coming up next isn't an advantage of little part measures in JIT frameworks? An) In-process stock is extensively less. B) Each item is delivered less much of the time. C) Carrying costs are diminished. D) There is less mess in the work environment. E) Inspection and improve costs are less. Continued†¦ TPK page 5 of 9 BOM 2064 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 28.Which of coming up next isn't normal for preventive support in JIT frameworks? A) keeping up hardware in great working condition B) supplanting parts when they are worn yet before they bomb C) laborers keeping up their own gear D) killing supplies of extra parts to lessen capital venture E) seeing breakdowns as an open door for development 29. The Kaizen Philosophy applies to: _______________. An) Employee advancement B) Safety stock C) Waste D) Supply Chain Management E) MRP III 30. An activities methodology toward the JIT theory of crea tion ought to perceive that JIT: __________________.A) is generally appropriate for non-tedious assembling B) can't be executed successively C) requires a discount duty from the beginning D) may give an upper hand E) the entirety of the above SECTION B Essay and Calculation Questions: Answer ALL THREE inquiries. (60 Marks) QUESTION 1 The senior supervisor of a structure materials creation plant feels that the interest for plasterboard shipments might be identified with the quantity of development licenses gave in the nation during the past quarter. The chief has gathered the information appeared in Table 1. 1. a) Review the disperse chart (Figure 1. ) to see whether the information can be acceptably portrayed by a straight condition. b) Determine the direct relapse condition for the information [2 marks] [15 marks] c) Determine a point gauge for plasterboard shipments when the quantity of development grants is 30. [3 marks] [Total Marks = 20] Continued†¦ TPK page 6 of 9 BOM 206 4 QUALITY AND OPERATIONS MANAGEMENT DECEMBER 2009 Table 1. 1 Construction Permits (X) 15 9 40 20 25 15 35 Plasterboard Shipments (Y) Shipments Y 18 16 14 12 10 8 6 4 2 0 10 20 30 40 50 Permits X 6 4 16 6 13 9 10 16 igure 1. 1 QUESTION 2 a) What are the standards basic TQM

Blog Archive Mission Admission Details Matter, But

Blog Archive Mission Admission Details Matter, But… Mission Admission is a series of MBA admission tips; a new one is posted each Tuesday. As MBA admissions consultants, we know firsthand the intense pressure business school candidates feel, and we sometimes wish we could convince you that small points are really just thatâ€"small points. We get asked, “Should this be a comma or a semicolon?” and want to respond, “Please trust us that the admissions committee will not say, ‘Oh, I would have accepted this applicant if she had used a comma here, but she chose a semicolon, so DING!’” That said, we are certainly not telling you to ignore the small things; Details matter â€" the overall impression your application makes will depend in part on your attention to typos, font consistency, and grammar, for example â€" but we are encouraging you to make smart and reasonable decisions and move on. You can be confident that your judgment on such topics will likely be sufficient. Share ThisTweet Mission Admission Blog Archive Mission Admission Details Matter, But… Mission Admission is a series of MBA admission tips; a new one is posted each Tuesday. As MBA admissions consultants, we know firsthand the intense pressure business school candidates feel, and we sometimes wish we could convince you that small points are really just … small points. We get asked, “Should this be a comma or a semicolon?” and want to respond, “Please trust us that the admissions committee will not say, ‘Oh, I would have accepted this applicant if she had used a comma here, but she chose a semicolon, so DING!’” That said, we are certainly not telling you to ignore the small thingsâ€"the overall impression your application makes will depend in part on your attention to typos, font consistency, and grammar, for exampleâ€"but we are encouraging you to make smart and reasonable decisions and move on. You can be confident that your judgment on such topics will likely be sufficient. Share ThisTweet Mission Admission Blog Archive Mission Admission Details Matter, But… Mission Admission is a series of MBA admission tips; a new one is posted each Tuesday. As MBA admissions consultants, we know firsthand the intense pressure business school candidates feel, and we sometimes wish we could convince you that small points are really just thatâ€"small points. We get asked, “Should this be a comma or a semicolon?” and want to respond, “Please trust us that the admissions committee will not say, ‘Oh, I would have accepted this applicant if she had used a comma here, but she chose a semicolon, so DING!’” That said, we are certainly not telling you to ignore the small things. Details matterâ€"the overall impression your application makes will depend in part on your attention to typos, font consistency, and grammar, for exampleâ€"but we encourage you to make smart and reasonable decisions and move on. You can be confident that your judgment on such topics will likely be sufficient. Share ThisTweet Mission Admission

Essay On Freedom Riders - 738 Words

The Freedom Riders were remarkable, fearless Americans. They were extraordinary, ordinary people . . . young people who took the reins of history and wouldnt let go.† -Mark Samels, American Experience Executive Producer. This documentary showed a very dark time of American history, but in the dark is where the heroes come along. The people who took a stand and took part in the Freedom Rider is truly brave, and fearless, they are the people who made the America. Originally the Freedom Riders started with 13 African-American and white civil rights activists, who were recruited by the Congress of Racial Equality, departed from Washington, D.C., and attempted to integrate facilities at bus terminals along the way into the Deep South.†¦show more content†¦I knew about the movement in my American History class but this help opens up my eye and have a better knowledge about the whole movement and lead to a more personal narrative with all the people who actually involved in this movement. It is hard to wrap my head around the fact that riding the bus can get one hurt and killed and how non-volient acts can lead to so much hate and violence. The Freedom Rides help bring attention to national level. The level of violence is extreme in response to a non-violent movement. The white supremacy was trying its best to make the colored population inferior. The segregation is a symbol of fear and hate. The press and television is a big part in the success of the movement. They help shape the public opinion toward segregation. The media brought the problem to our attention through dramatic and often disturbing photos and reports. While accounts of the Freedom Rides in the white Southern press remained sharply negative and mocking, national media coverage became more favorable in the days that followed. Jim Peck gave an interview on NBCs Today Show. The June 2, 1961, issue of Time magazine featured the Freedom Rides as its cover story and was openly sympathetic in its coverage. 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Modern Day Attacks Against Firewalls and Vpns - 2434 Words

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Intrusion Detection Systems have recently become an important research topic due to its capability of detecting and preventing attacks from malicious network users. Security incidents are increasing at an incredible rate every year. As the complexity of the threats increase, so doRead MoreRed Hat Enterprise Linux 6 Security Guide50668 Words   |  203 PagesPhone: +1 919 754 3700 Phone: 888 733 4281 Fax: +1 919 754 3701 Red Hat Enterprise Linux 6 Security Guide 3 Abstract T his book assists users and administrators in learning the processes and practices of securing workstations and servers against local and remote intrusion, exploitation and malicious activity. Focused on Red Hat Enterprise Linux but detailing concepts and techniques valid for all Linux systems, this guide details the planning and the tools involved in creating a secured computing

I am an executive of XYZ, Inc., a well-known company in...

I am an executive of XYZ, Inc., a well-known company in United States for its luxury watches, jewellery and handbags. There are 22 retail outlets in whole of United States. Achieving great success in the United States the company has decided to expand their business and open their retail outlets in different countries. To start off with the company has decided to open their first international store at Shanghai, China. Then after a year of time the company has decided to open stores even in Brazil, Russia, India and China. For the short time change I as an executive will study the market of Shanghai. As my company deals in luxury goods which are quite expensive I would target the customers who are rich and uses such product on daily†¦show more content†¦For next venture I would ask my employees to visit the targeted countries, i.e., Brazil, Russia, India and China to study the market there. I would even ask them to find out the perfect areas to do marketing campaign and open the shop. I would ask the manager to open up new production unit to produce more product for selling in the new countries. I would ask my Human resource team to hire new employees and even sent the manpower to the targeted countries so as to take over the stores there. I will ask finance department to gather money from different sources at a earliest. I would even try not to repeat the mistakes done in my previous venture at Shanghai and try to use the concepts which were successful there. I would take up corporate social responsibilities so as to make the hype for my product. I would try to give my products to the film producers for free to showcase my products in the film so as to get more customers. I would first try to cover up different states in china as my product was quite a hit at Shanghai and it would be easier for me to sell my product in the same country. I would ask my manager to bring up new ideas for promoting the product and attract more customers. 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MBA Change Management Samples for Students †MyAssignmenthelp.com

Question: Discuss about the MBA Change Management. Answer: The change management reflected upon here follows the intervention by HRM in my current organization based on gender equity in terms of selection, recruitment, promotion management and leadership in the organization whereby more females are to be included in such areas. The reflection will be directed towards three sources of resistance to this change including reluctance to lose control, preference for low levels of stimulation and novelty, and reluctance to give up old habits. The HRM received a lot of resistance coming mainly from the male counterparts occupying the leadership and management position who saw the new initiative as a threat to them losing control and giving up their old habits of leadership and management (Vuori, 2016). I remember when the HRM started this initiative, the project team came up with a raft of issues to promote many women into leadership and management positions and also to select and recruit more women into senior and executive positions. For example, the male employees-both in junior and senior positions immediately ganged up against the HR department and formed a group to thwart any attempt to have more female counterparts included in the positions they were presently holding. Their main contention was that they were used into old habits of stereotyping women. They opposed this because they were stereotyping women as less productive and those who belong to junior and casual works. Due to the fear of losing their control, they, therefore, vowed at all cost to thwart this initiative. The leadership and management positions are a preserve solely for old male who are used to old ways of doing things. They opposed the initiative because they had overwhelming preference for low levels of stimulation and novelty. They feared that young and innovative women who were proposed to be promoted into management and leadership positions would be a real threat to them and will cause them to lose jobs. This is because these positions were held by male counterparts who were only used to old style of management and they did not want to give up their deeply rooted old habits of management and leadership. They feared that the innovative women will bring in new ideas of management and leadership like collaborative and shared leadership which will mean they will have more support from the junior. This, to them, would mean them losing command and control and hence the explanation for the vehement resistance to this change initiative. Also, they feared that the women could be more productive because they would be doing this to attract promotion. This was a threat to them because males had an automatic chance of being promoted in the organization even without the need to work more productively. Thus they argued that by having more women being selected and recruited, their junior and executive positions will be under threat. This is because they would be forced to give up their old working habits and also start working hard to be promoted. And because the male counterparts had never been used to the promotion based on productivity and performance, this was a source of their opposition and resistance as they were sure that this would compel them to change their usual ancient habits. The senior management group also feared they will lose control and this was the reason they opposed the initiative. For example, currently, managers are more commandeering in the organization and have amassed a lot of control. They use their positions as a means to get supremacy titles in the organization. The junior workers fear them greatly and hence would always do anything they say even it is against the objective, goals and strategies of the organization. For this reasons, managers are feared in the organization and thus they want to retain such controls. Thus, by having more innovative women taking up senior and executive positions, these male managers fear that their commands and control will be fast-eroding. Well aware of this, the managers have vowed to resist any initiative focused at dethroning them from their controls (Winiecki, 2013). Their opposition and resistance was a great threat to the success of this change management initiative. I remember the project team having to hold frequent meetings with the management trying to convince them to adopt it but each time they would down their tools and resist. In the same vein, the male counterparts in the leadership position opposed the initiative. Their main threat was that innovative and young women have new ways of leading where the input of everyone is taken into consideration as opposed to the old habits of the current crop of male leaders in the organization. By this, the leaders are more than convinced that if this initiative is allowed, they would lose their leadership positions and hence lose control (Ceptureanu, 2015). For this reason, they had no option but to gang up and join the managers to put any obstacles that would hamper this initiative. Indeed, the male leaders even went out their ways to incite the junior male counterparts to join them in resistance telling them that they will have less opportunities to be promoted should they allow the initiative to go through. This created a serious revolt in the organization that the project team became increasingly unable to even hold meetings with the junior male employees to explain the need for the change and its potential benefits not only to the organization but even the entire workforce. Having been incited by the leadership, the junior male employees were convinced that only female will be promoted due to affirmative action that the HRM had adapted. Because, they preferred low levels of stimulation and novelty, they also vowed to resist the initiative. This was because the junior male staff were also eyeing at the few promotion slots in the organization which then could have propelled them to either leadership or management position where they could have control (Burnes, 2015). Thus they were convinced that their chance of promotion would be unlikely if the initiative was to succeed. Thus they quickly joined the already evident resisting leadership and management groups. This essence meant that the project team could not function as intended. Despite the project team explaining to them that the promotion would not be based on either gender, but the productivity or performance of each employee, they did not want to hear any of such arguments. To them, they had set their mind to oppose the change having been negatively influenced by the fellow male leaders and managers merely to selfishly defend their would-be promotions (Bareil, 2013). This was also compounded their reluctance to give up old habits whereby they had always viewed women as people who should always work under the supervision of men. The HRM had no option but to halt the initiative as the prevailing environment was never supported at all and vowed to engage in massive initial consultation with all the stakeholders before bringing the issue up again in the future. However, the women who had been employed in the organization felt much disappointed with their fellow male colleagues. They, however, vowed to pursue equity using every means possible even if it meant going to court. References Bareil, C. (2013). Two Paradigms about Resistance to Change. Organization Development Journal, 31(3). Burnes, B. (2015). Understanding resistance to changebuilding on Coch and French. Journal of Change Management, 15(2), 92-116. Ceptureanu, E. G. (2015). Survey Regarding Resistance To Change In Romanian Innovative Smes From It Sector. Journal Of Applied Quantitative Methods, 10(1). Vuori, T. (2016). Shaul Oreg and Jacob Goldenberg: Resistance to Innovation: Its Sources and Manifestations. Winiecki, J. (2013). Resistance to Change in the Soviet Economic System (Routledge Revivals): A Property Rights Approach. Routledge.

Battle of Agincourt - Hundred Years War

Battle of Agincourt - Hundred Years' War Battle of Agincourt: Date Conflict: The Battle of Agincourt was fought October 25, 1415, during the Hundred Years War (1337-1453). Armies Commanders: English King Henry Vapprox. 6,000-8,500 men French Constable of France Charles dAlbretMarshal Boucicautapprox. 24,000-36,000 men Battle of Agincourt - Background: In 1414, King Henry V of England began discussions with his nobles regarding renewing the war with France to assert his claim on the French throne. He held this claim through his grandfather, Edward III who begun the Hundred Years War in 1337. Initially reluctant, they encouraged the king to negotiate with the French. In doing so, Henry was willing to renounce his claim to the French throne in exchange for 1.6 million crowns (the outstanding ransom on French King John II - captured at Poitiers in 1356), as well as French recognition of English dominion over occupied lands in France. These included Touraine, Normandy, Anjou, Flanders, Brittany, and Aquitaine. To seal the deal, Henry was willing to marry the young daughter of the chronically insane King Charles VI, Princess Catherine, if he received a dowry of 2 million crowns.  Believing these demands too high, the French countered with a dowry of 600,000 crowns and an offer to cede lands in Aquitaine.  Negotiations quickly stalled as the French refused to increase the dowry. With talks deadlocked and feeling personally insulted by French actions, Henry successfully asked for war on April 19, 1415. Assembling an army of around, Henry crossed the Channel with around 10,500 men and landed near Harfleur on August 13/14. Battle of Agincourt - Moving to Battle: Quickly investing Harfleur, Henry hoped to take the city as a base before advancing east to Paris and then south to Bordeaux. Meeting a determined defense, the siege lasted longer than the English had initially hoped and Henrys army was beset by a variety of diseases such as dysentery. When the city finally fell on September 22, the majority of the campaigning season had passed. Assessing his situation, Henry elected to move northeast to his stronghold at Calais where the army could winter in safety. The march was also intended to demonstrate his right to rule Normandy. Leaving a garrison at Harfleur, his forces departed on October 8. Hoping to move quickly, the English army left their artillery and much of the baggage train as well as carried limited provisions. While the English were occupied at Harfleur, the French struggled to raise an army to oppose them. Gathering forces at Rouen, they were not ready by the time the city fell. Pursuing Henry, the French sought to blockade the English along the River Somme. These maneuvers proved somewhat successful as Henry was forced to turn southeast to seek an uncontested crossing. As a result, food became scarce in the English ranks. Finally crossing the river at Bellencourt and Voyenes on October 19, Henry pressed on towards Calais. The English advance was shadowed by the growing French army under the nominal command of Constable Charles dAlbret and Marshal Boucicaut. On October 24, Henrys scouts reported that the French army had moved across their path and was blocking the road to Calais. Though his men were starving and suffering from disease, he halted and formed for battle along a ridge between the woods of Agincourt and Tramecourt. In a strong position, his archers drove stakes into the ground to protect against cavalry attack. Battle of Agincourt - Formations: Though Henry did not desire battle due to being badly outnumbered, he understood that the French would only grow stronger. In deploying, men under the Duke of York formed the English right, while Henry led the center and Lord Camoys commanded the left.  Occupying the open ground between the two woods, the English line of men at arms was four ranks deep. The archers assumed positions on the flanks with another group possibly being located in the center. Conversely the French were eager for battle and anticipated victory. Their army formed in three lines with dAlbret and Boucicault leading the first with the Dukes of Orleans and Bourbon. The second line was led by the Dukes of Bar and Alenà §on and the Count of Nevers. Battle of Agincourt - The Armies Clash: The night of October 24/25 was marked by heavy rain which turned the newly plowed fields in the area into a muddy quagmire. As the sun rose, the terrain favored the English as the narrow space between the two woods worked to negate the French numerical advantage. Three hours passed and the French, awaiting reinforcements and perhaps having learned from their defeat at Crà ©cy, did not attack. Forced to make the first move, Henry took a risk and advanced between the woods to within extreme range for his archers. The French failed to strike with the English were vulnerable (Map). As a result, Henry was able to establish a new defensive position and his archers were able to fortify their lines with stakes. This done, they unleashed a barrage with their longbows. With the English archers filling the sky with arrows, the French cavalry began a disorganized charge against the English position with the first line of men-at-arms following. Cut down by the archers, the cavalry failed to breach the English line and succeeded in doing little more than churning the mud between the two armies. Hemmed in by the woods, they retreated through the first line weakening its formation. Slogging forward through the mud, the French infantry was exhausted by the exertion while also taking losses from the English archers. Reaching the English men-at-arms, they were able to initially push them back. Rallying, the English soon began inflicting heavy losses as the terrain prevented the greater French numbers from telling. The French were also hampered by the press of numbers from the side and behind which limited their ability to attack or defend effectively. As the English archers expended their arrows, they drew swords and other weapons and began attacking the French flanks. As a melee developed, the second French line joined the fray. As the battle raged, dAlbret was killed and sources indicate that Henry played an active role at the front. Having defeated the first two French lines, Henry remained wary as the third line, led by the Counts of Dammartin and Fauconberg, remained a threat. The only French success during the fighting came when Ysembart dAzincourt led a small force in a successful raid on the English baggage train. This, along with the menacing actions of the remaining French troops, led Henry to order the killing of the majority of his prisoners to prevent them from attacking should the battle resume. Though criticized by modern scholars, this action was accepted as necessary at the time. Assessing the massive losses already sustained, the remaining French troops departed the area. Battle of Agincourt - Aftermath: Casualties for the Battle of Agincourt are not known with certainty, though many scholars estimate the French suffered 7,000-10,000 with another 1,500 nobles taken prisoner. English losses are generally accepted to be around 100 and perhaps as high as 500. Though he had won a stunning victory, Henry was unable to press home his advantage due to the weakened state of his army. Reaching Calais on October 29, Henry returned to England the following month where he was greeted as a hero. Though it would take several more years of campaigning to achieve his goals, the devastation wrought upon the French nobility at Agincourt made Henrys later efforts easier. In 1420, he was able to conclude the Treaty of Troyes which recognized him as the regent and heir to the French throne. Selected Sources History of War: Battle of Agincourt

Canadian workers essays

Canadian workers essays . How did McLachlan attempt to bring women into the wage campaign in 1917, and how did this strategy reflect ideas about masculinity? Women became the focus of J.B. McLachlans campaign for higher wages during 1917 in which there would have been, roughly, a 30 percent pay increase. After discussing it with the AMW, McLachlan set out to include women as part of the struggle so there could be a better understanding of the needs of workers and their families. Women were asked to write to McLachlan to provide information regarding an imaginary family budget. This budget had to include living expenses such as food and rent. At the time, workers were only receiving $3.50 a day which, as one woman points out, was not even enough to cover the food bill and the rent alone. This was McLachlans attempt to bring women into the wage campaign and it also changed the miners perception of womens role in the home. Within the mining community, women became more recognised as an important asset to their well-being within the community. The reason women were picked for McLachlans contest was because of their knowledge of money with respect to household expenses. Men were occupied working in the mines for ten hours a day while women took responsibility for managing the money. Asking them for the financial needs of mining families seemed like an obvious option to McLachlan and the AMW. The masculinity that existed during this time is something that should not be overlooked. It stemmed from the notion that men where the only ones who were supposed to work and earn a living, not women. The main purpose of keeping women in the home was for them to take care of the children as well as tending to the house. McLachlan also believed in this patriarchal norm that was part of society at the time. It was not typical for a man of this time period to stay at home and not be the breadwinner of the family. This way of thi ...

Response paper Essay Example | Topics and Well Written Essays - 250 words - 9

Response paper - Essay Example I personally agree with Ray Bradbury in virtually all the issues he raised. Bradbury says quantity brings about quality in work. The more one works and gain more experience the more quality his or her work becomes (McKenzie 40). After work, relaxation of the body is vital and I don`t think there is something that results in more relaxation and in turn more creativity like writing. In the circumstance where writers don’t think, they end up copying other writers work and compromising quality of their work. Just as an artist may think of the money he or she will earn after the work instead of focusing on the truth and the internal feeling that his or her work entails and bring out the beauty of the art work, most commercial writers do slanted stories, focusing on the money they will cash from their banks while ignoring the originality and creativity they could possibly have in their work. Most upcoming writers engage their working time only to give out unoriginal story lacking creativity simply because the commercial market has taken over them and dictate what they write. The body should be left alone to think and act for itself and let the writings flow from inside you not from external forces (McKenzie 44). While new writers are at liberty to imitate and emulate other prominent writers in history, it is only allowed up to some extent and should not eliminate the ability of a man to become truly creative in his work. The writer should select a field where he or she thinks his ideas will develop more comfortably. One needs to remember that selecting a field to write on is absolutely different from slanting within that field (McKenzie 46). In conclusion, what you think of the world should characterize what you think. Consider yourself as a prism and measure the light of the world. Give the light back to the world in a totally different perspective. Let your feeling and thinking about the world dictate your writing. Bring out your ideas

Marketing Report Case Study Example | Topics and Well Written Essays - 3000 words

Marketing Report - Case Study Example The current revolution of information and communication technologies is changing our business environment drastically: new technologies influence the way we organize our work and the environment in which we compete, introducing new rules and new relative powers among incumbents, newcomers and even entire markets. This complex, evolving environments are referred to as new technology playgrounds This paper focuses on the case of Parker Pen Company. The first part of the paper provides an overview of the case and the nature of the marketing and communication techniques used by the company, the second part of the paper focuses on some of the miscalculations the company did, that cost them a fortune. The last part of the paper provides the conclusion and recommendation. The case Parker Pen Company focuses on a key player in the writing industry. It main activities include the manufacturing of writing instruments and are one of the world's best known companies in the domain. As a global company, its products are sold in 154 countries and the company considered itself number one in 'quality writing instruments'. ... The last part of the paper provides the conclusion and recommendation. 1.1Overview of the Parker Pen Company Case The case Parker Pen Company focuses on a key player in the writing industry. It main activities include the manufacturing of writing instruments and are one of the world's best known companies in the domain. As a global company, its products are sold in 154 countries and the company considered itself number one in 'quality writing instruments'. Things didn't work out and remain the way the company had thought and plan as its global marketing and communicating strategies designed and planed at the headquarters cost the company a fortune. The company failed and made huge marketing and product positioning mistakes, they neglected local values and cultures and in all management failed to recognize that, as other one size fit all brands like coca cola, Parker Pen Company with its quality writing instruments cannot be matched and placed in the same domain. Huge other errors and calculations were made and to make matter worst, practitioners and pioneer of the Parker Pen global marketing concepts were fired. A company that was once used as benchmarking models a super hero, and a world class in quality writing instrument became a laughing stock. In global marketing, if cultural and competitive differences are less important than their similarities, a single advertising approach can exploit these similarities to stimulate sales everywhere, and at far lower cost than if campaigns were developed for each. However, the situation of Parker Pen proofs the contrary. The company's marketing department would have acted with respect to different market, for the issue of standardization, one sound, one size as in the situation of coca cola

Le Groupe International Belge French Essay

Le Groupe International Belge French Essay Note de Synthà ¨se Le groupe international Belge SOLVAY, est un groupe diversifià © il est composà © de 3 Domaines dActività ©s Stratà ©giques: Chimie, Plastique et Pharmacie Lintà ©gration des actività ©s pharmaceutiques au sein du groupe Solvay sinscrit dans là ©volution historique du groupe et dans une stratà ©gie de croissance durable. Depuis les annà ©es 70, Solvay a dà ©cidà © de dà ©velopper des actività ©s acycliques, en particulier dans le domaine de la santà ©, ce qui la conduit à   de nombreuses acquisitions, avec encore rà ©cemment lacquisition des Laboratoires Fournier (2005). Solvay Pharmaceuticals est devenue une socià ©tà © active, de dimension internationale. Solvay Pharmaceuticals a fortement contribuà © au dà ©veloppement du Groupe. Alors que jusque là   le groupe raisonnait en termes de croissance durable et veillait au dà ©veloppement de son actività © pharmaceutique, on assiste aujourdhui à   un revirement stratà ©gique avec la dà ©cision prise le 28 Septembre 2009 de cà ©der lintà ©gralità © des actività ©s Pharmaceutiques. Il est à   noter que le DAS Pharmacie est lactività © la plus rentable du groupe (2/3 des bà ©nà ©fices pour 1/3 du CA). La problà ©matique qui sest alors dà ©gagà ©e a à ©tà © de savoir pourquoi lentreprise Solvay a fait le choix de se dà ©gager dune actività © rentable? La dà ©cision se caractà ©rise comme une stratà ©gie de recentrage, compte tenu du marchà © de la pharmacie (concurrence, mutations) et de ses contraintes (financià ¨res, sanitaires, là ©gales†¦) ainsi que des ressources de lentreprise (taille moyenne). Ce recentrage intervient dans une logique de focalisation stratà ©gique à   long terme. Solvay a dà ©cidà © de dà ©sinvestir par cession (sell-off), avec lintention de se concentrer sur son cÅ“ur de mà ©tier afin dassurer sa pà ©rennità © sur des marchà ©s dominables (≠ Pharmacie structure concurrentielle non favorable) et de renforcer la cohà ©rence de ses actività ©s. Ce revirement sinscrit donc dans une dynamique dadaptation et de pà ©rennisation. Solvay à   donc pour ambition daffirmer sa position parmi les leaders dans les produits et services de la chimie et du plastique, par croissance interne (forte valeur ajoutà ©) et externe (nouvelles compà ©tences, nouveaux territoires). Cette stratà ©gie apparaà ®t comme cohà ©rente face au rude marchà © de la Pharmacie, mais des incertitudes persistent quant au rà ©investissement des sommes dà ©gagà ©es par la vente, mais aussi quant à   lavenir de Solvay sur des marchà ©s enclin à   une flambà ©e des prix des matià ¨res premià ¨res (Progression du CA mais baisse des performances). Introduction A lheure du dà ©veloppement considà ©rable des nouvelles technologies, biotechnologies ou autres nanotechnologies, le secteur mà ©dical est en perpà ©tuel mouvement. Ainsi, avec des efforts en recherche et dà ©veloppement trà ¨s importants dans ces secteurs et laccroissement des produits gà ©nà ©riques ainsi que des laboratoires, ces derniers nont plus seulement comme but de dà ©velopper des ressources et solutions pour les personnes malades. En effet, un rà ©el business sest dà ©veloppà © autour de ce secteur avec une concurrence mondiale qui saccroà ®t chaque annà ©e dans le cadre dune augmentation des dividendes versà ©s aux actionnaires, nà ©gligeant parfois la vocation premià ¨re du secteur mà ©dical: aider les personnes malades. De ce fait, les socià ©tà ©s nont pas de remords à   tester de nouveaux mà ©dicaments en contre partie dune contribution financià ¨re sur des à ©tudiants ou personnes dà ©sireux darrondir leurs fins de mois. En outre, les rachat s dactions ou de socià ©tà ©s sont de plus en plus frà ©quents, les commerciaux mà ©dicaux sont de plus en plus nombreux et laugmentation des produits gà ©nà ©riques complexifient le domaine du secteur mà ©dical de nos jours. En 2010, la France a consacrà © 2,2% du PIB pour la RD, soit prà ¨s de 30 milliards deuros, en augmentation de 5,5% par rapport à   2009. Lunion europà ©enne sest fixà ©e un objectif de croissance de 3% par an dans le but de rattraper le retard par rapport aux Etats-Unis. Le budget de recherche et dà ©veloppement dans le secteur privà © en France est de 5 milliards deuros pour lannà ©e courante. Cette faible croissance des dernià ¨res annà ©es à   conduit à   la dà ©localisation de nombreuses entreprises dans dautres pays au dà ©but du XXIà ¨me sià ¨cle. Dans le cadre de notre sujet de recherche, nous à ©tudierons la position du groupe international SOLVAY qui sest rà ©cemment sà ©parà ©e dun de ses trois domaines dactività ©s stratà ©giques, le secteur pharmaceutique. Ce domaine qui à ©tait rentable pour la socià ©tà © Belge. Aprà ¨s avoir prà ©sentà © ce groupe diversifià ©, nous prà ©senterons les cours de son action et mettrons en à ©vidence les chiffres clà ©s qui permettent de mieux lapprà ©hender. Dans une seconde partie, nous nous focaliserons sur le domaine cà ©dà © par SOLVAY, le secteur pharmaceutique et nous y à ©tudierons plus prà ©cisà ©ment ses diffà ©rentes facettes. Nous pourrons ainsi en dà ©gager des rà ©flexions sur la pertinence de la dà ©cision rà ©alisà ©e par les dirigeants de la socià ©tà ©. I. SOLVAY un groupe diversifià © 1. Prà ©sentation du Groupe SOLVAY Solvay est une socià ©tà © fondà ©e en 1863 par le chimiste Ernest Solvay. Le groupe fut le premier à   dà ©velopper la production du bicarbonate de sodium ainsi que lutilisation de là ©lectrolyse. SOLVAY est donc un groupe chimique et pharmaceutique international dont le sià ¨ge se trouve à   Bruxelles. Il est prà ©sent dans 50 pays et emploie plus de 29.000 personnes dans les secteurs dactività ©s: Chimie, Plastique et Pharmaceutique. Aujourdhui, SOLVAY est un groupe international qui intervient dans lindustrie chimique et pharmaceutique, il sest dà ©veloppà ©, dans plus de 50 pays, emploie 29000 employà ©s dans le monde. Le sià ¨ge se trouve à   Bruxelles, en Belgique. Le groupe, qui a une actività © industrielle importante dans les secteurs dactività ©s: Chimie, Plastique et Pharmaceutique, veille à ©galement à   la protection de lenvironnement tout au long du cycle de vie du produit dans le cadre dune prise en compte active du dà ©veloppement durable. Chacun est dailleurs sensibilisà © à   ce sujet dans le code de conduite de la socià ©tà ©  «One group, One code, One path ». Depuis le 15 Fà ©vrier 2010, SOLVAY sest rà ©orientà © sur 2 axes stratà ©giques (Chimie, Plastique) avec la revente de lactività © pharmaceutique à   la socià ©tà © Abott dans le cadre dun recentrage des actività ©s de la socià ©tà © Belge. La plus-value aprà ¨s impà ´t rà ©alisà ©e sur la vente du secteur pharmaceutique est de 1,7 milliards deuros. La socià ©tà © a pour but de rà ©investir cette somme dans des projets stratà ©giques en chimie et plastiques. De plus, elle souhaite continuer à   dà ©velopper ses rà ©gions qui ont un potentiel de croissance. En attendant les rà ©sultats des à ©valuations sur ces projets, elle compte investir à   court terme la trà ©sorerie excà ©dentaire. 2. Les parties prenantes Le groupe SOLVAY est cà ´tà © au NYSE Euronext à   Bruxelles, il est dà ©tenue à   30,07% par Solvac, 3,05% est dà ©tenu par Solvay Stock Option Management et 2,94% est dà ©tenue par Blackrock. Il est a souligner que M. Patrick Solvay est administrateur de la holding Solvac est dà ©tient 5,27% du Capital de celle-ci. à  Lien à ©troit entre Solvac et Solvay (Famille Solvay) 3. Performance Globale Quant à   lanalyse de la performance globale et à   la projection de la socià ©tà © sur les prochaines annà ©es, nous avons retenu les informations les plus pertinentes (daprà ¨s là ©tude des analystes dinfinancials: www.infinancials.com, des donnà ©es fournies par www.bourse.lesechos.fr, ainsi que des donnà ©es du Groupe Solvay: www.solvay.com). Voici tout dabord les diffà ©rentes à ©volutions des chiffres daffaires et rà ©sultats opà ©rationnels entre 2008 et 2009: CA 09 ∆% CA 08/09 Resultat opà ©rationnel 09 ∆% Resultat opà ©rationnel 08/09 Pharmaceutique 2791 3% 649 29% Chimique 2713 -12% 246 3% Plastique 2982 -19% 73 -72% * les chiffres ci-dessus sont en millions deuros/Source: infinancials.com Ci-dessus, là ©volution du chiffre daffaire et du rà ©sultat opà ©rationnel entre 2008 et 2009. On peut facilement observer sur ces donnà ©es calculà ©es à   partir du rapport 2009 de Solvay, que lactività © pharmaceutique a à ©tà © en forte progression aussi bien en termes de ventes que de rà ©sultat opà ©rationnel. Les actività ©s chimiques et plastiques, quant à   elles, en rà ©gression considà ©rables au niveau des ventes ainsi quen rà ©sultat opà ©rationnel pour lactività © plastique, ont en partie à ©tà © affectà ©es par la crise mondiale rà ©cente. Seulement le secteur pharmaceutique permet de rà ©tablir ces valeurs peu favorables durant lannà ©e 2009. De plus, daprà ¨s le rapport 2009 de SOLVAY, la là ©gà ¨re à ©volution du rà ©sultat opà ©rationnel du secteur chimique a à ©tà © induite par la diminution des coà »ts fixes et coà »ts à ©nergà ©tiques. Le secteur pharmaceutique a de nombreux produits phares dans diffà ©rentes spà ©cialisations comme les vaccins antigrippaux (Influac), la gynà ©cologie (Duphaston, Prometrium), la cardiomà ©tabollique (Tricor, Liphantyl) ou encore la neuroscience (Serc). Ces produits sont à   forte valeur ajoutà ©e pour le groupe. Ainsi, lacquisition de filiales et le dà ©veloppement de la socià ©tà © dans des pays en voie de dà ©veloppement ont contribuà © à   la plus-value rà ©alisà ©e lors de la cession. 2009 Prà ©visionnel 2010 ∆% 09/10 Investissements et acquisitions 567 673 18,7% RD 555 148 -73,3% Total 1122 821 -26,8% * les chiffres ci-dessus sont en millions deuros/Source: infinancials.com Sur ce tableau, on peut observer la projection de la socià ©tà © quant à   lannà ©e 2010 concernant les investissements et la recherche et dà ©veloppement. On peut constater que la socià ©tà © va continuer à   se dà ©velopper en comptant acquà ©rir dautres filiales. Suite à   la vente du secteur pharmaceutique à   Abott, la RD va considà ©rablement diminuer. En effet, la recherche mà ©dicale nà ©cessite beaucoup de moyens pour la recherche afin de dà ©velopper de nouveaux mà ©dicaments. Suite à   là ©tude de la performance des concurrents, et grà ¢ce aux ressources dinfinancials.com en sà ©lectionnant les crità ¨res suivant: EBITDA, rendement de la dette, revenus net, valeur des actions, volatilità © des actions. Nous avons pu caractà ©riser la socià ©tà © comme suiveuse. Voici, selon les analystes dinfinancials.com, la notation attribuà ©e à   la socià ©tà © en comparaison de la concurrence mondiale: SOLVAY Concurrence mondiale Taux de croissance 1,9 4,2 Valeur de lentreprise 3,4 5,1 Profitabilità © 6,1 5 Risque de marchà © 7,3 6,7 * toutes les notes sont notà ©es sur 10 points A titre informatif, les indicateurs et les valeurs pertinentes dà ©taillà ©s de ces dernià ¨res annà ©es sont mis à   disposition en annexes (Annexe 1). 4. Domaines dActività ©s Stratà ©giques La typologie des 3 DAS: Pharmaceutique : Cest un secteur de croissance non cyclique, il reprà ©sentait une zone de croissance pour Solvay. La socià ©tà © pharmaceutique est de taille moyenne. Chimique : La branche chimie dispose dun leadership fort et dune position concurrentielle. Elle se dà ©compose en 4 grands pà ´les: Le Pà ´le des minà ©raux (46% du CA du secteur Chimique: Carbonate de soude et dà ©rivà ©s, carbonates de baryum et de strontium,  « advanced Functional Minerals  ») Le Pà ´le Electrochimie et Fluor (36,3% du CA du secteur Chimique : soude caustique et produits fluorà ©s) Le Pà ´le Oxygà ¨ne (16,3% du CA du secteur Chimique : peroxyde dhydrogà ¨ne, dà ©tergence et caprolactones) Et le pà ´le Organique (0,9% du CA du Secteur Chimique) Plastiques : Cette branche est mineure dans lactività © du groupe, et se caractà ©rise par une spà ©cialisation dans: Les Polymà ¨res  « high tech  » et Inergy Automotive Systems (42% du CA de ce secteur) Et les actività ©s compà ©titives de la chaà ®ne vinylique (58% du CA de ce secteur) Il est à   souligner que Solvay fait partie des leaders mondiaux dans les domaines de la fabrication et de la commercialisation de produits plastiques et chimiques. Analyse des performances à ©conomiquespar DAS: Dans un premier temps nous allons analyser la reprà ©sentation des diffà ©rents DAS dans la performance à ©conomique du groupe Solvay. Rà ©partition du CA 2009 en pourcentage: Rà ©partition du Rà ©sultat 2009 en pourcentage: Au niveau du Chiffre dAffaires on remarque que la rà ©partition est homogà ¨ne avec une reprà ©sentation denviron 1/3 pour chaque DAS. Cependant dans lanalyse du Rà ©sultat on remarque que le portefeuille dactività ©s est trà ¨s dà ©sà ©quilibrà © en effet la Pharmacie reprà ©sente 2/3 du Rà ©sultat global du groupe. Tandis que les secteurs Chimique et Plastique ne reprà ©sentent seulement 1/3, la chimie à ©tant le plus rentable des 2. Suite à   cette analyse nous pouvons dire que le secteur Pharmaceutique est le plus rentable et ainsi est la source principale de revenu pour du groupe. Analyse du portefeuille dactività ©s du groupe: Matrice BCG: Lanalyse du portefeuille BCG est basà ©e sur 2 indicateurs la PDM relative et le taux de croissance. Pour le groupe Solvay, la Matrice laisse apparaitre la Pharmacie comme DAS Dilemme, en effet compte tenu de la concentration du secteur et de la taille moyenne de la branche pharmacie du groupe Solvay cette actività © devient problà ©matique. La chimie cÅ“ur de mà ©tier du groupe reprà ©sente lactività ©  «Vache à   lait », en effet Solvay fait partie des leaders sur ce marchà © à   tendance stable (taux de croissance nul) et enfin lactività © Plastique se prà ©sente comme  «Star » car Solvay travaille beaucoup dans le segment des plastiques  «high tech » et simpose comme un acteur important dans le domaine. II. Le Recentrage: une stratà ©gie nà ©cessaire et cohà ©rente? 1. Diagnostic (Focus DAS Pharmacie) A. Diagnostic Externe Les grandes tendances du marchà ©: * Une croissance fragilisà ©e: Le secteur connaà ®t une croissance mais qui est fragilisà ©e par la crise. En effet depuis ces 3 dernià ¨res annà ©es, on assiste à   un ralentissement de la croissance du CA du secteur et ainsi a une perte de vitesse de la croissance du secteur. Plusieurs facteurs, expliquent cela, daprà ¨s les à ©tudes du XERFI 700 on dà ©note : Les à ©conomies des organismes payeurs tel que lassurance maladie et autres mutuelles qui rà ©duisent leurs coà »ts. Une baisse significative de lauto mà ©dication : du fait de la remonter des prix et de la baisse du pouvoir dachat de la population dut à   la crise Une forte augmentation de la consommation de vaccins ainsi que de la vente de mà ©dicament gà ©nà ©rique. Rà ©ellement seul lactività © hospitalià ¨re et des maladies de grandes ampleurs tel que de la grippe A soutiennent lactività © du secteur. Concernant le dà ©veloppement des gà ©nà ©riques il est dà ©favorable à   lindustrie franà §aise par exemple (car cest un producteur de second rang). Les principaux producteurs sont les pays à ©mergents tel que la chine l inde ou le brà ©sil. Laugmentation de la perte de brevet reprà ©sente une hausse des couts de la recherche et un dà ©clin de la productività © de la RD Un durcissement de la rà ©glementation des mà ©dicaments concernant notamment toutes les à ©tapes de fabrication. La radicalisation des conditions dhomologation des nouveaux Laugmentation des substituts tels que les alicaments, les contrefaà §ons de mà ©dicaments (en nette progression dans les pays en dà ©veloppement) et les nouvelles alternatives thà ©rapeutiques. Le problà ¨me de surcapacità © des grands groupes dans la production de mà ©dicaments reprà ©sente à ©galement une des raisons de la fragilità © de ce secteur. Le problà ¨me de ce ralentissement vient principalement de la faible croissance des marchà ©s forts tels que les marchà ©s europà ©en et amà ©ricain. Nà ©anmoins les pays en dà ©veloppement tels que la Chine, lInde reprà ©sentent un à ©norme potentiel. * La crise du modà ¨le Blockbuster: Le modà ¨le blockbusters reposait sur la production dun nombre restreint de rà ©fà ©rences qui par des effets de masses et dà ©conomie dà ©chelles, atteignait des niveaux de rentabilità © trà ¨s à ©levà ©. On assiste aujourdhui à   une crise de ce modà ¨le du fait quaujourdhui la clientà ¨le a nettement moins besoin de mà ©dicament de masse mais de plus de mà ©dicament ciblà ©. Ce systà ¨me est à ©galement remis en cause par: la perte des brevets, laugmentation des coà »t de RD, la concurrence des gà ©nà ©riques†¦ * La tendance à   la spà ©cialisation Le secteur pharmaceutique sur le long terme tend à   un partage des risques et vers un modà ¨le de blockbusters de niche (mà ©decine de spà ©cialità ©). Cette nouvelle tendance intà ¨gre le dà ©veloppement des nouvelles technologies, lenjeu de se modà ¨le rà ©side dans une stratà ©gie de portefeuille nouvelle adaptà ©e a des besoins bien spà ©cifiques. * Restructuration dans le secteur Les grands laboratoires sont à ©galement à   la recherche dà ©conomies de coà »ts, notamment en RD, cest ainsi que lon a assistà © à   une vague de restructuration en 2008. Lobjectif à ©tant dadapter lorganisation de la RD (sous traitance), pour leurs permettre de prà ©server leur potentiel dinnovation et mieux rà ©pondre à   lintà ©gration des nouvelles technologies. * Le retour à   une concentration du marchà © (mà ©gafusions) Face à   ces mutations du secteur, les grands laboratoires on dà ©ployà © de nouvelles stratà ©gies pour conserver leur position et rà ©pondre aux exigences du marchà © et des payeurs. Les enjeux aujourdhui pour ces groupes sont loptimisation des coà »ts et la croissance externe, cest ainsi quils on recours à   des Fusions et Acquisitions ciblà ©es par exemple en rachetant des petites boà ®te spà ©cialisà ©es dans les biotechnologies (RD active et innovante) ou en acquà ©rant des actività ©s oà ¹ les barrià ¨res à   lentrà ©es sont moins importantes comme les gà ©nà ©riques, les vaccins†¦(les entreprises cibles sont de taille moyenne). Le secteur pharmaceutique passe de la production de produit de masse à   la recherche de marchà ©s de niche à   fort potentiel. Cette à ©volution passera incontestablement par des investissements importants à   linternational (conquà ªte de nouveaux marchà ©e), en RD (nouvelles technologies) etc †¦ Analyse PESTEL: *Source Xerfi 700 On a pu observer que le contexte dans lequel lindustrie pharmaceutique à ©volue est de plus en plus difficile. Le dà ©veloppement de nouveaux mà ©dicaments coà »te cher et lissue est toujours plus incertaine. Les contraintes sanitaires et là ©gales sont devenues draconiennes et lapprobation de plus en plus difficile. Analyse des à ©là ©ments structurels du secteur: Modà ¨le de Porter(5 forces+Gouvernement)  · Le pouvoir de nà ©gociation des fournisseurs (+) Il y a un faible pouvoir de nà ©gociation de la part des fournisseurs. En effet les entreprises du secteur commandent majoritairement de grosses quantità ©s notamment du fait de la production de masse des mà ©dicaments et dans le but de rà ©aliser des à ©conomies dà ©chelles (systà ¨me des blockbusters). Cependant ce fort pouvoir de nà ©gociation tend à   diminuer du fait de la crise du modà ¨le des blockbusters.  · Le pouvoir de nà ©gociation des clients (+-) Il y a un faible pouvoir de nà ©gociation de la part des clients. Cependant les clients finaux sont fortement influencà ©s par limplication des organismes payeurs, dans le taux de remboursement des mà ©dicaments.  · Les produits substituts (- -) Les produits gà ©nà ©riques sont de nouveaux produits de substitution leur production commence dà ¨s quun brevet tombe dans le domaine public. Le nombre de mà ©dicaments gà ©nà ©riques est en augmentation chaque annà ©e ce qui est une menace pour le secteur. Enfin la dernià ¨re menace sont les produits contrefaits en augmentation dans les pays en dà ©veloppement qui se substituent à   tord aux mà ©dicaments originaux. Autre menace dans une moindre mesure, les alicaments et mà ©decines douces, bien quils ne rà ©pondent pas aux mà ªmes besoins et ne sont pas rà ©ellement substituables, ils sont consommà ©s en amont par les consommateurs ce qui correspond à   une forme de substitution.  · Entrants potentiels (+) Le secteur est fermà © aux nouveaux entrants, il est donc difficile de venir concurrencer une entreprise sur le secteur, en effet il y a de trà ¨s fortes barrià ¨res à   lentrà ©e (investissements financiers à ©levà ©s, technologies†¦). Il faut cependant souligner le fait que les clients dans ce secteur ne sont pas fidà ¨les à   une marque si le produit à   la mà ªme efficacità © (mà ©dicaments gà ©nà ©riques).  · Concurrence interne (- -) La rivalità © dans ce secteur dactività © est trà ¨s vive du fait du nombre et de la taille des acteurs (concentration). Le marchà © de la pharmacie est de type ultra concurrentiel, avec une dominance des 2 leaders mondiaux (Pfizer et GSK), suivis de grands groupes internationaux (ex: MerckCo, Sanofi-Aventis, Novartis†¦) et en de laboratoires nationaux indà ©pendants trà ¨s actifs qui possà ¨dent des positions fortes notamment dans la RD.  · Gouvernement (-) Il est essentiel de noter limportance des facteurs induits par le Gouvernement dans un secteur tel que celui de la Pharmacie. En effet le gouvernement joue un rà ´le essentiel en ce qui concerne le contrà ´le de la production des mà ©dicaments et des prix pratiquà ©s. Le gouvernement joue un rà ´le essentiel dans un pays comme par exemple en France oà ¹ il est un organisme payeur (remboursement des mà ©dicaments). B. Diagnostic Interne Dans les annà ©es 70 et au lendemain de la crise pà ©trolià ¨re, le groupe Solvay a optà © pour un modà ¨le stratà ©gique hybride, en se lanà §ant, grà ¢ce plusieurs acquisitions, dans le secteur pharmaceutique. Lobjectif à ©tait alors davoir une actività © plus stable dans son portefeuille dactività ©s, qui permettrait de compenser laspect trop cyclique des actività ©s Chimie et Plastique (rà ©partition des risques). Cette petite actività © est devenue grande et source de revenu, au cours du temps. En 2008, la pharmacie pesait pour 52 % du bà ©nà ©fice du groupe Solvay, elle nest donc pas une actività © annexe. Il semblerait quaujourdhui Solvay Pharma soit un groupe denvergure relativement modeste et nest pas la taille critique pour poursuivre son à ©volution dans le secteur pharmaceutique. SOLVAY PHARMACEUTICALS est un groupe de socià ©tà ©s pharmaceutiques qui assurent les actività ©s pharmaceutiques mondiales du groupe SOLVAY. Axà © sur la recherche, ces socià ©tà ©s semploient à   rà ©pondre à   des besoins mà ©dicaux non satisfaits dans les domaines thà ©rapeutiques suivants: neurosciences, cardiomà ©tabolisme vaccins antigrippaux, gastro-entà ©rologie et gynà ©cologie/andrologie (source Solvay). En passant en revue les principales fonctions de lentreprise, il est possible de dà ©terminer les forces et faiblesses par rapport aux concurrents de lentreprise Solvay. Nous analyserons donc la branche pharmacie sur diffà ©rents aspects et crità ¨res : Commercial Solvay pharma a augmentà © ses ventes en Amà ©rique du Nord. Cela est dà » à   des raisons bien prà ©cises. Lapprobation de mà ©dicaments par la Food and Drugs Administration (FDA) a nettement augmentà © la vente de certains produits comme le CREON. Il a donc explosà © les ventes aux Etats-Unis puisquil le chiffre daffaire dà ©passe les 260 millions deuros. On peut aussi noter une diminution des ventes de Marinol puisque le mà ©dicament est passà © dans le secteur public. Lentreprise doit ainsi faire face à   une concurrence fà ©roce que sont les gà ©nà ©riques. On peut ainsi noter une forte augmentation des parts de marchà ©s sur le sol Amà ©ricains puisquil reprà ©sente 39% des ventes totales dans le monde de Solvay Pharma. De ce fait, Les principaux clients de Solvay Pharma sont lAmà ©rique du Nord, la Russie et la France. LEurope reste en tà ªte avec plus de 46% des ventes rà ©alisà ©. La collaboration avec ChemDiv met en avant une volontà © de se rapprocher encore plus de la Russie ainsi que des Etats-Unis. De plus, il reflà ¨te une recherche permanente puisque ChemDiv est un institut spà ©cialisà © dans la recherche de nouveaux composà ©s. On peut donc noter que ce partenariat sintà ¨gre parfaitement dans la stratà ©gie de croissance de Solvay Pharma. Elle est aussi en collaboration avec HUYA Bioscience International, une entreprise spà ©cialisà ©e dans la facilitation et laccà ©là ©ration du co-dà ©veloppement mondial de nouveaux produits biopharmaceutiques originaires de Chine. Ainsi grà ¢ce à   cette collaboration, Solvay Pharma accà ¨de au portefeuille de molà ©cule chinoise et dà ©veloppe le domaine cardiovasculaire. On peut aussi noter les produits phares de Solvay Pharma qui sont les vaccins antigrippaux principalement vendus en Europe, lAndrologie vendu dans le monde entier ainsi que lEnzyme pancrà ©atique. Recherche et dà ©veloppement Dans le cadre de la recherche et du dà ©veloppement, Solvay Pharma continue son partenariat avec Abbott. Ainsi, sur les produits visant à   diminuer le cholestà ©rol, Solvay Pharma et Abbott ont dà ©veloppà © un produit TRILIPIX rà ©duisant ce symptà ´me. Ils ont ainsi pu diminuer les dà ©penses de recherche et dà ©veloppement. On peut aussi noter que dans ce secteur dactività ©, la RD est trà ¨s importante. De ce fait, les dà ©penses dans ce pà ´le sà ©là ¨vent à   416 millions deuros alors que lentreprise alloue un budget total de 555 millions deuros toutes les dà ©penses lià ©es à   la recherche. Il est important de noter que Solvay Pharma se munie des meilleurs installations puisquelle a installà © la technologie la plus rà ©cente pour son unità © de production cellulaire. Au dà ©but des annà ©es 2000, les espoirs du groupe reposaient sur deux molà ©cules vedettes : le Cilansetron (syndrome du colon irritable) et le Bifeprunox (schizophrà ©nie). Cependant face aux diffà ©rents refus des autorità ©s sanitaires, Solvay a dà » abandonner ces molà ©cules en 2005 (Cilansetron) et 2009 (Bifeprunox), ces à ©checs ont entrainà © la perte de plusieurs millions deuros. On dà ©note à ©galement une faible productività © en termes de RD chez Solvay Pharma. Aujourdhui la rentabilità © et la croissance de lactività © Pharmaceutique sont assurà ©es par les molà ©cules hà ©rità ©es de lacquisition de Fournier (Tricor/Trilipix). Lactività © Pharmaceutique repose donc  «principalement » sur ces molà ©cules (faiblesse a long terme) qui constituent le principal argument de vente la branche Pharma. Financier On peut constater que la vente de Solvay Pharma reprà ©sente un gain de plus de 5 milliard deuros. Ce montant est basà © sur les gains quenregistre Solvay Pharma depuis les dernià ¨res annà ©es. De fait, le rà ©sultat opà ©rationnel sur ce secteur atteint des records puisquil a augmentà © de plus de 27% atteignant ainsi 640 millions deuros sur lannà ©e 2009. On peut aussi constater dans les tableaux des flux de trà ©sorerie que lentreprise Solvay Pharma diminue les efforts dinvestissements puisquelle a diminuà © ses emprunts de prà ¨s de 200 millions deuros. Cela est dà » à   la trà ©sorerie que dà ©gage depuis peu lactività © pharmaceutique. Lentreprise pratique aussi à ©normà ©ment lauto financement puisquelle en a les capacità ©s. C. SWOT Opportunità ©s Menaces Forte augmentation de la consommation de vaccins. Forte augmentation de la vente de mà ©dicament gà ©nà ©rique. Lactività © hospitalià ¨re et des maladies de grandes soutiennent lactività © du secteur. Fort potentiel des nouveaux marchà ©s en dà ©veloppement tel que la Chine, le Brà ©sil et lInde. Modification de lorganisation de la RD Fort potentiel de dà ©veloppement des marchà ©s de niche (spà ©cialisation) Diminution de laugmentation du CA du secteur Ralentissement de la croissance Une baisse significative de lauto mà ©dication Faible croissance des marchà ©s Occidentaux Marchà © trà ¨s concurrentiel (notion de taille critique) Durcissement de la rà ©glementation des mà ©dicaments concernant toutes les à ©tapes de fabrication Diminution des remboursements des à ©tablissements payeurs (tel que la sà ©curità © sociale) La crise du modà ¨le des blockbustersà  dvpt des gà ©nà ©riques Une hausse des couts de la RD et un dà ©clin de la productività © Pertes des brevets Dà ©veloppement des big pharma (FAà  concentration du secteur) Forces Faiblesses Recherche et dà ©veloppement Prà ©sence importante sur un marchà © porteur quest le cholestà ©rol (fenofibrate) Gros portefeuille de molà ©cules Partenaire dune grande importance Abbott, partenaire chinois (acquisition de part de marchà © en Chine) Dà ©veloppement grà ¢ce à   lacquisition des pà ´les pharmaceutiques (cardiovasculaire avec lacquisition de Fournier) Solvay Pharma dimportance moindre / à   la concurrence (taille moyenne) Difficultà © à   faire face au marchà © des gà ©nà ©riques Coà »t de la RD Manque de productività © dans la RD Rentabilità © et croissance repose sur les molà ©cules de Fournier Echec du dà ©veloppement de 2 molà ©cules vedettes Actività ©s mà ¨re de lentreprise ne peuvent pas se dà ©velopper à   cause de linvestissement dans la pharmacie Facteurs Clà ©s de Succà ¨s: Le dà ©veloppement et la rà ©organisation de la RD, et lintà ©gration de nouvelles technologies La rà ©duction des coà »ts et le dà ©veloppement sur des segments a forte valeur ajoutà © notamment par des processus de fusion acquisition Malgrà © son degrà © de spà ©cialisation, Solvay Pharma na pas la taille critique pour rà ©pondre au FCS (dà ©velopper un avantage concurrentiel durableà  coà »t à ©levà ©) et ainsi pour se dà ©velopper sur un marchà © ultra-concurrentiel. 2. Les modalità ©s de la dà ©cision A. Description de la dà ©cision de recentrage Le 28 Septembre 2009 Solvay a annoncà © le recentrage de ses actività ©s, afin de mettre en Å“uvre une rà ©orientation stratà ©gique sur son cÅ“ur de mà ©tier dans lintention dassurer la pà ©rennisation du Groupe. Pour cela le groupe à   dà ©cider de vendre la totalità © de ses actività ©s pharmaceutiques. Cette annonce a suscità © tout dabord lintà ©rà ªt des firmes europà ©ennes et tout particulià ¨rement du groupe Sanofi-Aventis. Loffre faite par Sanofi-Aventis a à ©tà © dà ©clinà ©e par la famille, celle-ci valorisait la socià ©tà © à   7,2 milliards deuros (soit 85 euros par action), Solvac souhaitait alors 100 euros par actions. La vente a finalement à ©tait faite à   Abbott,  «coopà ©titeur » historique du groupe, pour une valeur dentreprise totale denviron 5,2 milliards deuros. ABBOTT est une entreprise multinationale amà ©ricaine diversifià ©e dans le domaine de la santà ©, elle intervient dans la recherche, le dà ©veloppement et à   la commercialisation de produits pharmaceutiques et mà ©dicaux spà ©cifiques, y compris les produits nutritionnels, diagnostiques et les dispositifs mà ©dicaux. Lentreprise amà ©ricaine emploie plus de 72.000 personnes et commercialise ses produits dans plus de 130 pays (source