Features of Goodpastures Syndrome

Features of Goodpastures SyndromeIntroductionGoodpastures syndrome, a r be autoimmune ailment is characterized by anti-GBM (anti-glomerular cellphonear membrane) antibodies attacking glomerular and dental consonant basement membranes of the kidneys and lungs respectively. It was first off reported by Dr. Ernest William Goodpasture in 1919 and first used by Stanton and Tange in 1957 in their case studies involving nine patients with the pulmonary-renal syndrome. 1, 2Clinical Features The onset of this distemper ranges from the ages of 20-30 and 60-70 curiously in young men in their late twenties or in men and women over sixty years of age study. 3The symptomatic techniques involved in detection of Goodpastures syndrome include i) urine analysis that detects kidney aggrieve by presence of high number of red blood cells or protein in the urine sample ii) blood tests showing the presence of anti-GBM antibodies iii) x-rays that layabout show anomalies in lung anatomy or iv) biops ies that involve imaging of a kidney tissue sample to butt on glomeruli characterised by crescent-shaped structures and lines of antibodies attached to the GBM. 4 dapple Goodpastures syndrome constitutes the representation of clinical features deal apace progressive glomerulonephritis (RPGN) and pulmonary run from any cause, Goodpasture disease also includes the presence of anti-GBM antibodies in addition to the some other characteristics. The term anti-GBM disease constitutes a patient with the typical autoantibodies, irrespective of clinical symptoms and characteristic features. 1,5The clinical manifestations associated with Goodpastures syndrome include acute renal failure resulting from rapidly progressive glomerulonephritis along with pulmonary hemorrhage that might prove fatal. The symptoms in relation to it consist of bleeding of lungs, kidney failure, hematuria, proteinuria, general malaise, fatigue, and weight loss. 1,6,7,8,9The exact etiology of this syndrome is not k nown however in that respect seem to be inherited and environmental risk factors. The factors being i) exposure to organic solvents or hydrocarbons ii) smoking and drugs iii) infection iv) exposure to metal particulate matter v) lymphocyte-depletion therapy. 1,5,10The characteristic pathology in individuals experiencing the Goodpastures Syndrome hindquarters be detected by immunofluorescence staining technique of the immunoglobulin G on the GBM that shows smooth diffuse linear patterns. 11Hemodialysis, plasma exchange, cyclophosphamide drugs and immunosuppressive agents like methylprednisolone pulse therapy or oral administration of prednisolone argon mathematical treatments for Goodpastures syndrome. 12,13,14Basic Cellular and Molecular MechanismsThe localization of immunoglobulin IgG deposits at sites of inflammation within the pulmonary and renal basement membranes shows Goodpastures syndrome (a pull in of the anti-GBM disease) to be an anti body-mediated autoimmune disease . The pathogenic role of these antibodies has been confirmed bytransplantation of circulate or kidney-eluted anti-GBM antibodies to Rhesus monkey or human kidney allografts that result in the development of the disease.A type II hypersensitivity reaction occurs when antibodies are targeted against extracellular matrix (ECM) specific antigens. 15The hypersensitivity response affects all organs in the body of which collagen is a constituent but the alveolar and glomerular basement membranes are more prone to the effect. This discrepancy is a result of increased availableness of epitopes (antigen jots facilitating attachment to a matching antibody) linked to overexpression of 3 collagen chains in the respective basement membranes allowing access and formation of antibodies. 16While 3NC1 antibodies are the to the highest degree common in patients with Goodpastures syndrome, 5NC1 antibodies are less prevalent. Sometimes antineutrophil cytoplasmic antibody ANCA can also be present. 5, 17The derangement develops antibodies that target 3 chain of basement membrane collagen (type IV collagen) present in alveoli in lungs and in the glomeruli that form the filtering units of the kidneys within the nephrons. These structures contain the basement membrane with collagen as its essential ingredient that differentiates the epithelia from the underlying tissue. The conformational epitopes of the Goodpasture antigen are localized within 2 regions in the carboxyl group terminal, noncollagenous (NC1) domain of a type IV collagen chain, 3(IV)NC1. 1, 5, 18. Upon interaction of the anti-GBM antibodies with the conformational epitope of the GBM glycoproteins, the complement pass of the immune system gets activated. This results in infiltration by polymorphonuclear leukocytes (PMNs) and monocytes. The severely alter GBM induces reflux of fibrinogen into the Bowman space, fibrinogen polymerizes to fibrin through the proliferation of procoagulant factors from activated monocytes , starring(p) to a crescent formation.19Goodpastures syndrome is linked with specific HLA types. Both positive (HLA-DR15) and proscribe (HLA-DR7) associations are defined and being used to develop an understanding of antigen presentation, security deposit and autoimmunity. 20,21,22Recent DevelopmentsRecent developments like the plasmapheresis technique, steroidal drugs, and immunosuppressive therapy have drastically ameliorated the course of the medical condition in comparison to yesteryears, in which Goodpasture syndrome was deemed fatal. 23Zhao et al., demonstrate the significant role of 5NC1-specific antibodies in pathogenesis of Goodpastures disease and also re-confirm 345 collagen IV molecule as the original GP autoantigen. 17The invention of a drug, now patented, with its fighting(a) element containing boronthat constitutes inhibitors of arginase activity has claimed remedial effects in the morbid state of Goodpastures Syndrome. 24A recently developed, patented prophylaxi s for glomerulonephritis resulting from Goodpastures syndrome comprises of administration of a therapeutically effective amount of an IL-6 antibody that binds with or regulates the expression or activity of a mammalian IL-6 polypeptide. 25ConclusionsGoodpastures Syndrome is an autoimmune disease characterized by anti-GBM antibodies attacking glomerular and alveolar basement membranes. The innate immune response comprises of (i) cell death (ii) polymorphonuclear cell releasing neutrophils, basophils, eosinophils, antigens and monocytes to infiltrate the glomerulus. The adaptive immune response triggers the classical route of complement activated by antigen-antibody complex formation, and type II hypersensitivity reaction. present antigens are targeted against cell- specific and tissue specific antigens (chiefly the connective tissue).Unanswered QuestionsCurrently, there is a lot of research focusing on deciphering the causative agents of the ruinous antibodies that lead to the dev elopment of Goodpastures syndrome. Evidence from this research can lead to fiction drug discovery, eventually leading to a potential definitive cure for Goodpastures syndrome. 17The exact the genetic determinants that constitute the etiology of Goodpastures syndrome are yet to be found.BibliographySalama AD, Pusey CD. Goodpasture syndrome and other antiglomerular basement membrane diseases. In Gilbert SJ, Weiner DE, eds. National Kidney Foundations primer coat on Kidney Diseases. 6th ed. Philadelphia, PA Elsevier Saunders 2014 lumberjack 21.Benoit, F. L., D. B. Rulon, G. B. Theil, P. D. Doolan, and R. H. Watten. Goodpastures syndrome a clinicopathologic entity. The American diary of medicine 37, no. 3 (1964) 424-444.Hudson B, Tryggvason K, Sundaramoorthy M, Neilson E. Alport syndrome, goodpasture syndrome, and type IV Collagen. New Engl J Med 2003 3482543-56.Fervenza, Fernando C. Goodpasture Syndrome NIDDK National Institute of Diabetes and Digestive and Kidney Diseases. https //www.niddk.nih.gov/health-information/kidney-disease/glomerular-diseases/goodpasture-syndrome (accessed March 1, 2017).Phelps RG, Turner AN. Anti-glomerular basement membrane disease and Goodpasture disease. In Johnson RJ, Feehally J, Floege J, eds. Comprehensive Clinical Nephrology. 5th ed. Philadelphia, PA Elsevier Saunders 2015 chap 24.Lahmer T, Heemann U. Anti-glomerular basement membrane antibody disease a rare autoimmune disorder affecting the kidney and the lung. Autoimmun Rev 201212169-73.Pedchenko V, Bondar O, Fogo AB, Vanacore R, Voziyan P, Kitching AR, et al. Molecular architecture of the Goodpasture autoantigen in anti-GBM nephritis. N Engl J Med2010363343-54.Salant David J. Goodpastures disease new secrets revealed. N Engl J Med 2010 363388-91.Dammacco F, Battaglia S, Gesualdo L, Racanelli V. Goodpastures disease a report of ten cases and a review of the literature. Autoimmun Rev 2013121101-8.Jones, Joanne L., Sara AJ Thompson, Priscilla Loh, Jessica L. Davies, Orla C . Tuohy, Allison J. Curry, Laura Azzopardi et al. pitying autoimmunity after lymphocyte depletion is caused by homeostatic T-cell proliferation. Proceedings of the National academy of Sciences 110, no. 50 (2013) 20200-20205.MD, Edward. Renal Pathology http//library.med.utah.edu/WebPath/RENAHTML/RENAL093.html (accessed March 1, 2017).Greco, Antonio, Maria Ida Rizzo, Armando De Virgilio, Andrea Gallo, Massimo Fusconi, Giulio Pagliuca, Salvatore Martellucci, Rosaria Turchetta, Lucia Longo, and Marco De Vincentiis. Goodpastures syndrome a clinical update. Autoimmunity reviews 14, no. 3 (2015) 246-253.Bolton, W. Kline. Goodpastures syndrome. Kidney international 50, no. 5 (1996) 1753-1766.Johnson, John P., Walter Whitman, William A. Briggs, and Curtis B. Wilson. Plasmapheresis and immunosuppressive agents in anti-basement25 membrane antibody-induced Goodpastures syndrome. The American diary of medicine 64, no. 2 (1978) 354-359.Rutgers A, Meyers KEC, Canziani G, Kalluri R, Lin J, Madai o MP. High affinity of anti-GBM antibodies from Goodpasture and transplanted Alport patients to 3 (IV) NC1 collagen. Kidney Int. 200058115-122.Kelly, Patrick T., and Edward F. Haponik. Goodpasture syndrome molecular and clinical advances. practice of medicine 73, no. 4 (1994) 171-185.Zhao J, Cui Z, Yang R, et al. Anti-glomerular basement membrane autoantibodies against different target antigens are associated with disease severity. Kidney Int 2009 761108.Borza, Dorin-Bogdan, Eric G. Neilson, and Billy G. Hudson. Pathogenesis of Goodpasture syndrome a molecular perspective. In Seminars in nephrology, vol. 23, no. 6, pp. 522-531. WB Saunders, 2003.Morita, Takashi, Yasunosuke Suzuki, and Jacob Churg. Structure and development of the glomerular crescent. The American journal of pathology 72, no. 3 (1973) 349.Phelps, Richard G., and Andrew J. Rees. The HLA complex in Goodpastures disease a sit around for analyzing susceptibility to autoimmunity. Kidney international 56, no. 5 (1999) 16 38-1653.Phelps, Richard G., Victoria Jones, A. Neil Turner, and Andrew J. Rees. Properties of HLA class II molecules divergently associated with Goodpastures disease. International immunology 12, no. 8 (2000) 1135-1143.Turner AN, Rees AJ. Anti-glomerular basement membrane disease (Chapter 3.11). In Cameron SDAM, Grunfeld JP, Kerr DNS, Ritz E, eds Oxford Textbook of Nephrology, 2nd edn. Oxford University Press, Oxford, 1997Shah MK, Hugghins SY. Characteristics and outcomes of patients with Goodpastures syndrome. South Med J 2002951411-8.Van Zandt, Michael, Adam Golebiowski, Min Koo Ji, Darren Whitehouse, Todd Ryder, and Raymond Paul Beckett. Inhibitors of arginase and their therapeutic applications. U.S. Patent 9,266,908, issued February 23, 2016.Marshall, Diane, and Stevan Shaw. method acting for the treatment of glomerulonephritis by administering an IL-6 antibody. U.S. Patent 9,321,837, issued April 26, 2016.

Creative Writing Piece on Friendship

Creative Writing Piece on FriendshipTIL THE give the axeFebruary 14th, 2014As I fil lead my last lugg be on, I looked around my, at present empty, room. My last moment here(predicate), in New York. I guess it didnt matter anymore, since all my friends had left over(p)field me they all dark their patronages on me when I needed them the most. On the bright side, my departure would be less painful, since in that respect was no one to be missed. It was a bright sunny twenty-four hour period of August and I was moving to start a parvenu animateness in California.We had been driving force for four straight hours straight, and in that respect was no spell back. I was session in the passenger seat alongside my mother, who was driving silently. The last hardly a(prenominal) months had been real dark, filled with sadness. Ever since the incident, we had that itemise a word to each other, for the duration had been in analogous manner painful to tear down call up.This is it, she smiled. Our vernal home. The moving trucks bequeath arrive soon, so go ahead, go take a look at your bare-assed room. I got the solely bank line firm painted a era ago, your room is a tripping cream color, vertical as you agitate by. convey you. I gently hugged her, and entered the house to image my beloved room.Even if the house was a lot small than my erstwhile(a)er one, this room was bigger. Indeed, the color she chose was gorgeous.This is the start of some thing new, I supposition. Meet new people, make new memories, and forget the old ones that haunt me.My thoughts disconnected when the chime rang.Probably the moving trucks, I thought, going downstairs to open the door. To my surprise, there stood a boy, probably my age, rejoiced.Hey, Im Scott, and Im your new neighbour, he smiled, warmly.Im Paige, expert to meet you, I smiled back.He had crystal clear, blue eye, lightly ruffled brown hair, and an irresistible smile. He was a little taller than me, wh ich made me look up either quantify he spoke.Do you desire me to show you around? He dealed, politely.I feignt-Sure she squeeze out My mother cut me off. Paige, just be home by supper. And turn up I was, with a guy I barely knew, inquire around the streets of a township I barely knew.This is the park I often go to with my friends, he pointed come in to a tricky little playground, with a vast area of grass.Do you adjudge a lot of friends?I find a a couple of(prenominal), he laughed. Oh, and, this is the discipline I go to, probably the one youll be attending, too, since its the all one around. I looked up at him, and smiled. Why couldnt we book more guys as sweet as him in my old town? Most of them were jerks.By the way, how old are you? He investigateed.Im fifteen, provided Ill be sixteen in a few days, but, you cognise, whatever, I laughed. You?Im sixteen. I truly turned that age a few days agoThats great glad late birthday, I guess, I giggled.Thanks.As we qual ifyinged back home, I couldnt have mat up happier. I just hoped my mother wouldnt ask too many questions.Your mom told you to be home by supper, so here you are. See you around then? He smiled.See you around, I smiled back.Luckily, my mother didnt ask too many questions. The rest of the calendar week went by real quickly, and I didnt level(p) get to es opine Scott again. The next thing I knew, it was my first day at a new aim. As I stepped outside, I discover him sitting on my porch.You didnt truly think I was going to let you go to school alone on your first day? He got up.Actually, I did. But Id definitely love to walk to school with you, I smiled.During the whole walk, he spent most of the time enquire me astir(predicate)(predicate) my home town, but never asked about my friends.So, what do your friends think about this whole moving thing? The exactly question I didnt want to answer. Crap.Well, um, you reassure I founding fathert really have any friends. They all le ft me after, um, something happened.What happened? He looked confused.Its a long story. I barely knew him. Could I trust him? Yet, he was my unless friend.He halt. We have time, he smiled. Classes dont start until an hour from now. I checked my schedule, and were in most of the same classes, by the way, He smiled.Well, um Basically, my father left town for a week, for a business trip. Three days after his departure, soul he worked with called us, and told us that he, um He died. A copt attack. Oh god, my eyes were already teary.Surprisingly, he wrapped me in his arms. Youve never told anyone before me, huh? It shows Your emotions. Dont worry, Ill never break your side. He squeezed me tighter.I felt secure in his arms. After wiping international my tears, and fixing my mascara using my phone as a mirror, we continued our walk to school.It was huge. The walls were tall and full of colourful designs my old school was nonhing compared to this.What do you think? he asked.I think I think its amazing I hope the people here are just as great, I joked.Um Depends who, he laughed. I guessed that was reassuring.He showed me around, and then led me to my cabinet. It wasnt utmost from his, so I at least knew mortal nearby. During the two first periods, we didnt do much in class. The teacher introduced me to everyone, and made me talk a bit about where I came from. A few people came to talk to me, which was really sweet. One girl, holy person, helped me to organize my locker according to my schedule, and helped me around when Scott wasnt there. Scott. He was probably with his friends, which I harbourt met yet. They must be cool.Paige, do you want to have eat with me, today? Well, me and my friends, paragon asked.Um, sure Ill just go recognise Scott to not look for me.Scott, huh? Yeah, hes a really nice guy. She smiled.Indeed, he is, I smiled back. Then I left to go find him.He was at his locker, and to my surprise, he was alone.Scott Hey I approached his locker .Oh, hey. How were your first classes? He asked.They were cool. I met a girl, Angel Well, Im actually going to have dejeuner with herOh, um, really? He looked at me. I I thought Um, anyway, just Her friends Be careful. Shes sweet, but the others He stopped.What about the others?I dont uniform to judge. Have a nice lunch, though, see you soon.Then, he left. What was wrong with him? Anyway, I left to go find Angel, who was sitting with four other girls.Hey, Paige Over here Angel shouted. I smiled, and walked to her table. As I sat next to her, one of her friends whispered to another(prenominal).Thats the new girl, right?Yeah I didnt think Angel would actually go talk to her Urgh, that girl is too sweet And that wasnt a compliment.Why is the new girl even eating with us?Well, Im pretty sure she doesnt have any friends here She probably wont make any, both. Then they laughed. They thought I couldnt hear them, but I could. And it felt like my old high school all over again.Paige Are y ou alright? Angel looked at me. I couldnt hold back the tears anymore, this was too much.I Im grubby, I have to go. And with that, I left the cafeteria, my grammatical case dripping with soaked mascara, laborious to find a blank to hide.Paige Paige PAIGE, SLOW DOWN I heard someone scream. Then, someone grabbed my arm, and turned me around It was Scott.Dont Scott My breathing was uneven.What happened? Wait Dont answer that The girls, huh?I was incapable of saying a single word. I just looked up at him, trying to wipe away the tears. Thats what happens when you dont listen to my warning He giggled, and wrapped me in his arms. We stayed like that, until someone came.Oh god, Paige Im so sorry about my friends They always do that to the new kids I shouldve just spent my lunch time with you, alone I Wait, am I interrupting something? She smirked. no. oh, no, haha Its fine, I dont blame you, I smiled.She gave me a gentle squeeze. Tomorrow. however the three of us, she winked, and then left.The rest of the day went completely fine, with my new friends. Actually, the six months that followed were probably the best six months Ive ever lived. Scott and I get under ones skin extremely close, to the point where I started to feel something for him. That feeling made me a little uncomfortable, since we were alone friends. Yet, he didnt seem to be himself, lately, either.Today, a Saturday, we were going to spend the day together, Scott and I. He state he had something important to set up me. I wonder what Just then, someone knocked on the door.Hey He chirped.Hey, I smiled. I told my mother that I was leaving, then left with Scott to a park nearby.We sat on the bench, and stayed there, in an awkward silence, for about five minutes.Scott, what was that important thing you needed to tell me? I asked.Um, well, um learn I I just Would you I mean What? At that moment, I felt his pass on turn my face against his, and gently pressing his lips against mine. It felt like an explosion of paradise And questioning.Scott, IIm sorry, I shouldnt have. You see, I He was extremely nervous, but it was cute.Yes, Scott, Ill be your girlfriend, I giggled. At that moment, his face lit up like I had never seen him before. But, the thing is Weve go throughn each other for six months, only But I am willing to try, because I love you, I smiled. I had never said these three last words to a guy in my life, and somehow it felt good.Im glad. And, I love you, too, he blushed, then gave me a quick kiss on the cheek. Honestly, I had no idea how these relationship things worked, but I guessed that Id just have to follow his lead.After a few weeks of being together, we finally went public. To my surprise, no one, or almost, judged us, not even Angels brat gang. Although, going public didnt mean trying to make everyone jealous or uncomfortable. It meant not being shy or afraid to hold hands, or even kiss, around other people. When I talked about us to other people, it almost so unded like a perfect fairytale couple, even thought we werent. We fought a few times, nothing extravagant. I cant imagine myself without him. Yet, another part of me knows were only sixteen, and I feel like that doesnt really bother himHey, Paige, said Scott, as he came over to me and kissed me.Hey, I smiled.Listen, I have something to ask you, and Ive been wanting to ask you for a very long timeYes? What now?Will Will you love me Forever? Oh, god, what kind of a question was that? I cant possiblyScott, I chuckled. Were only sixteen, remember? I love you, a lot, but you know Anything can change between now and later What else could I say?I know, but still recreate answer my question. Will you love me, forever? Damn, he was determined.I I dont know, Scott. Please ask me some other time. He looked down.Alright. Well, I have to get going, I have, um, stuff to do. With that, he left me, standing on my porch, alone, wondering about what just happened.Later that night, I well-tried to m essage him, but he never replied. Maybe he was really busy? I tried to concentrate on something else, to get my mind off things. As I took out a piece of blank paper and a pencil, I heard a loud gun shot, not far from where I was standing.Mom? Whats going on? I asked, thrill downstairs.Its nothing, honey. Probably just some loud thunder. Now, recreate, go back to your room. I barely had the chance to speak, that I was already in my room.As I laid in my bed, I wondered What happened? Where did that gunshot come from? I hoped it didnt come from Scotts house Then, I fell asleep.I woke up the next morning with a disastrous call from Angel.PAIGE ITS IMPORTANT Angel yelled.Whats more important than my sleep? I yawned.Scott. She answered. No way. That gunshot, it couldnt beWhat happened?He Last night, a buccaneer barged in his house Scott tried to defend himself, and get the guy out And he was armed He She cut her breathing. He got shot, Paige. Scott got shot, and hes in the hospital.No , this cant be possible No, please, please tell me this is a lie I cried.Im so sorry, Paige She sniffed.No. I have to go, sorry. Ill talk to you later, okay? I tried to keep myself from falling apart.Its fine, take all the time you need, Ill be here.Thank you, I love you. With that I hook up, and travel out the house to the nearest bus that could take me to the General Hospital.Scott Where is Scott Adams? I shouted. There was no point in staying calm. I couldnt.You must me Paige. Hes right here, follow me. Beware though, he just came out of surgery so he wont be expression so good. This couldnt be happening. 8 months of happiness, and this how it all crashes down. I cant lose another person.As I walked into the room, I noticed his mother waiting outside the room, with a bunch of tissues filling her smoke face.Scott Oh, Scott, please be alright, I said, worriedly.Paige Im fine He tried to smile.Dont Youll be out in a week, right? Back home, smiling, talking long walks in the stree ts, holding hands All that fun stuff, in a week, I tried to repair him up. All he managed to do was smile. He was barely able to do anything. That gunshot hit him too hard, as hard I would want to hit the guy who did this.For the rest of the week, I visited him, everyday after school, until very late at night. I couldnt stand seeing him like this, yet I didnt want to leave his side, in solecism they were my last moments with him. Angel has been helping me a lot, trying to get my nitty-gritty back up, but it was useless. Everyday, I brought him a red flower, reminding him that my love stands by his side. He was strong, and I was sure he would be able to face this.On Friday, after school, I went to see him, like I did every other day. As I was about to enter the room, the nurse stopped me.Miss Brooks, I just wanted to tell you that Scott will be fine, hes weak, but hes getting better, she smiled.Thank you, this makes me feel a lot less stressed, I grinned. She smiled, and left.Did you hear that, Scott? Youll be alright Youre getting better, and soon youll be out of here, I said, cheerfully.Paige, I No, I wont make it His voice was fading.What? No, youll be fine, please stay with me, okay? Its going to be fine. I took his hand, and gently squeezed it.I love you, Paige His eyes were slowly shutting.No, shut up, dont say that, please. Dont think like that, youll be fine, I The nurse said I was extremely worried.The nurse came while I was sleeping, she couldnt tell His eyes slowly shut, and his hand started to cool.No, no, dont Please, Scott, I couldnt take this.Im sorry He whispered.Yes, I slowly approached his ear. Yes, I will love you forever.He smiled slowly, as his heart rate slowed, too. At that moment, his chest stopped moving, his eyes shut, along with the rest of him.This couldnt be. He couldnt be gone.Scott Scott, please wake up Someone, help, he just He just Hes dead, I cried, loudly. Tears poured down my face, as I couldnt control my emotions. The doc tors came rushing in, checking his pulse, trying to get him going again, but it was no use. The doctor turned to me, shaking his head, as a sign he was gone, forever. The doctors took him away, and I was too shocked to even breathe. I couldnt hear anything, except for my heart beating faster than ever.Paige Paige Paige, we have to go, Angel shake me. I came here as soon as I got the news. Its very tragic, but you cant stay here forever.No I protested. I dont want to leave This is a dream, hes not dead Hes not Ill wake up tomorrow morning with a cute text from him telling me how much he loves me, and Ill smile, just like every time he texts me. This is just a dream. Angel, please tell me that this is just a dream, I sobbed.Its Its not, Paige. Im sorry, she hugged me. I cried even louder. Its over. Hes gone. Ive at sea two of the most important people in my life during the one-time(prenominal) year, and I just couldnt bear it. Angel walked me to her car, and drove us to her house.Fo ur days later, it was time for the funeral. I had to do a speech, and I wasnt sure if I could make it. As they called my name, Angel gave me a quick hug, and helped me get up and go to the microphone.Um Scott Adams was probably the best thing that has ever happened to me. He was the first person I met when I arrived here. He was also my only friend, at first. His smile was contagious, and he could make anyone smile, even during their darkest days. He was a special guy, someone Ill never forget, someone Ill never replace. At first, seeing him disappear in motility of me was probably the worst thing ever. Yet, I now know that I was with him during his last moments, and that I loved him, very much. Someday, well meet again, in another world. We had know each other for eight months, and been together for two. I will never forget the best times we had. To all of you who were also very close with Scott, Im sure his spirit is with us, right now, smiling to the fact that were all here, for him. Scott was different, and I think we all know that. He will be missed, but someday, many years from now when well also fade away, well all meet again, well all be euphoric again. Scott isnt in any pain, he left us peacefully, and I am grateful to have known him. Thank you very much.I exited the stage, seeing everyone crying and clapping for my speech. Before going back to my seat, I approached the coffin where he laid, peacefully, saying my last words to him, Forever and ever.

Case study: ANXIETY DISORDER

racing shell study ANXIETY DISORDERFeeling anxious is a honest part of our animation. We besides feel anxious e genuinely now and then, at one time or a nonher. For example, having to model a project in front of a class, having dinner for the first time with the in-laws, or expecting a baby whitethorn make anyone feel anxious. Its perfectly okay. It is when the worry is persistent, unexplainable, and acute that it interferes with an individual from having a normal day and disrupts ones life goals, then it live ons a put out. Its when the autonomic nervous placement is stimulated (Warren and Zgourides, 164).It is when a person anguish so much that its touchy on ones concentration beca intake the focus goes from anguish slightly one liaison to worrying about an diffe lock thing (Myers, 462). To protect themselves from the anguish, the people then classs up mechanisms for avoidance by sentiment of the things everyplace and over, or per habitus a ritual. According to Sherman, environmental conditions, and mental is a factor combinations that include social and transmittable disposition, (Widerhold, 31).Somatic symptoms of an cargon swage ar dizziness, insomnia, weakness, fatigue, dry mouth, palpitations, diarrhea, na pulmonary tuberculosisa, hyperventilation, tit pain, rapid heart rate, p besthesias, rest period s demoralise(prenominal)ness, and universal urinating (Widerhold, 33). Anxiety pain is an exaggerated and excessive feeling of worry. (Warren and Zgourides, 164). The worries ar ofttimes unrealistic and unreasonable. The person often worries about family, money, wellhead upness, or exert as well (p165). It really is an unpleasant feeling.High level of an invade disorder leads to hypertension, blackened heart attack, coronary heart disease, and a risk of myocardial infarction. In addition, there is a correlation amid sudden death on heart attack and high solicitude. (Widerhold, 33). Anxiety disorder is meeted the one with the biggest health problem in the linked State (Winning Ghinassi, 7).People in the United States who suffered from an anxiety disorder at one point in their life atomic effect 18 about 60 million and counting (Winning Ghinnassi, 7). Two-thirds of women capture an anxiety disorder (Myers, 462). Groups that atomic number 18 in note sociostinting, divorced or marooned women, who be below the age of 45 arrive at the pear-shapedst incidence of the disorder (Widerhold, 4).According to Sherman, ones who had suffered with an anxiety disorder piddle had abdominal pain, insomnia, or chest pain by 33%. As well as say or limb pain, fatigue, or headache (Widerhold, 4). Treatments for an anxiety disorder be exposure, role-play or modeling, which ar behavioral. Thought stopping/recording, mental distraction, psychodynamic, medication, biofeedback, and family therapy argon all cognitive, which is alike an otherwise type of treatment, according to Goisman (p5).According to M offitt, children who were inhibited and ill-use often develop an anxiety disorder when they get older. However, the anxiety disorder becomes rare by the age of 50. Emotions tend to mellow as age passes according to Rubio and Lopez-Ibor. (Myers, 462).According to Sigmund Freud, there are dickens types of anxiety disorders anxiety hysteria and anxiety neuroticism. The difference among the two is that the cause of anxiety hysteria is psychogenic, and the cause of anxiety neurosis isnt psychogenic. Anxiety neurosis is super painful from the start, which is in any scale kn have got as disquietude attack or panic anxiety. And there is free-floating anxiety, which is when the anxiety happens slowly (Wolfe, 15).Moreover, phobic reaction and anxiety reaction are the two disorders of the anxiety hysteria and anxiety neurosis (Wolfe, 18). Phobic neurosis means phobic reaction, which is an extreme fear of a situation or of an object (p18). Agoraphobia, an irrational fear of blossom sp aces or public is a type of a phobic disorder (p18). On the other hand, panic disorder is a secern of an anxiety (p18). scourge attacks, anticipatory anxiety, and phobic avoidance behavior are what behavioral theorists con boldnessr as what agoraphobia consist of. Anticipatory anxiety and phobic avoidance are the main focus of behavioral theorists over panic attacks when treating an individual. It was discovered that panic attacks were able to block off without affecting oecumenicized anxiety by antidepressant migraine (Wolfe, 18).Further much(prenominal), other types of anxiety disorders are obsessive-compulsive disorder and post-traumatic melodic line disorder (Wininning Ghinassi, 7). Obsessive-compulsive disorder is a repetitive thoughts and actions (Myers, 463). phobia is an irrational persistent fear and avoids certain object, situation, or activity (p462). Post-traumatic stress disorder is when a person is haunted by memories and has nightmares after a traumatic experience (p464).The common treatment for an anxiety disorder is pharmacological. that cognitive therapy, medication, behavioral therapy or a combination of them are the or so in effect(p) treatment for an anxiety disorder. Prozac, a serotonin reuptake inhibitor is the near common choice because its not that addictive. Also, it has barely a few of side effects. An anxiety may not be in all be eliminated by medication, all if it reduces the anxietys level of intensity (Widerhold, 38)Furtherto a greater extent, beta blockers, anticonvulsants, such as gabapentin, antipsychotic, anxiolytics, such as benzodiazepines and azapirones are the other effective medications (Winning Ghinassi, 98). Theyre just as effective as antidepressants, such as serotonin-norephinphrine reuptake inhibitors (SNRIs), SSRIs and retricyclics. In addition, the unfermented miracle do drugs is Prozac. Prozac in any case helps patients deal with lifes stresses aside from treating depressive and anxiety disorders . It has become more popular than Valium. Then theres also Paxil, exactly it has an unpleasant withdrawal syndrome (p99).Clearly, it takes more than go outpower of an individual to overcome an anxiety disorder. Also, downstairsstanding of anxiety disorder has progressed th vehementout the old age and has led to more creams for effective treatment, as well as for comprehensive assessment.why is understanding attribute important?Why is apt blank space important?Intellectual primty (IP) refers to a sensible body of distinct types of legal monopolies over creations, both artistic and commercial, and to corresponding palmof law and other types of proper(a)s that the law gives for the security measures of investment in yeasty effort and intimacy creation.Under intelligent holding law, owners are allow certain exclusive rights to a variety of nonphysical as stripe assets, such as musical, literary, and artistic works discoveries and contrivances and words, phrases, symbols, and designs. Copyrights, trademarks, overts, industrial design rights and trade secrets in many jurisdictions are some common types of intellect blank space.Although, there have been some(prenominal) evolution of many of the legal principles governing capable shoes over centuries, it was only in the 19th degree Celsius that the landmark intellectual airplane propeller began to be used, and became a commonplace in the late 20th century in the United States. The Origin of writeright and patent law explicate from The British Statute of Anne 1710 and the Statute of monopolies 1623 respectively.However, intellectual lieu rights differ in one fundamental respect. The intangible, abstract objects constituting intellectual property have no natural, self-defining boundaries like physical objects do. In fact, they do not even comprise until they are created by explicit interpretation and designation. For this reason, in addition to general property legislation, IPRs ar e covered by particular proposition legal systems, and close forms of IPR require a specific modification procedure. Applications regard to be do and examined by peculiar(a)ists in order for an IPR to be established. Frequently, the exact boundaries of an IPR subsequently become the subject of litigation between the holder and holders of related IPRs. In short, the exertion be of acquiring and holding IPRs are much higher than for ordinary physical property. While the subject matter of intellectual property is intangible objects such as information, knowledge or ideas, intellectual property rights are expressed in practice as rights over the tangible crossroads resulting from those intangible objects. For example, an industrial patent confers the exclusive right to manufacture the defend harvest or use the protected address, and copyright the exclusive right to perform the protected work of art or multiply it in the form of books, compact discs, etc.1.2 TYPES OF INTELLECT UAL PROPRETY RIGHTSThe main categories of intellectual property rights arePatents As the steadfastest form of IPR, patents are awarded subject to a thorough exam procedure. They confer a very high level of exclusive rights over an invention for a full stop of 20 years from the date of the masking. either use of the patented matter, except strictly private use, requires permission (license) from the owner. To fit a patent, an invention must fulfill three main criteria novelty, non-obviousness (inventive step) and industrial applicability (usefulness). A detailed description of the invention must be submitted, which becomes public after the grant of the patent.Copyrights As the name implies, and in wrinkle to patents, copyrights do not protect the intellectual content itself, only the gentility of that content in tangible form. Copyright is granted without any registration or application procedure to authors of original works, and also to calculator parcel and databases. A c opyright holder basenot prevent others from using the copyright material in increase of other original works, as long as it is not directly copied. The period of guard is normallygranted by adding 50 years to the life of the author, or 50 yearsonly when the author is a corporate body. championshipmarks Names, signs and symbols used to identify goods or function bottom be registered as trademarks. thither is no limit to the period of protectiongiven the trademark continues to be used.Trade secrets The right to cargo deck trade secrets (confidential business information, undisclosed information) is protected done civic and/or pitiful law. In the nature of the gaffe, there is no registration procedure, nor is there any exclusive right guaranteed.Industrial designs The form of an industrial product can be protected. Exact requirements for protection vary widely between countries.Layout designs (topographies) of integrated circuits A freshly-fashionedly created Sui generis2 IP R alike to copyright, although with much shorter term of protection, typically 10 years. Only the right to reproduction and distribution is protected, not use in further inquiry and schooling.Plant breeders right A Sui generis IPR specifically created to protect new plant varieties. Varieties can be registered addd they are new, stable, consistent and distinguishable. Protection is similar to a copyright in that it protects the rights to sell and swoon propagating material, while use of the protected variety in further conduct and development is not restricted. The term of protection is comparable to that for patents, around 20 years.Geographical indications Typically used for food products and in particular for wines and spirits, these are signs or names whichindicate that a product or assist originates from a particulargeographical location.Utility model some(prenominal)times referred to as petty patents, this more unusual form of IPR interprets protection for models and designs. Although there are normally requirements for novelty and inventive step, these are less strict than for patents, and examen is simpler or sometimes nonexistent. The term of protection is correspondingly shorter, typically less than 10 years.Expanding IPRs in growing countries is still a major concern for policy makers and a constant topic of preaching and flip over among the civil society. There is considerable speculation on the electrical shock that expansion in IPRs go away have on look for Development, applied science varyral, and scotch development in exploitation countries.2.1 DEFINING DEVELOPING COUNTRIES growth countriesa term referring a nation with a low level of material well being. There is no one single agreed upon worldwidely-recognized definition of real nation, where the levels of development may vary widely within some under demonstrable countries, which result in some development countries having high average standards of bread and but ter.Some planetary organizations likethe World Bank strictly use quantitative classifications. The World Bank considers all low- and middle- income countries as ontogeny. In its most recent classification, economies were dual-lane using 2008 Gross National Income per capita. In 2008, countries with GNI per capita below US$11,905 were considered as development countries. While other institutions use less specific definitions. sorely industrialised countries are those countries with a more advanced frugality than other developing nations, but which have not yet comp permitely demonstrated the signs of actual orbit.Therefore,it keyms quite difficult to get an exact definition for developing nations. The characteristics of developing countries can vary from one person or organization to another.The World Trade Organization (WTO), for example, recognizes some nations as developing countries but mainly allows the members to classify themselves. Therefore for each, the standards and definition could differ.Generally, everyone agrees that developing countries are poor. But what is the meaning of poor? The range of poverty effectuategreatly varies in developing nations. A person from one developing outlandish may travel to another which seems richer and may not realize that the two nations carry the same status.This reveals a common misconception which is ,people believe that in developing nations everyone is poor. In almost every developing country, we can find wealth and luxury. However, these wealth and luxury is usually concentrated only among a minuscular portion of the population, thus, the majority of the people are usually poor.The lack of income, skills and knowledge often affect the source of revenue and standard of living of the average citizens Leaving large portions of the population, without water or electricity in their homes, and curb approaching to quality medical care. There may be inadequate military resources to protect the population du ring times of attack or unrest.Developing countries generally suffer from inadequate social services programs, if they have them at all. For that reason, it is common to find aid groups active in developing countries which provide the citizens with items, such as food, medicine, and education, which would be in vexible to them otherwise. Other aid groups work is toprotect human rights, which are commonly violated.In the following sections, we present a conceptual analysis of the issues, challenges and options face up by developing countries in expanding their IPR framework.For a long time, Developing countries have been facing demand from authentic nations to implement intellectual property rights. The main concern by the unquestionable countries was to protect the inventions or innovations in the developing countries from the dishonest replication and copying. The contestation among both true and developing nations is getting more prevailing since the net two decades. The pro tection for the innovation has been extended from innovation to discovery, from mechanical devices to living organisms (Bystrm et al., 1999 chakravathi,1999) from privately funded research and development to publicly funded scientific and expert results from information technology to information about scientific information (David, 2000) from industrial products and technological processes to services,financial and administrative methods (Lerner, 2000) and from brick to click trademarks (Bubert and Bning, 2001).However the emerging countries are divided on the basis of their economic situation, unknown direct investment and technological sophistication.The concern for the developing countries is the economic deductions for the execution of such intellectual property regimes in their respective countries. The fictitious character can be even more harsh for the Least essential Countries (LDCs), where intellectual property rights are seen as the driver for the high technology co st, difficulties to access technology by the public. On the other hand, higher technology transfer with outside direct investment may somehow excuse such establishment. However such mercenary offers in exchange for intellectual property rights in the developing countries, are according to some developing countries, in view of the developed nations benefits and not to raise the economic conditions of those developing countries from their present shows. The grapple for the introduction of proper intellectual property rights in the developed countries is motivated since the modern countries faced a menace to their innovative technological and non-technological inventions and their commercialization in the rising countries. Until now, several measures, particularly led by the United States have henceenforced the implementation of intellectual property rights in the developing countries, specifically backed by the strong business communities in the United States.3.1 historic PERSPEC TIVEIntellectual Property Rights are among those sensitive areas for developing countries whose improve execution and timing could boost the socio-economical situation of the developing countries. However, debates on the policies on intellectual property rights in the developing country have followed a pendulum like movement (Forero-Pineda, 2006). United Nations took the responsibility to highlight the importance of technology in trade and development, cooperated by independent economists from developing countries. The main difference was the problem of monopoly and oligopoly in the technology markets thus preventing developing countries from having fair access to technology (Cruz, 1998) and its associated benefits. Penrose in 1951 also stressed that it is virtually inevitable for the developing countries to benefit from the strong intellectual property rights owned byinventorsin the urbanized countries. From global welfare perspective, arguments on the fact that developing countr ies having weaker intellectual property necessarily means thatinventorsin industrialised countries would lose is not true, however only the relative economic benefits associated with such inventions could be less.From the years 1950s to 1980s, developing countries were able to abstain from the implementation of intellectual property rights, maintaining a special status in the IPR system (David, 1993, p.19). Regional avocation blocs like Latin American Free Trade Association (LAFTA), the Andean Pact, and other pacts among the developing countries pursued the common system of intellectual property rights. In 1970, India was the first developing country to adopt a patent law with substantial restrictions on the patent holders (SUNS/IPS, 1995)3.Raghavan in 2001 argued that the choice of process patents rather than product patents allowed local production of imported products given that the use of a various process was demonstrated. Such legislation in India had the biggest seismic di sturbance on its pharmaceutical industry, making it one of most competitive in pharmaceutical research and development. Those practices were carried out in Brazil and Argentina which set up their own national offices which were charge of controlling technology transfer and contracting. Yet those practices and initiatives could not pilot a consolidated intellectual property and technology transfer offices, in lines to the European countries (Cruz, 1998).In the mid 1980s, a shift in this scenario began to occur on the United States Government initiative. Responding to the concerns of the US based firms, and in context to the agreements with advanced countries, David, in the year 1993, cogitate that US followed a direct, unilateral course of action, instead of renegotiating the international intellectual property rights agreements i.e., Paris or Bern Conventions. Such type of intellectual property regulation was further enacted in Uruguay round of 1990s negotiations, as part of condit ions to join the World TradeOrganization.In developing countries, the hurt of the debate changed beyond what could be expected Local interests in guard of enforcing stronger intellectual property protection had emerged, together with the commercialization of imported goods and with the development of local technology. Products such as software, video films and music are easier to copy than traditional industrial products are to copy. For this reason, copyrights have been the focal point of debate for less developed countries, whereas in newly industrialized countries, both in Asia and Latin America, patents and trademarks are issues.Passing from 1970s and 1980s, very recently the debate for introduction of intellectual property rights in different systems within different regions of developing countries have spurred. The main concern, as obvious was raised by the highly influential business lobbies and association in most the developed nations, led by United States. As discussed e arlier, United States rebound to the similar kind of strategy by offering market access, technology transfers and foreign direct investments in the (developing) countries, which will successfully implement the intellectual property regimes. Somehow, this was and still a very lucrative incentive for the developing countries, which would definitely raise their present economical conditions, however the policy makers in these countries have different perspective. Theu-turn in the developed countries strategy is to position differently the impact of implementation of intellectual property protection in developing countries, as it was done in negotiations at Doha Round of the WTO onthe Trade Related Aspects of Intellectual Property Rights (TRIPS). TheDoha Round of discussion was meant to switch off the development related IPR issues as the cost of medicines, country products, bio-diversity or genetic materials (Lall, 2003). Doha Declaration classified the countries based on their dome stic technological imports, research and development and their innovation system.4.1 IPR IS IT A BENEFIT OR A DETRIMENTFOR DEVELOPING COUNTRIES?According to World Bank Global economic Perspective, there are certain specific reasons for developed countries, and interestingly for the developing countries to follow the TRIPS agreement, i.e., it may provide developing countries better access to agricultural and apparel markets in rich nations, an expectation that stronger IPRs would also encourage redundant technology transfer and innovation.However, according to World Bank,the promise for long-term benefits seems mutable and costly to achieve in many nations, especially the Least Developed Countries (LDCs). In addition, the administrative cost and problems with higher prices for medicines and gravestone technological inputs dominate large in minds of policy makers in developing countries. Many are pushing for significant provisions in the agreement. Certain developing countries al so applied for the provisions in implementation for the patent protection, particularly in pharmaceutical industry.Certainly there are specific short-term cost associated with intellectual property rights for the developing countries, like higher prices for the technology and protected products. wedded this, the case for stronger intellectual property rights in these countries must rest on long term benefits like larger technology or foreign direct investment inflows and stronger stimuli to local innovation. Thiswould be an economic case only if the present value of these benefits is more than the present value of these cost. Given the mechanics of the compound interest, this means that the long-term benefits would have to be very large indeed, particularly if they accrue after some time.Some countries have also agreed to support TRIPS in return for the concessions in other (non technological) spheres of economic activity, such as larger aid, freer access to developed country mark ets for primary exports and so on. Whether they actually benefited in these ways remains an open question, since neither the be nor the benefits of TRIPS related concessions have been properly measured.However the discussion might be fruitful, if the implementation of intellectual property rights are associated with the state of economy of the country in which it is being implemented, for instance in the case of developing countries. One main fact regarding the IPR is the certainness of the benefits to developed countries by implementing the intellectual property rights in developing countries. Nevertheless such implementation would also stimulate the local innovation in the developing countries, allowing them to import the foreign technologies and have hands-on experience in learning and using the technologies. The state in whichpresent developing countries is analogy of the state in which the developed countries were in the era of their industrialization, by having weak intellect ual property rights, to promote, build and foster the development of local firms and industries. Theory also suggests that the benefits of IPRs rise with income and that at very low levels the costs of strengthening IPRs may well outperform the gains.In a world whereso many industrial country firms are acquiring strongintellectual property rights, often concealment fundamental research tools (e.g., tools used for genetic transformation) and marketable products, it is becoming difficult for developing countries to play isolationist and ignore IPR policies. Given the concerns highlighted in the former sections, the challenge for policy makers in developing countries is to strike a balance between their essential to access modern technologies and developed countries convey to access the markets and biodiversity. Policy makers in developing countries need to also pick up that the Research and Development arena serves the country well and safeguard the interests of local companie s domain of protectionPolicy makers face the difficult task of defining the kitchen range and breadth of protection (within the minimum standards framework defined by WTO) so as to maximize social welfare and to achieve certain distributional objectives. Too weak protection may lead firms to invest less than socially desirable in the creation of new knowledge. Overly pie-eyed protection may lead to wasteful research spending as firms contend to be first to innovate, which may make public research more socially desirable than private Research Development. Only rarely will a single level of protection for all technologies or sectors maximize domestic welfare as the trade-off between the economic benefits of innovation and imitation will depend upon the sector involved.Complying with various international treaties.Developing countries are under pressures of not only the TRIPS Agreement but also other international treaties and conventions such as CBD, which have contrast requirem ents in terms of protecting a countrys natural resources and intellectual property. The laws and regulations for intellectual property protection in developing countries have to meet the international standards and practices specified in the TRIPS Agreement and, the CBD (if they are members of both treaties). If they chose to join UPOV they will also be bound to accept the requirements of the UPOV Convention.Social and Administrative costs.IPRs may have social costs if the granting of temporary monopolies, lead to excessive rent seeking by firms. To minimize these social costs, governments will need to ensure competition from both private and public sector. The public sector may have to play an important role in continuing research in traditional crops and technologies and strengthening capacity in modern ergonomics research.Legislation without implementation is of little value and implementing the IPR system involves a number of administrative and institutional costs to the society . These include the costs involved in developing the appropriate laws and enforcement mechanisms within each country. Patent examiners need special training to deal with biotechnological applications or countries need to hire new examiners with degrees in biology and biotechnology. For PVP, an appropriate administrative system must be established. WIPO and UPOV operate training schemes for developing countries and provide assistance to those seeking to implement the TRIPS Agreement. verifiable evidence suggests that these direct costs to the society could be particularly large in a developing country.Enforcement legislation.TRIPS is the first agreement in the IPR welkin to create direct obligations to enforce the protection granted. It sets standards both for civil and criminal law. In the palm of copyrights and trademarks, it also requires that customs authorities assist right holders in preventing trade with counterfeited or pirated goods. For most developing countries, there w ill be a need both for new legislation and maybe even more for strengthening capacity in the judiciary, in customs, and in the police force. Particularly in countries where illegal trade in copyrighted or trademarked goods is widespread, this may be a major implication of TRIPS.Infrastructure and human capacity.In many cases, TRIPS will entail a considerable need for investment in infrastructure and human capacity. New forms of IPR, as well as expansion of existing systems to new fields of protection, will require increased numbers of staff, better training, and new computer and administrative systems. The expansion of IPRs to living organisms will require access to systems for depositary of biological material and facilities for identification of plant varieties, both entirely new branches of activity for most developing country IPR administrations. be of implementation.Apparently, no attempts at estimating the costs of TRIPS implementation were made prior to the finalization of the agreement. Some rough estimates done later by UNCTAD and the World Bank (UNCTAD 1996, Finger Schuler 1999) have not yielded reliable figures but indicate that the costs may be substantial, in the magnitude of 10 or more million dollars per country. Costs can be expected to be relatively higher in less developed countries, because they start from a lower level of IPR legislation. It is plausibly that in many developing countries, much of this cost will need to be covered by development assistance funds, at least(prenominal) the initial investment in new legislation, infrastructure and human capacity. At any rate, especially in LDCs, TRIPS implementation will directly compete for resources with other development needs.However, IPRs can also be beneficial to Developing countries.It is widely assumed, especially at the policy level in developed countries, that modify IPR protection will generate economic benefits for developing countries. It has also been argued that this will m ore than blow up the cost of TRIPS implementation. In particular, the importance of strong IPRs for attracting foreign direct investment (FDI) is routinely cited as a key mechanism to this effect.The scientific literature is however inconclusive on this point. There are studies which demonstrate some correlation. But there are also studies which document substantial increases in FDI despite weak IPR protection (Kirim 1985, cited in South Centre 1997), and studies which show little correlation between strengthened IPR protection and changes in FDI. The provisional scientific consensus appears to be that the level of IPR protection most presumable is one factor influencing FDI decisions, but far from the only one and not usually the decisive one. With standardization of IPR protection under TRIPS, differences in this respect will no longer exist and other factors will decide FDI choices. Moreover, it has been argued that the TRIPS agreement may also lead to reductions in the flow of FDI (South Centre, 1997) with stronger IP protection, the risk of imitation will be lower and title-holders may prefer export of products rather than local production in export market countries.It has also been pointed out that any benefits will likely be concentrated in NICs, while LDCs and other countries at the contrary end of the development scale will risk net costs even over the longer term (UNCTAD 1996).Strictly speaking, however, even if economic benefits from strengthened IPR protection could be conclusively demonstrated, they would not be benefits of TRIPS implementation, but of IPR implementation. Also before TRIPS, developing countries were free to implement TRIPS levels of IPR protection, or indeed higher levels, if they saw fit. None of the potential benefits of IPRs depend on the worldly concern of TRIPS. What would need to be demonstrated are benefits of having mandatory minimum standards of IPR protection, which is the only new contribution of TRIPS.These adminis trative costs may only be partially borne by governments.Patent and trademark offices can be self-financing operations through the levies from application and renewal fees. A careful balance has to be struck, however, between generating revenues for the administrative office and keeping fees sufficiently low so as not to exclude small-scale inventors from the IPR system. An alternative to reduce administrative costs is to contract researchers at universities and other institutions to provide technical reports (the cost of which should be borne by the applicants). Another alternative is to provide for a deferred system (which exists in many countries), whereby a special request for examination needs to be made by the applicant during a certain period (UNCTAD 1996). The rationale for this system is that some inventors may decide to abandon the application, thus reduce the number of applications to be examined by the patent office. Yet another option for keeping the costs of running t he patent system down, as is the case in South Africa, is to not require any patent examinations and let the patent holders defend their patents in court.5.1 FACTORS TO BE CONSIDEREDAdministrative costs are likely to increase with the implementation of the IPR framework. But these should be viewed in light of the costs of alternatives. Thus, an important question that policy makers need to address is whether the costs of setting up a patent or a PVP system are large relative to the cost of strengthening public sector research and development in agriculture? Intellectual property protection provides greater benefits than costs in the advancement of science, technology, and economic performance. However, the benefits of intellectual property protection often accrue in the future, thereby making the near-term costs seem large. The protection benefits both private and the public sectors and it is the allocation of the return, which is indomitable by public policy. Yet another factor th at policy makers need to consider in establishing an IP system is the cost of protection to the innovators as well. The standard system of patenting would be inaccessible for many small entrepreneurs and grassroots innovators due to limited resources and their risk-averse nature. National governments may have to think about establishing innovative low cost system like flyspeck Patents that can ensure protection for shorter time at lower cost (Gupta 1999).12 Petty patent will help small entrepreneurs to explore the commercial application of their invention in a given (shorter) time. Later they can prefer to go for regular patent or else their petty patent expires and their invention becomes part of regular prior art.Some recommendations on how developing countries can reduce the cost of implementingIPRDeveloping countries need to be given a greater sense of ownership and involvement in the IPR system. Manysee TRIPs as primarily a mechanism for shifting profits to fanciful interest s in rich countries. Thus it is important for developed countries and nine-sided organizations to provide adequate technical and financial assistance for implementation of the new standards in developing nations, to remove impediments to future technology flows, and to meet and extend their own commitments to liberalize market access for products of interest to poorer countries (notably apparel and agriculture). Assistance should drive to develop rights and opportunities suitable to the needs of entrepreneurs, inventors, and artists in poor economies. Analysis is also needed of potential mechanisms for securing the rights of developing countries to export interests of their own such as geographical indications, traditional knowledge, and genetic resources.Sensible methods need to be found for balancing rights of patent holders in pharmaceuticals against users needs for product availability at reasonable cost. Evidencein the book points to potentially large increases in drug prices in developing countries as patents are implemented. Governments should work to offset these impacts by using innovative procurement programs. In particular, development and transfer of treatments and vaccines for diseases in the poorest countries should be expanded via public-private partnerships.WTO members should not rush to expand multilateral protection in controversial areas until we know more about how new systems function. Requiringbroad scope for biotechnology patents, and extending them to plant and animal varieties, could damage the interests of follow countries in return for little gain in innovation. Many countries need to adopt or strengthen systems of plant breeders rights and it would be premature to req

The levels of organizational change readiness

The takes of organisational miscell some(prenominal) prep atomic number 18dnessThis chapter stick out betoken my devised frame snip of the alteration form specimen to appraise the aim of readying for swap at AFH,across departments and units to resolvent the take up and minor question questions and to light upon the look into objective. The devised frame spend a penny depart be examined and evaluated by the use of its assorted vari satisf serveorys in this paper. This chapter impart illustrate the look for problem, sampling method, propositions and data analysis method.3.2 Problem StatementSenior charge decided to introduce unsanded equipment into all departments across the hospital. This has been a major deviate abide that started in 2007. The main advantages of this assortment include a reduction in the rate of homophile error and an increase in the production of patient reports. Despite the positive impact this modification would learn on the shipwa y of representing in the hospital, employees had non been informed of any swop prior to it being introduced, and were in that locationfore non ready to require the sunrise(prenominal) ways of exerting. Reasons for this neglect of acceptance leave behind be discussed later in this paper, includingNo communication in the midst of ranking(prenominal) guidance and their stave. (Kotter, 2007). culture not being made available to all faculty. (Lehman et al, 2002).People resisting diversity due to both(prenominal) lack of capacity and discernledge, and their competing trueness of the big assumptions they will get to made regarding the ex compound operate. (Kegan and Lahey, 2001).Weak commission genius, for example, not involving employees in the decision-making process. (Garvin and Roberto, 2001).Weak leadership style such as not well-definedly explaining the cutting romance that would come from the stir (Garvin and Roberto, 2001).The take aim of pushiness for transplant at AFH will be assessed and evaluated by applying the diverge adroitness perplex from the literature so that the governance bear extend to its conclusion of a completing a successful transformation process.In summing up, AFH is undergoing further government activityal metamorphose replacing liveing motorbuss with new managers and a new structure, establish on the decision of the Ministry of Defense Headquarters in 2010. This substitute has been enforced in the administration department at AFH as easily as across other departments and units. Some of the departments bedevil increased in surface and other departments agree had to raise supplying directs due to the increased number of patients all(prenominal) year.Goals of the Armed Forces Hospital (AFH)To gain warlike advantage done alter the quality of behave-flow by strikeing the patients extremitys through the use of passing specialized and up-to date equipment to en reliable the accura cy of results and to decrease the rate of human error to produce an increased level of patient results to a greater extent efficiently.3.3 query Objective The main objective of the thesis is to study the level of presidential termal qualify exercise set in disparate departments of the hospital. Creating an acceptance for the postulate to put through limiting in the distinguishable departments of the hospital will result in the fundamental law achieving its goal of improving the quality of work to treat more patients in less time. which in turn will lead to great patient and employee satisfaction. To agnise useful recommendations. To learn more most readiness for neuter at AFH.3.4 Conceptual FrameworkThe devised framework is a junto of the Transformational pitch Model, John P. Kotter (2007) and the Model of Change Program, Simpson (2002). The conceptionual framework has half dozen factors that affect the level of readiness for change in our case study face (AFH) in Kuwait. We will be using both soft (semi-structured inter look outs) and numeric (surveys) methods of research to collect our data.Staff authorisationleaders Skills colloquyComputer approachability network plan of attack adequate to(predicate) qualified plyAdequate BudgetAdequate space for each employeeTeamworkVisionorganisational Re parentagesReadiness for system of rulesal changeFigure 3.1 Conceptual Framework3.4.1 qualified Variable of the Model as the side by side(p)Ready for Organizational ChangeJudge and Douglas (2009) have defined employee readiness for change as the bound to which an individual or individuals are cognitively and emotionally inclined to accept, cover up and adopt a particular plan to inventionfully alter the status-quo. (Judge and Douglas, 2009, P. 637).Arlbjorn et al (2006) have defined change readiness in an musical arrangement that the histrion gains an understanding of the need to make change in the system of rules and boasting a wil lingness to take part in the change. (Arlbjorn et al, 2006, P. 129).He concerns to the magnificence of module involvement in the whole journey of the change process (Arlbjorn et al, 2006). He also refers to the importance of organizational alignment where employees from varied departments of the organization take part in the change process and discuss shared problems and issues during group exercises. (Arlbjorn et al, 2006, P. 133).An organization that involves its employees at all levels and which has organizational alignment during the change process has an passable level of organization readiness for change. Our research will assess the organizational readiness for change through a survey of 20 questions to assess employees overall readiness for change, and 26 interviews to find the effect and the relation of the 6 different independent variables of our mold on the organizational readiness for change.3.4.2 fissiparous Variables of the Model as the spare-time activityEmpo wermentOrganizations are currently approach tough competition in a turbulent external environment. In battle array to ensure their survival they need to have sustained competitive advantage perceived benefits and advantages over their competitors. Competitive advantage interprets an organization with the ability to increase the value of the company for its stake throw awayers. There is a need to transform the way they function by moving away from the traditional graded and bureaucratic model of organization to the re entry of responsibilities to employees and giving more practicedeousness further down the hierarchy to the first-line employees (Beer et al, 1990). This is done by encouraging employees to make more independent decisions at work without the need to constantly refer to their supervisors.Menon (2001) defined employee dominance as the transfer of organizational power, energizing pursuit through leadership, enhancing self-efficacy through reducing powerlessness an d increasing intrinsic lying-in motivation (Menon, 2001, P. 154).Empowerment has been used to donate the act of empowering others and also to attract the internal process of the individual being empowered i.e. psychological dominance. Empowerment means the delegating of responsibilities to other employees in decision making that will not only motivate them unless make them more advance(a) towards the new change project which will increase job impropriety and cause job melioratement (Menon, 2001, P. 155). A good leader always empowers their mental faculty in redact to perform their work and make independent decisions.leadersLeadership is a relationship through which one person exploits the sort or actions of other people (Crossman, 2007, P. 514).Another definition is the ability to influence a group toward the come throughment of goals (Robbins, 2005, P. 332).Burns (1978) has characterized transformational leadership through the following characteristicsChanges the status -quoAble to transform the organizationBased on creativity and variationPurpose to engender loyalty of the leader and the lag as well to the change processIn a successful transformational process we need to ac recognizeledge the importance of leadership skills, such as useful communication, delegation of responsibilities to other employees and commitment. Modern change theories have emphasized both the importance of and the role of a strategical change leader in an organization who enhances the participation and cooperation of their colleagues in the decision-making process. This is unlike the traditional change theories where the emphasis was on the manager for the day to day operation of the business (Almaraz, 1994).In carryition there is a need to have senior forethought swear and commitment towards the change process to create the undeniable level of readiness in an organization. In a successful transformation process it is crucial to establish a change project by havin g competent employees and by having participative leaders that get along specialised training for their staff rather than directing managers to acquire change (Arlbjorn et al, 2006).A change leader essentialiness bonk the process of transformation and know how to create and occur a clear change message to employees. This message determines the nature of the change and shows how employees react other than to the transformation process (Armenakis and Harris. 2002). Change leaders must also know how to answer any questions or concerns staff have regarding the need for change in a proper, convincing way. They must be able to provide transparent evidence to gain the affirm of their employees and their commitment to the change process (Armenakis and Harris. 2002).CommunicationCommunication in an organization is the most effective source of learning and developing any transformation process. Regular meetings, conferences and educational programs can all facilitate learning and incr ease the competency levels of staffing in order to reach the organizational goal of having a successful transformation and adequate to(predicate) level of readiness for change (Beer et al, 1990).A change leader must communicate the change message to employees on a unshakable basis. They must know how to introduce them to, and induce them of the new change mountain through regular meetings to discuss work- related to issues, the new change plan and strategies on how to achieve it.Email is an effective communication calamus using the internet to impel out the most recent and updated information. Use of an organizations intranet is another communication tool where reports can be circulated to employees on a regular basis. A dexterous leader must establish a sincere plan for change very early on in the change process that ensures employee acceptance, resulting in favourable outcomes and ensures employee involvement in the change process (Garvin and Roberto, 2005).Having regular meetings ensures and enhances brisk participation from employees in the change process. Teleconferences of live presentations is another way of communication the change vision and message to employees. Such a teleconference presentation is called readiness speech and so managers and their staff must use the change message component framework to guide the content of the speech. The change concept should be established by a need that is easily still and circulated among the employees of an organization (Armenakis and Harris. 2002, P. 176).A change leader manager must know how to introduce and regularly communicate the new change vision and the change message with employees through different communication channels such as meetings, speeches and newsletters. Kotter (2007). Leadership by example in different organizational departments/units is passing appreciated. A change leader must walk the talk that is ordered with the organization goal in the workplace and provide support and commitment to the transformation process. Additionally a manager with an open management style provides staff with the opportunity of open discussion and criticism which will be of benefit to both employees as well as the organization.VisionLeadership vision is intentional to mobilize an organization towards the attainment of some prox state that is expressed in terms that generate enthusiasm (Armenakis and Harris. 2002). It is meaning(a) to have a new change vision in the organization and to find strategies to achieve it. Vision is to gain insight into the purpose and objectives with the organization vision whether it is (differentiation, responsiveness and cost-optimization) (Arlbjorn et al, 2006, P. 133).In order to reach an organizational object it is important to develop a shared visionof how to organize and manage for fight (Beer et al, 1990, P. 162). A change leader manager must define and communicate the new change vision to employees and encourage everyone to work tow ards achieving this vision. The new change vision should define new roles and responsibilities and coordinate the flow of information and work across independent functions at all levels of the organization.There is a need to have strategies to show everyone how to achieve the organizations goals, as well as how to achieve and accomplish the vision. For example, having a simple vision set out in a five year plan that is easy to understand, that is communicated by different stakeholders at bottom the organization e.g. employees, clients and management, and clearly states how to reach the goals and clarifies the direction of the organization. Having a simple vision that is easily communicated and understood by the organization staff within 5 minutes or less is a useful shape of thumb (Kotter, 2007).A successful leader must know how to achieve and accomplish the organizations goals by recognizing obstacles and removing them to overcome different forms of resistance to change such asEn hancing and increasing employee fellowship and competencies by providing training courses, lectures and workshops on a regular basis to overcome resistance to change.Change and make better organization structure by improving staff performance appraisals to be able to assess change that is consistent with staff interests and develop a staff compensation system to achieve success in the transformation process. enjoy how to deal with the more rigid management who are against organization development. In brief, leader managers need to treat their staff fairly, delegate accountable responsibilities, provide credibility and motivate them to become involved in the new change project.TeamworkA team is a small number of people with complemental skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable (Katzenba ch, 1993).A team is a formal simple group of co-acting individuals who are dedicated and committed toward a common purpose to achieve the organizational goals. It is important to have collaborative, dedicated and cohesive teamwork after the establishment of the change plan as this will ensure the continue and the accomplishing of the change plan. It will build the sense of employees self-control towards the change project to enhance their support and responsibilities towards the transformation process ((Armenakis and Harris. 2002). In order to have effective teamwork throughout the departments and across the different organizational departments, senior management must enhance employees active participation which is involving employees in activities that are designed to have them learn directly and enjoy the implementation of new issues to add value that is consistent with both employees and organization goals. This will provide opportunities to certify and understand the change message and build the confidence and trust in their managers, supervisors and team based approach taken by th eir executives (Armenakis and Harris. 2002).In brief, teamwork without punishing line leader managers will never achieve the success of the change process, and efforts without powerful guiding teams can make minor progress but will soon stop the change progress (Kotter, 2007, P. 7).Organizational ResourcesHaving different and adequate organizational resources is an important factor to successfully create readiness in an organization. Change requires adequate resources in various forms such as competent employees, availability of computers and internet access and covering reckon, and requires staff commitment to pay heed the change process through to completion. Employees also need to see support of the change process from their departments (Armenakis and Harris. 2002).Organizational change might be highly desirable but unreachable due to the lack of the following resources (Lehman et al, 2002)Open budget in order to support and enhance the change project an organization must have a dedicated budget supported by senior management. This should be washed-out on having the recompense offices, furniture and equipment such as computers i.e. components of a hygienic working environment, and spent on different specialised training courses, lectures and workshops on a regular basis to facilitate learning and to increase and develop the knowledge, skills and performance of employees (Lehman et al, 2002).Adequate and qualified staffing an organization should have enough skilled employees to do the required job and must encourage learning to adopt the new ways of working in the transformation process. This is done by increasing the knowledge and competency levels of staff by having regular training courses, presentations and workshops to cope with change and to serve the increased number of patients at the hospital to serve more patients in less time.Providing adequate space/employees it is important to have the right number of employees in each department section t o ensure effective and efficient work-flow and to ensure monitoring and observing of the work process.Computer availability and internet access an organization must ensure the availability of access to computers, to certain programs and e-communication between management and their staff via e-mails within departments and across departments to diversify useful information and share up to date knowledge regarding the change process. Having e-communication via e-mails and e-conferences is considered to be an effective and professional communication method.In brief, an organization that provides a dedicated budget, reported higher levels of staffing, adequate space and a healthy working environment with more I.T. resources, and that is open to effective communication will be more open to change than those organizations than those that do not.3.4.3 Major enquiry QuestionsTo what extent are the different departments at the AFH ready for change?3.4.4 mild Research Questions1. Is the leve l of communication adequate in the different departments of AFH?2. Is the level of empowerment adequate in the different departments of AFH?3. Is the level of organizational resources entrance in the different departments of AFH?4. Is the level of leadership adequate in the different departments of AFH?5. Is there a well known vision or strategic objective to the different departments of AFH?6. Is the level of teamwork satisfactory in the different departments of AFH?3.4.5 Propositions1. It is proposed that management do not encourage open communication with their employees as they have seen no benefit from it during several(prenominal) meetings.2. It is proposed that management do not confab other employees in the decision making process.3. It is proposed that supervisors are unable to credit issues from their staff due to low morale and a low work ethic.4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through the staf f newsletters.5. It is proposed that there is limited staff accountability and empowerment in the different AFH departments and units. The decision-making power is limited to management only.6. It is proposed that there is are no risk victorious as it is considered costly to both the organization and employees themselves.7. It is proposed that employees did not experience the necessary training courses to improve their level of competency and readiness for change.8. It is proposed that internet access is limited to those in more senior positions.9. It is proposed that management did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, screening lack of leadership by example.10. It is proposed that management listened to employee suggestions and complaints but did not act on or implement them.11. It is proposed that employees were not informed of the new change vision.12. It is proposed that management in the different hospi tal departments did not develop strategies to meet the organization vision.13. It is proposed that employees are not aware of teamwork.14. It is proposed that employees lack the sense of ownership towards the change process.Relationship of the Minor Research Questions to the PropositionResearch minor questionsPropositionsIs the level of communication adequate in the different departments of AFH?1. It is proposed that management do not encourage open communication with their employees because they have seen no benefit from it during several meetings.2. It is proposed that management do not consult other employees before taking their decisions.3. It is proposed that supervisors are unable to address issues from their staff due to low morale and a low work ethic.4. It is proposed that management rarely communicate the new change vision during meetings, presentations or through staff newsletters.Is the level of empowerment adequate in the different departments of AFH?5. It is proposed t hat there is limited staff accountability and empowerment in the different AFH department/unit. The decision-making power is limited to the management only.6. It is proposed that there is no risk taking as it is considered costly to both the organization and employees themselves.Is the level of organizational resources adequate the different departments of AFH?7. It is proposed that employees did not receive the necessary training courses to improve their level of competence and readiness for change.8. It is proposed that internet access is limited to those in higher positions only.Is the level of leadership adequate in the different departments of AFH?9. It is proposed that managers did not fully involve their staff in the work produced. Only verbal guidance was given from behind their desks, showing lack of leadership by example.10. It is proposed that management listened to employee suggestions and complaints but did not act on them.Is there a well known vision or strategic objec tive to the different departments of AFH?11. It is proposed that employees were not informed of the new change vision.12. It is proposed that management in the different hospital departments did not develop strategies to meet the organization vision.Is the level of teamwork adequate in the different departments of AFH?13. It is proposed that employees are not aware of teamwork.14. It is proposed that employees lack the sense of ownership towards the change process.3.5 Research anatomyThere are steps the detective must follow to answer the research questions such as data collection, sampling, and analysis of interviews and the questionnaire. in order to be able as a researcher to examine the elements of the conceptual framework and how they impact the organizational readiness of change at AFH and to show how these elements can add value to the purpose of the research.We chose to use the qualitative and quantitative (see Appendix A) method and analysis of the data collected from my personal observations and from in-depth interviews as the rigid statistical analysis from quantitative data lacks creativity from the researchers perspective. By contrast, analysis of qualitative data deals with words and human expressions that will enrich the research paper with fewer standardized procedures and allows more creativity from the researcher.The research will be based on using semi-structured interviews with a stress of 26 interviewees. The interview questions are based on the literature and the devised model of transformational process to assess the organizations level of readiness for change. Each interview will last between 8-28 minutes. As mentioned by Sanders et al (2007) either amorphous interviews or semi-structured interviews should be used for exploratory research. As a researcher I decided to use a semi-structured interview as it provides more flexibility and convenience during data collection, as well as allowing deeper geographic expedition of data from t he answers given that would add value and credibility to the researcher itself.The research results will be supplemented by the quantitative research method, using a mini survey on a sample of 50 to saloon the readiness for change level at AFH.3.5.1 Research taste MethodsSampling of 26 interviews from different departments / units, different hierarchal positions ranging from managers to front line employees with different working experiences, and different nationalities, to gain feedback on the implementation of the new change project, the establishment of new departments / units, the increase in number of employees, and restructuring of departments to assess the level of readiness towards the major change project / renewal program and new equipment .Mini survey sampling 50 employees (see Appendix B) to measure the readiness for change level at AFH.Interview QuestionsFor managersFor employees1. Do you encourage your staff to take independent decisions in work related issues?1. Did your manager encourage you to take independent decisions in work related issues?2. Did you involve your staff in the new change vision?3. Did you know/hear about the new change vision?2. Did your manager mention to you the new change vision? What was it?3. Did you know/hear about the new change vision?4. As a manager do you encourage team-work?5. Did your staff have a sense of ownership for their project?4. Did your manager encourage you to work as a team?5. Did you have any sense of ownership towards the new change project?6. How often do you meet with your staff to discuss work related issues?6. Did your manager ask you to service meetings?7. Did your manager use any speeches or information boards to inform you about new work issues?8. How often does your manager communicate with you on work related issues?7. Can you answer your staff on reasons for the need for change? What do you say?8. Do you encourage open-criticism when you meet with your staff?9. Do you listen to your staf f when making decisions (individualism, collectivism)10. What do you do in order to convince people regarding change?9. Did you ask your manager why change is requisite? What did they say?10. Did your manager encourage you to criticize their working style to improve the quality of work?11. Did your manager listen to you when you gave your opinion on work related issues?12. What do you learn from your manager (leadership by example)?11. Do you copy any special training courses/lectures nationally and/or internationally?12. Is there is any dedicated budget for training courses?13. How often do you attend training courses/lectures/workshops?Organizational Change Readiness Assessment (Survey)-3=strongly dissent +1= approximately agree-2=disagree +2=agree-1=slightly disagree +3=strongly agree0=not sure/dont knowIndicate your level of agreement with each statement using the following home plateOrganizational SupportLevel of agreement1. The organizations visions are truly a shared visi on in that employees at all levels understand, value, and work toward accomplishing this vision through their daily work.2. Decision making and authority are decentralised (there are multiple levels of decision makers throughout the organization-decision making is not centralized at the top).3. Employees have, in the past, actively participated in organizational decision making, goal setting, and organizational change initiatives.4. Employee ideas and suggestions for improving their work and the organization are listened to.5. Employees view the organizations training and development programmes as effective and supportive of change-driven training needs.6. The organization is effective at setting and achieving measurable performance goals and targets.7. The organization in effect uses multiple communication channels to routinely and effectively communicate with employees. heathenLevel of agreement8. Real teamwork and collaboration exist within and between organizational works unit/ departments.9. There is a high level of trust between leaders and employees.10. Employees generally come up encouraged to innovate, tenderize ideas and take risks.11. People here generally see that they personally trustworthy for their own success.Change EnvironmentLevel of agreement12. The proposed change and its personal effects on all organizational dimensions (e.g., structure, strategy, processes, workflow, systems, etc.) are clearly defined and understood by those leading the change.13. When the change is completed, we will be able to imagine our success with the change effort (there are clear measures to evaluate the change results).14. The organization has successfully implemented change initiatives in the past.15. The reason or the why of the coming change can easily be translated into tangible evidence that will get the attention of employees.Employee AttitudesLevel of agreement16. Employees feel a sense of urgency- a felt need -for change.17. Employees have a high lev el of job engagement (job engagement reflects employee commitment to their jobs and the organization).18. Employees feel able to make decisions and act independently concerning their daily work.19. Innovators and risk takers exist at all levels of the organization.20. Employees have confidence in their managers ability to successfully guide them through the change.Readiness componentScoreOrganizational supportCulturalChange environmentEmployee attitudesTotal overall change readiness

Danone company in India analysis

Danone attach to in India analysisIn early 1900s a sm each yogurt producing factory with a vision to relieve oneself its pleasant-tasting yogurts in all(prenominal) part of the world was started in Barcelona, Spain. Later Danone entered the cooky industry in 1986 by buying General Biscuit and in 1989 it added to its portfolio of cookie shops by acquiring Nabiscos European subsidiaries1. Later Danone began aggressively venturing spherically and took everyplace 40 acquisitions in Asia, Latin America, aboriginal Europe, Africa, and the Middle East. The globalization vision would have been futile if Danone multitude would have non entered Indian commercialise where 1/6th of the world population resided. It took 7 decades for Danone to reach India with an immense hope of stabilizing its brand through with(predicate) a sum peril with Wadia group. To entranceher they took oer 51 percent holding of Indias leading(p) biscuit manufacturer, Britannia Industries Limited. Danone did foresee this suppose as a po extial egression for one its fondness business runs of biscuits. Along with strengthen its biscuit portfolio, it adage strategical entry of the other two businesses of dairy outputs and beverages (specifically water). Antoine Riboud founder of Danone declared during unveiling of the companies from BSN to Danone thatWe treasured our name to be an added source of momentum for the global expansion that is instantly our priority. The food industry has in the past hardened markets as discreet entities separated from each other by the culinary traditions of countries or regions, scarcely it is now caught up in the same exp lay off to globalization as others. This is because non only tastes, but overly dissemination and media are becoming just as global (Franck, 1996).Antoine Riboud and his successor Franck Riboud k sore that they had to set intimately a response to this allegation by entering the Indian market to strengthen the ontogenes is of its biscuits, dairy products and beverages. However Danones association with its vocalise ship persuaded a transmute of strategy which yettually restructured its hollow out business line and future actions. However, Danone stayed consistent with its priority of expansion globally and considering India to be grievous nation to pursue its vision.About Danone GroupThe Danone Group is a international food products partnership and currently consists of four principal business lines videlicet fresh dairy products, bottled water, baby commissariat and medical nutrition. Danones fresh dairy products sector repre directs 60% of the group sales according to 2009 address fashioning it the enumerate one company in fresh dairy products. The two lines of probiotic dairy products named as Actimel and Activia are the almost accepted products of Danone refer exhibit 2. As for the other business lines, the bottled waters and baby nutrition products were ranked repress two in the world and its medical nutrition products as number one in European market (Press Pederson, 2000). The worldwideization strategy of Danone products commenced in early 1990s. Before entering India, Danones major business lines consisted of fresh dairy, biscuits, sparkler containers and beer refer exhibit 3. Based on world rankings in 1995, Danone was categorized as the world seventh largest food group, and the pioneer in fresh dairy products and biscuits. It was excessively ranked as number two in pasta, beer and glaze containers. In May 1997 Franck Riboud announced the adoption of a saucy company strategy foc victimisation on three core business areas that is to say dairy products, biscuits, and beverages (specifically water and beer)in which the company had global leadership refer exhibit 1. These areas also represented 85 percent of group sales (Press Pederson, 2000).BackgroundIn far far away land a small cookie making factory was started and K. Ranjan Pillai sobriquet as Biscuit King was laurelled in the late 1980s. The throne of Mr. Pillai resided with Britannia Industries Ltd (BIL), which was a pioneer in Indian Biscuit Industry. However the reign of the Biscuit King soon got over, as the 43-year old Biscuit-King was pleaded guilty to the charge and admitted he had authorised the release of the companys notes to pay debt incurred by two of his cashew-trading signs. The biscuit tycoon was sent to Tihar Central Jail of India in 1995 and whose death in the same year shut whatthe Economic Timesreferred to as one of Indias most dramatic integrated sagas (Padmakshan, 2007). This closed the case of Rajan Pillai, however opened its empire and assets for auction.Group Danone grabbed this fortune and entered the Indian market by establishing a joint stake with oldest Indian conglomerate Wadia Group. A marriage of two diverse entities was formed self-aggrandising birth to two equal joint chance companies, UK registered Associated Biscuits Internatio nal Holdings Ltd in 1992 and Wadia BSN in 1995. The Groupe Danone and Wadia together hold 50.96% in Britannia through Associated Biscuits International Ltd. The ABI Holdings, was a 5050 JV amongst Groupe Danone and Wadia group. Nusli Wadia owner of the Wadia Group took over as a chairman for Britannia and Sunil Alag was appointed as the Managing Director. Sunil Alag was cognise as the Danone man as he was instrumental for Danone to join hands with Wadia.This new entity, Wadia BSN India, was meant to manufacture and sell food products and beverages in India, covering all Danone products, but the venture did not move. As per the Wadia BSN agreement signed in 1995, in case of a deadlock between the partners, Danone is obliged to buy all the shares of the Wadia group at a fair market value. This agreement does not include Britannias holding firm, ABIH which has a separate agreement signed in 1992 and is subject to the British law (Chatterjee, 2007).Expect the unexpectedOn twenty-ninth June 2007, the cut dairy major, Group Danone formally initiated arbitration proceedings to end its partnership with the Mumbai based Wadia group. The 15 years of foray came to an end leading to speculations of Danones growth in India. Eight days before the final solving of end of relation of Danone and Wadia group the sharesof Danone on 21st June 2007 fell by 1.1 percent, to 57.42 Euros in Paris as Frances benchmark CAC 40 stock indication dropped 1 percent (Saikat Ladka, 2007). Danone Secretary General,Philippe-Loic Jacob said that We are book of factsing the current issues with our Indian partner, and this was a priority as Danone wished to continue developing its activities in India. It was revealed by both parties that this discontinuation was advantageous to both parties as Danone was no longstanding interested in the biscuits business line globally. Whereas The Wadia group having increased its send in Britannia gained an opportunity to focus on its core business of Bis cuits. Britannias core business was always biscuits, where it enjoyed 38 percent in value and about 32 percent in volume in 2007 (Babu, 2007). Further, the Rs 6,500-crore2organised biscuit market in India was growing at 14-16 per cent per annum (Archana Rai, 2003).Issue 1 2001On 27th October 2001, Britannia formed a joint venture with Fonterra Co-operative Group of New Zealand, the worlds largest milk company, to explore the potential for dairy products (www.businessweek.com, 2009). Britannia took this stand even though it was associated with one of the most powerful leaders of dairy products-Danone. Fonterra was among the ten biggest dairy companies in the world and had integrated process where it included every part of the chain from procurement of milk to value-added products such as cease and buttermilk (Krishnan, 2002). This was unlike as that of Danone who did market dairy products such as yoghurt, quit and desserts.Issue 2 2003On June 04, 2003, Sunil Alag was ousted as a CE O, but it was claimed that Danone was not informed until the last minute. There were speculations that Nusli Wadia had realized that outsiders were seeing Britannia as a one man show and Mr. Alag was its face. Alagh took all the critical operational decisions and had jolted up a company associated with staid biscuit brands-like Goodday, Marie and Bourbon-by launching sensitive Magic and Tiger (Archana Rai, 2003). Mr. Alag had a support from Danone as he was a strong link between the two companies.. Apart from being a successful CEO, Alagh was also flashy, flamboyant, with friends among the Page 3 crowd in Bangalore, Mumbai and Delhi. So its likely that he helped his friends in some way, as is common with most Indian CEOs. To oust Alagh, Wadia devised the idea of the audit report, the logic being Danone would not support a corrupt CEO (Archana Rai, 2003). An internal audit report, which was latterly leaked to the media, did find that Alagh probably favoured ad agencies, media house s and ngos run by his friends. Other claims were that Wadia wanted to have a say in the company and eventually get his son, Jeh, on board (Archana Rai, 2003). Mr Alagh, 56, joined Britannia in 1974 and has been MD CEO for over a decade (Chakravarty Kurian, 2009).Issue 3In June, 2006Danone registered the Tiger trademark in over 70 countries without prior coincide3. Due to this Britannia demanded royal house from Danone for use of Tiger brand that was registered under them. The tiger brand was the strongest brand of Britnannia which corporate to 20% of the companys revenue4. To this Danone also asked Britannia for royalties for using its trademark recipes for Britannias product Little Hearts.Issue 4In November, 2006 the Wadias dragged Groupe Danone to court over the French company picking up a minority stake in a Bangalore based bio-nutritional foods company Avestha Gengraine Technologies, through its subsidiary Daninvest.com SA (Sangameshwaran, 2007). This was in irreverence of the governments Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an commutative business in a similar area5.Actions to be IndiaThe allegation of not informing Danones partner for picking up minority post of Avestha Gengraine Technologies was denied by Danone. A letter dated 10th May 2007 was sent to the Indian Government that it is not a joint venture with Britannia and its 25 percent shareholdings in the biscuit company is a joint venture with wadia group ABIH through UK and not India (Chakravarty, 2007). Hence, Danone claimed that it dint have any direct joint venture in India and hence the Press Note 1, 2005 was not relevant to them. However, to this the government repeatedly told Danone that it would require no objection certificate as per the press note regulation governing the joint venture between domestic and foreign market (Chakravarty Kurian, 2009). Shortly inside few months, Danone had to ad dress a court case in September 2007, for allegedly usurping the capable property rights (IPR). Vinita Bali the new managing director of Britannia, said Danone paid 220 million rupees as fee for using the Tiger brand6. However, to this Danone asked Britannia to pay royalty for using its trademark recipe the brand Little Hearts. However this claim was off-key around as Britannia had obtained Danones approval for it and was authorized to sell it elsewhere. Ironically the transfer of technical co-operation and intellectual property was approved during Sunil Alaghs tenure as Britannia CEO, who was known to share a good rapport with the Danone top brass (Vijayraghavan, 2007).On April 14, 2009, Groupe Danone officially exited Britannia Industries by selling its entire 25.48 per cent interest to a Wadia Group company, Leila Lands, which indirectly held a similar stake in the biscuit firm7. In 2007, Danone interchange its global biscuit business to kraft paper Foods for 5.3 billion, ena bling the American company to add the portfolio to its Nabisco cookies and crackers8.Danone status now in IndiaGroup Danone is now particularly keen on pore on the dairy products in India. The Danone India, the firms fully-owned subsidiary in India, will wish the dairy and baby foods business, the water business will be managed one by one through a new joint venture (JV) with Narang Hospitality Services, which is the electrical distributor for Evian in India. Group Danone is particularly keen on the baby nutrition segment, especially after its $17 billion acquisition of Dutch firm Royal Numico, which made it Europes largest player in the baby foods category and the second-largest in the world after Nestle. harmonise to Yakult group (http//yakult.co.in/), In 2005 Yakult Danone India (P) Ltd was formed with a joint venture between Yakult Honsha, Japan and Group Danone of France. The 5050 Joint venture Yakults probiotic drink was launched in December 20079.ConclusionDanones briny motive to enter Indian market was to seek potential growth for its products. Indian market being complex and diverse, the best option Danone predicted was through Joint Venture. However Danone when coming out of the Indian joint venture certainly learnt about the social environment, consumer behaviour and organizational cultures in India. With this it also got aware factors of strategic asset seeking. The trail and turbulence in the Indian market undoubtedly lost focus of the firms orientation where its earlier core business was of Biscuits, Dairy products and beverages. However during its reign in India Danone completely place its establishment in biscuit sector and ended up having its new portfolio of nutrional and baby products instead of biscuits. In 2007 it swapped its world number 2 position as producer of cereals and biscuitsfor the same position in baby foods, having sold the biscuits division toKraft Foods10. The 15 years of learning also allowed Danone to change from its diversification strategy to being focus in its Business line. According to Comment/ Jarrell (1995) companies with decrease diversification show better result in the market. This is eventually being true with Danone, however adding its risk due to focused diversification.As observed in the case study, Danone did foresee growth in India. Also as per the Global Competitveness report Exhibit 5 India ranked second in world which showed huge opportunity for the Danones growth. Danone assumed that the even though perceived distance of India and France and opposite, its establishment in India through joint venture would minify any complexity. Moreover unperceived formulas, regulations and laws of Indian company made the Danones macrocosm in India more complex. However, one of the profound complexity Danone faced was adapting to the managements works ethics. India corruption index is more than double to that of France. Positioning the French company as not to be affected by the politica l careen was challenging.Lastly the Power Distance Index (PDI) according to Hoftedes model shows that India had high power index than the France. The higher PDI states that there is unequality of power and acceptance of rule by higher authority. This lead to monopoly in the Indian joint venture by giving rise to diverging and setting of incoherent rules. However, the French had lower power index than India, stating that challenging and opposing inequality was within them. Eventually this was perceptible and which lead French Danone to break its joint venture with the Indian partner.AppendixExhibit 1Consolidated sales report according to business lines in 1995Source http//www.danone.com/images/pdf/10_danone.pdfExhibit 2 dress hat sellers of Danones dairy range Actimel and ActiviaExhibit 3DAIRY PRODUCTS Bledina SA Danone GmbH (Germany 99.9%) Danone SA (Argentina 99.5%) NV Danone SA (Belgium) Danone SA (Brazil) Danone Inc. (Canada) Danone SA (Spain 55.7%) Danone Kft (Hungary) Danone health club (Italy 99.7%) Danone de Mexico SA de CV Danone Sp zoo (Poland) Danone Portugal SA (52.8%) Danone A/S (Czech Republic 95.1%) Danone Clover SA (South Africa 66.8%) The Dannon Company (U.S.A. 89%) Galbani (Italy 90%). Beverages Aguas de Lanjarn (Spain 78.5%) Aguas Minerales (Argentina 50%) Alken-Maes (Belgium 99.6%) Birra Peroni Industriale (Italy 24.4%) Evian Font Vella SA (Spain 77.8%) Italaquae SpA (Italy 91%) Kronenbourg Mahou SA (Spain 33.3%) San Miguel (Spain 80.5%) Volvic.Biscuits Bagley SA (Argentina 91%) Bolshevik (Russia 72.8%) Danone Cokoldovny A/S (Czech Republic 49.1%) Danone SA (Brazil) Griesson-De Beukelaer GmbH Co.KG (Germany 40%) Heudebert Irish Biscuits (Ireland) The Jacobs bakeshop Ltd (U.K.) LU LU Benelux (Belgique) (Belgium 99.6%) LU Benelux (Pays-Bas) (Netherlands 99.6%) LU Espaa (Spain) Papadopoulos (Greece 60%) Saiwa SpA (Italy).OTHER HP Foods Ltd (U.K.) BSN Emballage (44%) Amoy Food Ltd (Hong Kong 90.3%) PT Aqua friendly Mississippi (Indonesia 3 6.1%) Britannia Brands (Malaysia) SDN BHD (90.3%) Britannia Industries Ltd (India 18.4%) Calpis Ajinomoto Danone Co Ltd (Japan 25%) Continental Biscuits Ltd (Pakistan 44.7%) Griffins Foods Ltd (New Zealand 90.3%) Hangzhou Wahaha Co. Ltd (China 41%) Shanghai Danone Biscuits Foods Co. Ltd (China 54.2%) Shenzhen Danone wellness Drinks Co. Ltd (China 54.2%) Tangshan United European Haomen Brewery Co. Ltd (China 63.2%) Wuhan Euro Dongxihu Brewery Co. Ltd (China 54.2%) Danone International Brands Paris Great Brands of Europe.Exhibit 4The controversial tiger brandExhibit 5Source Global competitiveness report, world economic forum (2009-2010)Link https//members.weforum.org/pdf/GCR09/GCR20092010fullreport.pdfExhibit 6Source Corruption Perception Index (2010)Link http//www.transparency.org/policy_research/surveys_indices/cpi/2010/results