Post Modern Directors Essay Example for Free

Post Modern Directors EssayJim Jarmusch, with his striking hairstyle and rock star persona or aura, and Wong Kar-wai, with his martial artist or gangster looks, can be considered post modern directors with high caliber reachs in the blast industry. These post modern directors are impressionistic in their respective work and point of view. They are also able to dream or pursue a higher level of quality in their expositions of time, memory and space. For other critics, they are different and simultaneously strange. Jim Jarmusch and Wong Kar-wai seem ecstasyd to have different themes, tone and styles. However, by looking at the summary of other critics and auteurs in the characterisations created by these post modern directors as well as the interviews on the Jarmusch and Kaw-wai, it can be noned that there are cloudy correspondences between them. In the press release notes for Stranger Than Paradise, the film that first provided him significant attention, Kim Jarmusch half- mockingly explained his film as a semi-neorealist black- graveldy in the style of an conceptional Eastern-European film director preoccupied with Ozu, and recognizable with the 1950s American television show The Honeymooners.In a lot of ways, the statement is distinguishing of Jarmusch, conceivably the most happy and revitalizing of the post modern or American independent directors of the last twain decades. The interviews also expose that he has always been captivated with combining culturally very unusual features or materials to create something rude(a) which cannot be ordinarily categorized. In addition to this, this goes beyond the boundaries between high and low and offers a clean point of view at American and the familiar.Jarmusch successfully does this by incorporating the perspective or point of view of a stranger. This is further done by belongings a sense of humor in and about his craft (Hertzberg, vii). Filmmaking for Jim Jarmusch has never had much to do with how it is traditionally imagined or visualized, either in terms of mathematical product or aesthetics. As an alternative, he has taken a road less traveled. Consequently this indeed, has made all the differences.From the time of his first feature-length movie, Permanent Vacation, which he completed while still in film school, to the newly released Ghost Dog The Way of the Samurai, spectators and interviewers have been inquisitive or interested about the Way, as it were, accountable for the innovative, deadpan quality which sets this film apart. Determinedly, Jarmusch articulates of how he visualizes his films from the inside out, how he begins with an actor in mind, how he represents from the collection of random notes that he is continuously opus down, and how he allows the story and mood of the film develop or advance from that.In addition to this, he is always enthusiastic to acknowledge or get it on his debt to filmmakers and artists in other areas whom he has been influenced by or has borrowed from, just as he never fails to stress the significant responsibility vie by the molt and crew in determining and co-creating the films he directs. Every time, he is asked to speculate about the style, themes or philosophy of his films, conversely, Jarmuschs answers are much more dumb Im the worst person to analyze (my) stuff and I hate looking back at it, he told Rosenbaum two years later on.Likewise, in a recent conversation with Chris Campion, Jarmusch says of the sense that there is a deeper connection between Dead Man and Ghost Dog that he would rather not attempt to analyze it himself Better to leave that up to someone smarter than myself who can explain it to me sometime, he says, only half in jest. He insists that he does not remember his earlier films very well, as he has a hard time watching them once he is done with them.And furthermore, he practically points out that he is not very fond of sharing his views on his films because he regards other peop les different interpretations of them to be at to the lowest degree valuable as his own and is afraid that his own reflections would only impose (Hertzberg, viii). In his film Down by the Law (1986), Jim Jarmusch refined his humorous and dry wit by incorporating black and purity photography. He also used elegant tracking shots in his film which adds to a unique laconic style. Somehow, the film has a resemblance to Robert Bressons A Man Escapes (1956) as well as to other films with themes about prison.This is due to the fact that the story of Down by the Law is drawn from both the life of an ebullient Italian tourist, played by Roberto Benigni, as well as the life of two petty hooligans, played by Tom Waits and John Lurie. However, because of the post modern skills of Jarmusch, he is able to make innovations and come up with a humorous, fresh and unusually moving film. In Mystery Train (1989) and Night on globe (1991), Jim Jarmusch was highly regarded or commended for the charm a nd cleverness.Though still, there are some critics or spectators say that these two films are quite similar from his previous works. The criticisms he obtained from these two films show a correspondence to other directors such as David Lynch in his film Twin Peaks (1990), particularly to Wong Kar-wai in his film Happy Together. Wong Kar-wai and Jim Jarmusch in their respective work shows how these two directors risked repetition, as well as self-parody, in ordain to bring out something (in their point of view) innovative, fresh and revitalizing.Jarmuschs film Dead Man (1995) can be considered a comeback or response to these criticisms and a strong evidence of how he tried to be innovative and fresh in his perspective. Internationally, this film was acclaimed to be a work of genius. It also deviated from his usual unnatural style or hip irony which can be observed in his other films, such as in Night on Earth. Jim Jarmusch successfully uses languageal depiction of death presented in a bold manner and rendered harsh and brutal.On the other hand, nearly a decade later after his film Fallen Angels was shown in the 1995 Toronto International Film Festival, Wong Kar-Wais signature visual pyrotechnics dont wield quite as much power over spectators as they once did, precisely this is only to be expected. The best news is that Wong Kar-Wai has matured as a filmmaker, and where sheer visual and aural audacity was once enough to thrill a viewer, these ephemeral techniques have in more recent films like Happy Together and In the Mood for Love, been supplemented by a powerful artistic vision and a new depth of feeling (Tambling, 1)In May 1997, just forwards Hong Kong passed from British colonial rule to the Peoples Republic of China, Hong Kong director Wong Kai-wai released the film Happy Together. Wong Kar-wai was born in Shanghai in 1958 but he was brought up in Hongkong and began film-making (if a beginning can be located at this point without beingness arbitrary about his previous work on films) with As Tears Go By (1988). This was a fast-paced gangland movie set in Kowloon which is frequently compared in plot with Martin Scorseses Mean Streets (1973).It portrayed a gangster (played by Andy Lau), caught between the demands of his partner, Fly (played by Jacky Cheung), and his girlfriend (Maggie Cheung). As such, it can be seen as remaking a Hollywood formula, where the focus is on a male character proving his masculinity (Tambling, 1). Often compared with the young Jean-Luc Godard, Wong Kar-wai is celebrated as one of he leading auteurs of new wave Asian cinema. Wong may be said to have brought the Hong Kong new wave into the 90s, wrote Stephen Teo, by combining post-modern themes with new wave stylistics (2008).In Chungking Express (1994), calcium Dreamin by the Mamas and Papas functions not just as a replacement for dialogue but as the core message of the film. In Chungking Express, writes Larry Gross, Calfornia Dreamin is played some ni ne-spot or ten times almost in its entirety. But only towards the end do you grasp that dancing casually to that song and letting its lyric play across your mind is almost literally what the movie is about. His world is very much the world with a soundtrack, where objects, perishable but still emotionally resonant, flit in and out of our hands and minds (Lannin and Caley, 173).In Stephen Teos analysis on Wong Kar-wai, it can be noted that his work is magisterial and is highly persuading in terms of the proofs and supports for his arguments towards Wong Kar-wais work. There is also a remarkable scope and depth in his analysis where comprehensive surveys of Chinese commentary are provided. Stephen Teo, being a genre analyst, particularly on Hong Kong cinema, carefully shows a thorough study of the works of Wong Kar-wai.Aside from Stephen Teo, though this may scandalize some, other spectators withdraw immediately that they dont care for most Hong Kong cinema, especially that of the ma rtial arts which sometimes seems to be most of it. Spectators however, acknowledge its worldwide success and revalue its unbounded energy. Others understand the arguments made by David Bordwell and others for the wonderful balletic kinesthesia and the fecund and often extremely clever recycling of generic motifs from pop refining that can be found in Hong Kong cinema.Spectators and critics respect the tremendous influence that Hong Kong genre films have had on Wongs filmmaking. Some believes that his greatest triumphs have come when he has transcended generic conventions (Brunette, xviii). In the absence of an outer voice, the song articulates the obsession with the time common to all characters in a Wong Kar-wai film. A telling nip in Fallen Angels shows one of the main characters shooting video of his baffle. They have little verbal communication despite living in the same minuscule hotel room (the son is mute and the father rarely talks since the death of his wife).The sons persistence with his video camera becomes so unbearable that his father shuts him out of their room. Later, he is filmed asleep. In private moments, he watches these videos with pleasure and after his death, his son watches one sequence over and over, relishing the pleasure of a rare smile from his father. The task of electronic media in memory, when one-to-one communication is complicated or hard, is a theme that persists or happen again end-to-end Wong Kar-wais films.When Kar-wais characters are mute, speechless, or emotionally withdrawn, songs animate their silence. Fallen Angels (1995) starts with a long sequence in which voices are heard only as peripheral chatter or voiceover. Preceding the main titles is a scene shot in black and white (similar to Jarmuschs use of black and white photography). The hit man, Wong Chi-Ming, which is played by Leon Lai, and his agent, played by Michele Reis, are discussing their professional and personal relationship.Their particular conversatio n, can be classified as neorotic, internalized, and literally colourless fragment that is swept aside by a tour de force of camerawork, set design, sound and conceptualization, sustained without dialogue or exposition for nearly ten minutes (Lannin and Caley, 173). The difference in style, theme and tone subsequently results to a similarity in the determination of presenting new and deviant works from their previous masterpieces in the film industry makes Jim Jarmusch and Wong Kar-wai stand out to be post modern directors acclaimed by critics and spectators worldwide.

The value of the Sime Darby Brand

The value of the Sime Darby BrandFounded in 1910, now Sime Darby (Holding Company-Divers) is ranked at 9 in 50 most valu able brands in Malaysia. Sime Darby Berhad Malaysia is leading(p)(a) Oil and Gas Services is all-inclusivey innovative and productive gild leading in Malaysia. Sime Darby Berhad consists of several comp wiznts of business units such(prenominal) as plantation, property, industrial, motors, energy and utilities and healthcare as rise up. The main vision of the fellowship is we are building our tomorrows, today (www.simedarby.com).The Sime Darby in 1910 got the name from two European business partners by name William Sime and Henry Darby. William Sime, a traveler and adventurer from Scotland, ventured to Malaysia when he was in his new-fashionedly 30s. Sime Darby Berhad is the largest conglomerate in Malaysia and one of the largest in Southeast Asia . Within its territory are much than than 270 operating companies in 23 countries, while foreign operations i n Hong Kong of which invoice for 25% of revenues, Singapore (14 %), and Australia (11%). The familiarity generates 38 percent of its revenues domestically. Its broadly diversified activities include a wide range of industries, with the core businesses being plantations including oil thenar and the fraternitys original business, natural rubber, tire manufacturing, heavy equipment and motor vehicle distribution, property development, spot generation, and engineering services.Natural rubber synthetic rubber was still being positive and had just been introduced to the country from Brazil. Sime and opposite entrepreneurs at the time recognized that the climate of Malaysias jungle region was similar to that of Brazils. Therefore, rubber could just as easily be grown in that country and sold not only in Malaysia but throughout Southeast Asia and the world.However, Sime Darby encountered opposition to its venture from locals, who were wary of out emplacementrs coming in to operate a plantation in Malacca, in order to overcome this, Sime and Darby forged fri reverseships with several divisions of the Chinese business community.The company expanded, becoming a bus for owners of opposite plantations and then moving into the trading end of the industry. Sime set up a branch office in Singapore in 1915 and shortly thenceforth established a marketing office in capital of the united Kingdom. Demand for rubber eventually outstripped Sime Darbys production capacity, and by the late 1920s the company found it inevitable to clear more jungle. To do so, Sime Darby purchased Sarawak Trading Company in 1929. Sarawak (after renamed Tractors Malaysia) held the franchise for Caterpillar heavy earthmoving equipment. That important purchase signaled Sime Darbys expansion into the heavy equipment business, which would eventually start a major component of its expansive network. In 1936 the companys head office was relocated from Malacca to Singapore.Sime Darby made a fortu ne in the global rubber industry during the 1920s and 1930s. Growth in the industry began to fade, however, as natural rubber was gradually supplanted by synthetic rubber. Sales of natural rubber boomed during universe War II as warring nations purchased all available supplies. The war, however, also led to significant advancements in synthetic rubber technology. A good hire of it was used to acquire other companies, thereby expanding Sime Darbys reach into several other industries. Much of Sime Darbys success during that period was attributable to its acquisition of the giant Seafield Estate in 1971 and the establishment of Consolidated woodlets Berhad that alike(p) socio-economic class. Through Consolidated Plantations, which became the companys main plantation subsidiary, Sime Darby became a leading force in the regions thriving boorish sector. In gain to growing the oil palms and cocoa, the company began processing the crops into finished products for sale throughout the world.As its sales and profits spiraled upward during the untimely and mid-1970s, Sime Darby became a shiny square in Britains cap. To the surprise and chagrin of the British stockholders, however, the company was w take a breathered from their control by the Malaysian government late in 1976. The intriguing events leading up to the takeover began in the early 1970s. During that time, Sime Darbys chief executive, Denis Pinder, began investing the companys cash in invigorated subsidiaries throughout the world. The companys stock price soared as Sime Darbys sales spiraled upward. At the same time, nigh observers charged that Sime Darby was engaged in corrupt business works (with critics coining the phrase Slime Darby).Allegations of corruption were confirmed in the eyes of some detractors when, in 1973, Darbys outside attender was found stabbed to death in his bathtub. The Singapore police ruled the death a suicide, but Pinder still ended up in prison on misdemeanor charges. Pi nders successor took up where he left off, investing in numerous ventures, most of which were located in Europe. Unfortunately, many of those investments quickly soured. Some Malaysians snarl that Sime Darby was taking profits from its successful domestic operations and investing them unwisely overseas. So, in 1976 the Malaysian government trading office bought up Sime Darby shares on the London stock exchange. It effectively gained control of the company and installed a board made up mostly of Asians.Also in 1976, Asian and British board members were able to agree that Tun Tan Chen Locks son, Tun Tan Siew Sin, would be an acceptable replacement as chairman of Sime Darbys board. In 1978 Sime Darby was rein corporeald in Malaysia as Sime Darby Berhad. Its headquarters was moved to Kuala Lumpur the fol kickoffing year.Staggering in the Early 1980s Rebounding in the Late 1980s and Early mid-ninetiesSime Darby jettisoned some of its poorly performing assets during the late 1970s and ea rly 1980s under Locks leadership. But it also continued investing in new ventures. It purchased the tire-making operations of B.F. Goodrich Philippines in 1981, for example, and secured the franchise rights to sell Apple Computers in southeasterly Asia in 1982. The addition of B.F. Goodrich Philippines marked the companys entrance into the tire manufacturing sector also in 1981 came the establishment of Sime Darby International Tire Company, which in 1988 was renamed Sime Darby Pilipinas, Inc. In 1984 the company purchased a large stake in a Malaysian real estate development company, United Estates Berhad, and used it to begin developing plantation lands. This company later was renamed Sime UEP Properties Berhad. In Malaysia, Sime Darby acquired the franchises for BMW, Ford, and terra firma Rover vehicles.By the early 1980s Sime Darbys push to diversify had given it a place in almost every industry, from agricultural and manufacturing to finance and real estate. Although it did di versify into heavy equipment, real estate, and insurance businesses, new management also plowed significant amounts of cash into the companys traditional trade good and plantation operations. Sime Darby became a favorite of investors looking for a safe bet. Indeed, the mammoth enterprise tended to minimize risks after the investment mistakes of the early 1970s and seemed content to operate as a slow-growth multinational behemoth that could withstand any market downturns. Even if something did go wrong, the company had a war chest of nearly a half(a) billion U.S. dollars from which it could draw.Unfortunately, Sime Darbys staid strategy negatively impacted its bottom line. Sales dipped to M $2.78 billion in 1992 before plunging to M$2.17 billion in 1983. Sime Darby lumbered through the mid-1980s with annual sales of less than M$2.5 billion, and net income skidded from about M$100 million in the early 1980s to a low M$59 million in 1987. To turn things around, Sime Darbys board prom oted Tunku Ahmad Yahaya to chief executive. Ahmad was a veteran of the companys executive ranks and was a favorite nephew of Malaysias first prime minister, Tunku Abdul Rahman. beneath Ahmads direction, the giant corporation began a slow turnaround. Significantly, Ahmad was instrumental in luring Tun Ismail to Sime Darbys board. Ismail was a highly influential central bank governor and the chairman of Sime Darbys biggest shareholder. Ismail became nonexecutive chairman of the company following the death of Tun Tan Siew Sin in 1988.During the late 1980s and early 1990s Ahmad invested much of Sime Darbys cash hoard into a bevy of new companies and ventures. Sime became a relatively big player in the global reinsurance business, for example, and tried to boost its activities related to heavy equipment and vehicle manufacturing. Most notably, Sime began pouring millions of dollars into property and tourism in key growth areas of Malaysia in an effort to get in on the development and to urism boom that began in that nation in the late 1980s. The success of that division prompted the company to invest as well in tourism overseas. Through its UEP subsidiary, for instance, Sime Darby bought a full-service resort with condominiums in Florida (Sandestin Resorts) and a hotel in Australia, among other enterprises. As the company dumped its cash into expansion and diversification, sales and profits bolted. Revenues climbed from M$2.53 billion in 1987 to M$4.98 billion in 1990 to M$6.20 billion in 1992. During the same period, net income soared from M$85 million to M$353 million.Sime Darby realized a stunning 65 percent average annual growth in payment during the late 1980s and early 1990s. Despite its gains, though, critics charged that the company had concentrated too heavily on traditional commodity industries and had failed to move into the 1990s with the rest of Malaysia. In fact, Sime Darby continued to garner about 43 percent of its sales from commodity trading acti vities in 1993 and only 18 percent from manufacturing. The rest came from heavy equipment distribution, insurance, and its property/tourism holdings. Although building strength in those businesses had added to the companys sales and profits during the late 1980s and early 1990s, the strategy had caused Sime Darby to fall behind more progressive holding companies in the region that were participating in booming high-tech, gaming, brokering, and manufacturing sectors. Many company insiders believed that Sime Darby would have to eliminate its heavy reliance on commodity industries if it wanted to sustain long-term growth.The CrisisThe companys stock price began to fall in 1993 and its rapid revenue and profit growth began to subside in comparison with late 1980s levels. In 1993 Ahmad stepped back from control of the company when he named Nik Mohamed Nik Yaacob to serve under him as chief executive. Among Mohameds first moves was to initiate the merger of the companys plantation assets, organised as Consolidated Plantations, and the parent company, The company also bolstered its regional insurance business in 1993 by joining forces with AXA of France for its insurance operations in Malaysia and Singapore. These efforts signaled an end to the companys historical emphasis on commodities and reflected Mohameds desires to increase activity in manufacturing, high-tech, financial services, and other fast-growth businesses and reduce Sime Darbys bureaucracy.The turn around after the crisisThe company began increasing investments in businesses such as power generation, oil and gas, and heavy equipment exporting. In heavy equipment, Sime Darby bought the Australian distributor of Caterpillar equipment, Hastings Deering (Australia) Ltd., in 1993. In power generation, a key move came in 1994 when Sime Darby took a 40 percent interest in embrasure Dickson Power Sdn. Bhd., an independent power producer in Malaysia. That same year, the company acquired U.K.- base Lec Refrigera tion plc, which was involved in the manufacturing, marketing, and servicing of refrigeration equipment and related products. At the same time, Mohamed worked to absorb the flurry of acquisitions conducted during the previous several years and streamline the company into some sort of cohesive whole. Despite restructuring activities, Sime Darby managed to boost sales to US$3.15 billion in 1994, about US$186 million of which was netted as income.In 1995 Sime Darby stepped up its acquisition drive through the purchase of a controlling 60.4 percent interest in United Malayan Banking Corporation from Datuk Keramat Holdings Berhad. The US$520 million purchase deepened the companys involvement in the countrys fast-growing financial services sector. United Malayan, which was the fourth largest bank in Malaysia in terms of assets, soon was organize as Sime Bank Berhad, with the companys brokerage arm becoming a subsidiary of Sime Bank under the name Sime Securities Sdn. Bhd.For the fiscal ye ar ending in June 1997 Sime Darby bet record net income of M$835.8 million (US$322.9 million) on record revenues of M$13.24 billion (US$4.35 billion). Sime Bank and SimeSecurities played a key intention in these stellar results (account for 30 percent of pretax earnings), but the eruption of the Asian financial crisis in July 1997 quickly proved that the acquisition of United Malayan had been ill-timed, if not also ill-advised. The asperity of the crisis in Malaysia, which included a steep decline in the Malaysian stock market and a sharp depreciation of the ringgit (the nations currency), led Sime Bank to post the largest loss in Malaysian banking historyM$1.6 billion (US$431 million) for the six months to December 1997. In turn, Sime Darby posted its first loss in decades for the same six-month period, a loss of M$676.2 million ($172.7 million). With other Sime Darby units being hit hard by the crisis as well, the company posted the first full-year loss in its close to 90-year history in the 1998 fiscal year, a net loss of M$540.9 million (US$131 million).Subsequently ,it beat a hasty retreat from its aggressive expansion, determining that the prudent racetrack would be a return to the companys core areas plantations, property development, tire manufacturing, heavy equipment and motor vehicle distribution, and power generation. In June 1999 Sime Darby sold Sime Bank and its SimeSecurities subsidiary to Rashid Hussain, who integrate it with RHB Bank to form the second largest commercial bank in Malaysia. During the 1999 fiscal year, the company also sold Sandestin Resorts for US$131 million. In 1999,it returned to the black with net earnings of M$821.8 million (US$216.3 million) on revenues of M$9.91 billion (US$2.61 billion). A further pull-back from the financial services sector came in March 2000 when Sime Darby sold its interest in Sime AXA, its insurance joint venture with AXA of France.Meantime, an area of growing interest was emerging at the turn of the millennium as Sime Darby increased its interest in Port Dickson Power to 60 percent, giving it majority control and turning Port Dickson into a company subsidiary. Flush with cash from the sale of its financial services units, Sime Darby appeared gathered to make additional forays into the power generation sector. Given the near disaster of its aggressive moves into financial services, however, the company was likely to proceed with much caution in all of its future expansionary endeavors in a return to its traditional style of conservative management.Business activitiesPlantation Plantation is Sime Darby largest revenue generator with about 70% of the conglomerate profits come from this segment. The company operates palm oil and rubber plantations in Malaysia and Indonesian islands of Sumatera, Kalimantan and Sulawesi. With a land bank of over 633,000 hectares, including 300,000 hectares in Indonesia, it is one of the largest plantation company in the world.Property The com pany is involved in the property development business in eight countries, namely Malaysia, Singapore, Indonesia, Philippines, Vietnam, Peoples Republic of China, Australia and United Kingdom.Industrial and Monitoring The company is involved in the purchasing, leasing and selling of industrial equipment such as Caterpillar Inc. heavy duty trucks and tractors.. it has partnership with Ford, it sells Fords cars and trucks together with the Land Rover brand. It is also a major BMW dealer in Singapore, Australia and Thailand. In Southern China, the company sells BMW and Rolls-Royce. In addition, Sime Darby co-owns Inokom Corp Bhd, a joint-venture with Hyundai Motor Company which assembles and sells Hyundai vehicles in Malaysia.Energy Utilities The company is an Oil and Gas services company which provides equipment for exploring oil and gas assets in the South East Asia region. The company is also an independent power provider in Malaysia and Thailand. The company also provides engineeri ng services in the system integration and sales sectors, security and oil gas sectors.Healthcare The company owns hospital named Sime Darby Medical Centre Subang Jaya Sdn. Bhd ,SDMC Formerly known as Subang Jaya Medical Centre, and college formerly known as SJMC Academy of Nursing and Health Sciences which was established in 1995 and now is known as Sime Darby Nursing and Health Sciences College.Other businesses The company has a port utility company named Weifang Sime Darby Port Co Ltd. Other businesses that the company is involved in include healthcare, aerospace (divested from Asian Composites Manufacturing (ACM) in 2009), bedding, consumer and industrial products, logistics and packing.The company also owns the 30% of the Malaysian arm of Tesco stores.Sustainable Practices Sime Darby plantations implemented Zero desirous Planting Techniques Techniques (ZBPT), a practical and environmentally sound technique of replanting, in 1989.The room of director and audit commissioning profileCompany ProfileBhg Dato Mohd Bakke, was elect on13th May 2010 as the new president and group chief executive (PGCE) and formerly group president/CEO of Felda Global ventures Holdings SDN Bhd, he has necessary implement in corporate restructuring exercises as well as in management expertise in the plantation.Dato Azhar Abdul Hamid, Chairman,board of Directors and Managing Director of Sime Darby Plantation Sdn Bhd. He is head of the Sime Darby Groups Plantation and Agri-business personaAditheb Bisalbutr Chairman of Executive Committee (EXCOM)Member of Board of Directors Chairman of PTT Chemical International Pte. Ltd. (since October,2008)Dr. Kongkrapan PhD. He is the group Chief Executive Officer and a member of the Board and the Executive Committee of Emery Oleochemicals Group. chemicalHaris Fadzilah HassanExecutive Committee Board of Directors ,Senior Vice President of Downstream Operations, Sime Darby Plantations Sdn Bhd Puntip Oungpasuk is the member of board of director s oversees PTT Chemicals business strategy, business development, corporate planning, corporate strategy portfolio management, innovation technology, and international businesses.Veerasak Kositpaisal The President and CEO of PTT Chemical Public Company Limited. Also the Chairman the P soundic Industry Club of the compact of Thai IndustriesTn Hj. Khairudin Hashim The Head, RD Centre for Sime Darby Plantation. He is also a Board Member of several of Sime Darby Plantations subsidiaries. Now, Panel Member of the Advisory Panel for RISDA College.Mustamir Mohamad (Alternative Director) Head, Strategy and Business schoolingSime Darby expanded their operations in more than 20 countries throughout the Asia, Europe, Africa, the Middle and Unites States. Sime Darby Berhad is one of the largest listed oil plantation groups. It has been estimated approximately near 6% of the total palm oil production in the world.The financial write up standards of Sime DarbyIn Malaysia, a Sime Darby Berhad financial extend standard is accordance to Malaysian story Standard Board (The Sime Darby Group, 2005). The financial statements have been arranged in accordance with the Malaysian chronicle Standards Board approved accounting standards in Malaysia comply with the Financial Reporting Standards (FRS) and the feed of Companies the Act, 1965.The functions and powers of the Malaysian Accounting Standard Board (MASB) as provided under the Act are to (MASB, 2010) roll in the hay new accounting standards as approved accounting standards and to review, order or adopt existing accounting standards as approved accounting standardsissue statements of principles for financial insurance coveragesponsor or undertake development of workable accounting standardsconduct public consultation as necessarydevelop a conceptual framework for the purpose of evaluating proposed accounting standardsmake such changes to proposed accounting standards as considered necessaryseek the view of the FRF in relation to new and existing standards, statement of principles, and changes to proposed standardsdetermine scope and application of accounting standards andto perform such other function as the Minister of Finance may prescribeHarmonization must begin with a standardization of the reporting requirements. In Sime Darby, (Sime Darby Berhad yearly Report, 2009), the accounting standards have been issued with regards to segment reporting. The accounting standards are found onThe Directors are required by the Companies Act, 1965 (Act) to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Group and the Company at the end of the year and the results of the Group and the Company for the year.The Directors plays role in responsible in safeguard the assets of the Group and to prevent and detect fraud and other misdeedMalaysian necessities the Companies Act 1965 and on the standards of the Malaysian Accounting Standards Board.T he Malaysian Accounting Standards Board (MASB) uses IAS 16-Property, Plant and Equipment, as the foundation for rising accounting standards.Convergence of accounting standards will be not achieved without significant cooperation amidst government and business community.The financial statements are presented in Ringgit Malaysia (RM) which is the companys functional and presentation currency.How can this company combine offinancial accounting standards between in its branches (Singapore and other countries) according to the existence accounting systemIn Singapore, Sime Darby Singapore Limited Is under US GAAP, Statement of Financial Accounting Standards.In United States, Sime Darby Plantation USA financial accounting standard was registered with the Securities and Exchange Commission ( sec) of the United States of America. The Securities and Exchange Commission The Securities and Exchange Commission is a U.S. regulatory agency that has the chest to establish accounting standards for publicly traded companies. The Securities Act of 1933 and the Securities Exchange Act of 1934 require certain reports to be filed with the SEC. For example, Forms 10-Q and 10-K must be filed quarterly and annually, respectively. The head of the SEC is appointive by the President of the United States. When the SEC was formed there was no standards-issuing body. However, rather than set standards, the SEC encouraged the private sector to set them. The SEC has stated that FASB standards are considered to have authoritative support.The adoption of International Accounting Standards as Philippine principally accepted accounting principles (GAAP). In Philippines, Sime Darby Pilipinas Inc, the standards financial accounting was based on Generally Accepted Accounting Principles (GAAP) in the Philippines as set forward in Philippine Financial Reporting Standards (PFRS). PFRS includes statements named PFRS and Philippine Accounting Standards (PAS), including interpretations by the Philippi ne Accounting Standards Council. These are the Companys first consolidated financial statements prepared in conformity with PFRS. Generally Accepted Accounting Principles (GAAP) are generally accepted because an authoritative body has set them or the accounting profession widely accepts them as appropriate. Prior to this, Philippine generally accepted accounting principles were based mainly on US-based accounting standards.According to Parker, (2010) Generally Accepted Accounting Principles (GAAP) has four basic principles.The historical cost principle requires companies to account and report based on acquisition costs rather than fair market value for most assets and liabilities.The revenue recognition principle requires to record when revenue is realized or realizable and earned, not when cash is received. The way of accounting is called accrual basis accounting.The matching principle-Expenses have to be matched with revenues as long as it is reasonable doing so.The full disclosur e principle-Amount and kinds of information disclosed should be decided based on trade-off analysis as larger amount of information costs more to prepare and use it. Information disclosed should be enough to make judgment while keeping costs reasonable.In Malaysia, refer to Nathan et al, (2000) Malaysia Standard Auditing is issued by Malaysian Institute of Accountants (MIA) and the Malaysian Association of Certified Public Accountants (MACPA) to harmonize the auditing practice. The authors mentioned that in order to harmonize the accounting standard practices, Malaysia has been implementing good standards by alter actual accounting and auditing practices.Nathan et al, (2000) also emphasized that to maintain the relationship between national standards and international standards and as well as maintain and improved the standards the captain accounting bodies review the published accounting statements annually and Malaysian Accounting Standard Board (MASB) were set up to see thatth e issuance of new standards as approved accounting standardsthe assessment, revision or implementation as accepted accounting standards existing accounting standardsgo aboard on a political platform to review all extant accounting standards for consistency the latest developments in International Accounting Standards (IAS), legal and regulatory reporting requirementsevaluate the practical practice of International Accounting Standards (IAS) relate to application of the accounting standardsAccording to Carlin et al, (2009) MASB to adopt global harmonization of standards (IFRSs) is a reflection of Malaysias obligation to support with global accounting standards in order to achieve harmonization with international practice.Based on the financial accounting standards between its branches, from my point of view, the process for harmonizing accounting standards seems based on a harmonious relationship among national and international standards setters. Sime Darby Berhad neither replaces nor eliminates the need for standard setters. The monitoring of reporting and agreement with approved standard and as well as regulatory body has been done by financial institutions i.e. Bank Negara.Does it succeedto achieve that or notif not what are the obstacles that face this company to achieve thatAccording to Pasceri, (2005), a Chief Internal Auditor and Finance Director of Sime Darby Malaysia, Francis Anthony stated thatNothing has changed except for disclosure requirements, which have become kind of onerous today, with no mistrust. As far as the statutory reporting and financial community, especially the auditors, there are more requirements to be met.Unfortunately, with the rush of regulatory changes in the US and their impact on international accounting standards, we have erred in moving too much towards a rule-based environment.As far as the basic accounting system goes management reporting and management accounting thats not changed. The basic principles are the same except for today you must ensure stricter compliance with cross-border and transfer pricing rules and be more familiar with management decision-making techniques for risk management.Francis Anthony also pointed out thatThere is overload now even for wellrun companies and I think it is maximised, and the challenge now is balancing.The challenges of Sime Darby faces today is just that the audit management need to maintain and balance the role and keep side by side of all regulatory changes on finance. Having worked in multiple jurisdictions in the region Anthony finds that for companies in Hong Kong and the other local exchanges like Malaysia and Singapore, there are varying degrees of reporting requirements that will be getting more and more stringent with SarOx (Pasceri, 2005).Internal and External Audit Duties and commentsTo say that the group had processes in place its just that they had not been implemented properly certainly laughable because it is all toofamiliar. If one was to seriously respond to this excuse, it would be that is why you have inwrought and external auditors. And when the internal auditors raised the red flag in August 2008, it was conveniently swept under the carpetIf the excuse was that, the non-executive independent directors were obliged to give the benefit of the doubt to management, the external auditors, Price Waterhouse Coopers (PWC) certainly had no such obligation or professional reason to do so This was their red flag to delve into the issue of cost over-runs including its recovery of such costs. This is no more an ordinary run of the mill statutory audit. PWC had been put on enquiry and were obliged to look into the engross meticulously.The question to be answered is that, what did PWC do? They signed off the accounts of Sime Darby for 2008 and 2009 with a clean audit report Not even an emphasis of matter especially on the possible cost over-runs and its recoverability The fact that official media had highlighted these ma tters, besides the media report prior to the finalization of the 2008 and 2009 accounts speak volumes about the role (or lack of it) of PWCThe official media currently has been instead polite about this latest incident .yes, they have been polite relatively speaking, but if you read in between the lines, the insinuation is the total collapse in the check and balance roles of the other parties involved with Sime Darby notably the auditors and members of the Audit Committee headed by the ex-chairman of PWC. Andrew Sheng, a proponent of strong corporate governance is unfortunately sweep in this mess as director and he cannot easily extricate himself out of this especially when he was appointed in 2007.He has to regain credibility by insisting massive and fundamental changes to the way things are done in the Malaysian corporate world in general and Sime Darby in particular.The audit committeeIn April 2008, for example, there were news reports that Sime Darby Engineering Sdn Bhd had in curred cost overruns of between RM120mil and RM150mil in its offshore engineering, procurement, construction, installation and commissioning project for Maersk Oil Qatar (MOQ).In February 2009, a report also alleged that there had been costs overruns in the same project, but this time, the figure mentioned was far bigger. At a media briefing on Feb 4, Zubir dismissed this Theres no such thing as the RM800mil losses. The Minority Watchdog Group (MSWG) wrote to Sime Darby chairman Tun Musa Hitam in March 2009 on issues in the energy and utilities division. At the companys AGM last November, the MSWG also raised questions about the divisions shrinking bottom-lin

Growth opportunities in detergent market

Growth opportunities in detersive grocery storeThe case deals with Unilevers Home C atomic number 18 Cleaning range and is evaluating the growth opportunities in the foodstuffing of detersives to around 48 million low income consumers living in the Northeast realm of Brazil.Clearly, the aim of Unilever, like all pro fusillade making organizations, is to ware a bigger piece of the pie. Its first step forward is to assess whether or non, its target market is lucrative enough. To do so we first date the buying behaviour of the target expenditurers, examine the current market scenario and Unilevers internal environment.The importance of knowing how population will behave is tantamount to knowing the incomprehensible of organisational success. The simplest description of consumer behaviour is the obtain and/or consumption decision of an individual and/or household who buy goods and services for personal consumption. In the case we analyse the behaviour of group of individuals i n the Northeast of Brazil and the use of purifying and soap in order to evaluate whats not working for Unilevers growth in that market segment and decide the best positioning strategy to encourage increased consumption.Because we know comparatively little about human behaviour, we as marketers, die hard to make some assumptions to know how consumers will react to what we do. The first champion being, consumers go through a rational decision act when they buy. We assume the process to start with ignorance of the consumer and moving through awareness, information search, short listing alternatives and so on until the ultimate goal purchase is reached.. A distinction is further do between two types of products purchasing high involvement and low involvement. Washing purifyings are low involvement products whither consumers whitethorn not go through the blameless decision making process and either pick a brand out of compulsion, out of a desire to seek variety or because of the ir sometime(prenominal) preferences and engenders, or they may pick a brand due to some constraints such as income and amount allocation to household spending. Consumers raise preferences and budgetary constraints unneurotic to determine their choices. The Northeast Brazilian households are low income groups and thus the price of the laundry soap, bleaching liquid and detergent powder is a primary criterion for evaluation of the brand of laundry products. The women in this region of Brazil melt down to pick a particular brand based what former(a)s in their cordial group are using (as they often do their wash in a public laundry or by the river with a group of friends) and their own past experience and satisfaction. The second assumption is that consumers are brand loyal either loyal to your own brand or loyal to your rivals brand. A wall street daybook (19th October 1989) published that 48% consumers remain loyal to the laundry detergent they are already using. To penetrat e and gain additional market assign, Unilever will have to go some extra inducements to get the NE consumers hooked and divert their loyalty towards its brands.The stimulus response model (Exhibit 1), the starting point for determineing consumer behaviour, has been used to understand the Brazilian household behaviour towards washing detergent powders and soaps. The stimuli enter the consumers consciousness and the buyers characteristics and decision processes lead to certain purchase decisions. Our task, as marketers, would be to understand what happens in the consciousness of the north-eastern Brazilians between the arrival of stimuli and the purchase decision.Exhibit 1 Stimulus Response ModelSource Marketing Management, Kotler, 2003, p.184.The women in this region of Brazil tend to pick a particular brand based on the performance of the product on the six attributes cleanliness, whitening, productivity fragrance and effeminateness ability to complete stains ability to diss olve in water packaging of the product and the ability to keep colours from running out.Cultural factorsCulture, subculture and social class are the thorough determinants of a persons basic values, perceptions, wants and behaviour. Majority (39.8 million) of the north eastern population of Brazil ranges from grade D to E- of social class. Brazilians are concerned about their position in a social class, because no class interacts with another social class unless it is in a professional way. Since the past many years, the vast income social superlative difference has been impressed in the society.Still, the north easterners take great pride in how they look and present themselves in the society, despite their poverty and inability to purchase a variety of clothes.It is perceived to be the duty of the lady of the house to maintain cleanliness of clothes of her family, as it is seen as an indication of the dedication of the mother to her family. It is the yard why the north eastern women spend a long and laborious time at doing the laundry. They first scrub the clothes with a soap bar, and then bleach those clothes to remove tough stains, and finally wash the clothes with detergent powder to add a pleasant fragrance. This is op make up to women in the southward eastern region who just simply mix detergent powder and softener in a washing machine.Social factorsConsumers behaviour is also influenced by social factors such as the consumers relation to small groups, family, and social roles. Women from the northeast of Brazil do their laundry at a public laundry or at a nearby river or pond along with their friends. It is the most pleasurable activity as they get to meet and chat in their social network. It is here that these women discuss matters of personal and home cleanliness such as which laundry detergents they use, how their experience has been, and likely word of mouth promotions take place.Personal factorsThe characteristics of the individual consumer su ch as his age, economic situation, occupation and lifestyle play an influential role as well in assessing consumer behaviour. Of the 48 million, 25.4 million people of the north eastern region of Brazil have an annual income of less than $1700. In Recife, for example, only 28% households own a washing machine. Thus, having a push strategy for a detergent powder isnt going to be fruitful. Even though the per capita income for the whole Brazil was $4,420, it wasnt quite reflective of the north-eastern region, where the per capita income was $2,250 only. This translates to the fact that even though a product may have the right and required attributes, if not appropriately priced, people of this region would not pick it up from the shelf since they are constrained by their incomes. Also, since the people from the low income group own less clothes, their washing needs are frequent, and hence, a product that would be a success would be one that is affordably cheap, purchasable in bigger quantities (for example, saver price or additional 20% pack) and removes dirt well keeping the colour from running.Psychological factorsAn individuals buying choices are manipulated by four major psychological factors motivation, perception, learning and beliefs and attitudes. The low income consumers of the Northeast have developed six key attributes (Exhibit 2) which would determine their attitude towards the brand of detergent they chose to use for their laundry. For them, the ability of the detergent to clean and whiten the clothes with a small quantity of the product is the most important attribute. The NE women often associate a strong pleasant fragrance with softening power and gentleness to fabric and hands. The ability to remove stains without the use of a soap bar and bleach, and the ability of the detergent to dissolve in water without any residue on the fabric, are equally important attributes. Packaging and the running down of colour are the to the lowest degree impor tant features. Ladies perceive doing their laundry as a leisure activity where they meet and natter with their friends. They discuss and learn from each others experiences of personal and household alter habits and products.Main brands / playersCompetition is important in influencing how successful an organization dope be. Merely producing a good product which matches consumer requirements and provides satisfaction should not be the goal. A firm must competitively position itself in the minds of its customers so that its products stand out. Unilever was the first to introduce laundry detergents in Brazil with Omo, followed by Minerva, Campeiro, Skip, Rinso, Drive, Puro and Unox to name a few. Competitive challenges came from Procter Gamble, ASA, and other small Brazilian companies. Market leading brands from PG included Ace, intrepid Pop. ASA contested with its Bem-te-vi laundry soap and Invicto detergent powder.Even though PG entered the Brazilian market 59 years after Unileve r, it entered the market quiet swiftly by strategically acquiring an breathing Brazilian company, Bombril and its three brands Quanto, Odd Fasses Pop. With in-depth RD and enthronisation for manufacturing improvements, PG rebranded Quanto to Ace, and Odd Fases to Bold, which are now key competitors with Minerva and Campeiro.In terms of market share, for the laundry detergent powder segment, Omo is the market leader with a 52% share, Minerva Campeiro conjointly account for 23% share, while Ace, Invicto other PG brands take a 22% share jointly and other Brazilian brands take a 3% share. Unilevers 75% market share compared with competitors 25% share in the laundry detergent segment indicates a strong penetrative strategy that gives Unilever the competitive edge. Market share in the laundry soap segment is not so pleasing. Little console is that PG did not manufacture laundry soap. But local Brazilian companies posed enough competition. Even though Minerva had a 19% market share i n this segment, smaller Brazilian companies, enjoyed the rest of the 81%.In terms of price promotion strategies, Unilevers premium brand Omo was the highest priced (whole sale price) at $3/kg. None of the competitors came in this price range. Because of its strong power to remove stains with low quantity, it became a market pioneer. It used a very simple yet direct advertising message which said removes stains on pockets, cuffs collar, clearly attracting consumers for whom cleanliness was of highest importance. It was meant to target the high income group. Minerva (Unilever), Ace (PG) and Bold (PG) fell in the same price category and probably targeted the upper middle income group while Campeiro (Unilever), Pop (PG) and Invicto (ASA) targeted the lower middle income group. Minerva attracted consumers for whom the fragrance and softness were of key importance with its advertising campaigns. Pop used a Bundle promotion and Contest outline it ran a contest offering 200 washing ma chines and gave away 2 copies of the Viva Magazine with its purchase.Table 1 below gives details on the Pricing strategies followed by the main brands in the laundry detergent segment.SWOT AnalysisAn analysis of Unilevers internal environment (strength weaknesses) and its external environment (opportunities threats) is depicted in Exhibit 3.Exhibit 2 SWOT AnalysisStrategy SuggestionWith the above mentioned scenario, Unilever slips the following choices to cater to the low income group of the North eastern region of Brazil Extending OmoRebranding CampeiroLaunching a freshly productCustomising a product from its international portfolioBrand extensions are only profitable if the existing brands equity is strong and positive and it is likely to transfer its benefits to the new extension. Brand extensions face a serious challenge if not recognised and met with positive action will probably lead to death of existing brands. Before considering extension of Omo, Unilever should be aw are of the fact that consumers get puzzled by the variety of identical products and may end up buying a rival brand. Omo already has its inlet market with its Price-Quality inference strategy. It enjoys a 52% market share in the detergent powder product line. Even though the low income group of the NE likes Omo, but to target that segment, Unilever would have to reduce the price drastically and lower its profit margins. This would cannibalise its high margin gross sales with low margin sales in the short term and in the long term Omo would lose its price premium and would create confusion in the minds of people.Radically changing Campeiro and rebranding it does front like a good option Exhibit 4 details the strategy. But, the perception of its brand value is not strong or positive with consumers of detergent powder. It only has a 6% market share.One of the lucrative options is to launch a new brand. Exhibit 5 evaluates the strategies of introducing a new product altogether. Unil ever can introduce a new product to replace /or supplement Minerva Campeiro in its existing markets, and to serve new market the NE region of Brazil. The issues with rebranding Campeiro, reposition Minerva would also be resolved. But before deciding to establish a new product, Unilever has to layout the profile of the target market, understand the problems they face and group them into segments, evaluate competition, send core competencies, identify areas where competitor is vulnerable and define a new value proposition for the new target market. Introducing a new brand would be to Unilevers advantage, as its entering a target market which it has not catered earlier in Brazil.Another worthwhile option is to introduce a customised version of an existing and successful brand from Unilevers international portfolio of detergent powder. But the brand would have to be carefully selected one that caters to a similar demographics and similar income group one that has high success rate with the right marketing mix. For example, Active Wheel Unilevers brand in India targets the low income group, stresses that with this product people will need to put less efforts to do their laundry, promotes the whitening attribute, is the biggest laundry brand with sales revenue of 21million 2007. The advantages of considering this option are various. The same ingredients and basic formula can be used. mistakable pricing strategy. Customisation required only in language on the cardboard boxes. Meaning and content of advertisements can be the same, only changes required would be to fit the ad to local environment. Probability of success is higher, although it is not guaranteed that a brand that works in one region will work in the other too. Even if the rumours of reducing brand portfolio are true, this option would still be lucrative as no new brand is being introduced alternatively, Unilever could completely give notice Campeiro and reposition Minerva, along with introducti on of a brand from its international portfolio.The growing size of typical supermarket retailers such as Wal-Mart, Carrefour and Grupo Po de Acar in Brazil has produced extra shelf space that has allowed and encouraged such proliferation. The US magazine Business Week publishes an annual survey of the scoop up New Products. From the 38 noted for the years 1989, 1990 and 1991, there were only 13 brand extensions and 3 genuine product innovations that were titled under the best new products over the 3 years. Ehrenberg (Repeat Buying, 1988) found that most buyers buy several brands over a period of time. They buy some brands more often than others and some not at all, but they mainly buy a large range of acceptable brands. The frequency with which they buy each brand varies from consumer to consumer but, on an average, it matches the brands overall market share. Unilevers forward strategy should not appear to make a distinct product without a real difference and that merely tries to d ifferentiate the brand from competitors.

Impact of Shock on the Body

Impact of Shock on the BodySteve PowellIt is important to understand by what is meant by shock. Shock in a physiological is a life threatening condition, and must be addressn lightly.Shock as a definition is b paltry of the circulatory system to maintain adequate perfusion of vital organs. (1) Mitch Taylor. (2010). Multi-Organ dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014Shock comes used to be classified as pick out typesCardiogenicHypovolaemicAnaphylacticNeurogenicToxicRecently this has been condensed in three typesCardiogenicHypovolaemicDistributiveThe definitions of these types of shock areCardiogenic pump failure resulting in the agate line back endnot get to where its supposed to go i.e. the tissues, hence a low cardiac output.Hypovolaemic a low al-Quran of parenthood in the organic structure as a result of major trauma or massive haemorrhageDistributive (Vasogenic) this type of shock relate s to changes in the bodys blood vessels, vascular changes, as a result of Anaphylactic, Neurogenic or toxic insult on the body.(2)Mitch Taylor. (2010). Multi-Organ Dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014In Cardiogenic shock we curb ascertained that it is down to pump failure and the bodies in energy to circulate adequate blood around the body to meet its metabolic needs. We have seen that it can be caused by a low cardiac output that is caused by, massive haemorrhage trough trauma or pathophysiological reason (dissected aortic aneurysm). It can in any case be caused by a myocardial in farthestction (heart attack), dysrhythmias, and heart failure. A second cause is obstruction to the pump flow, that is to say conditions such as valve dysfunction, pulmonic embolism, and tamponade (pericardial effusion that effects the normal action of the heart in pumping).Question 1 cont.Hypovolaemic shock as th e name suggests is low volume, causes range from massive haemorrhage through trauma or pathophysiological reasons (triple A). Burns victims are at particular risk as it affects these types of perseverings at a cellular level, the loss of fluid out of vascular spaces.Technic each last(predicate)y shock in burns victims a combination of distributive and hypovolaemic shock. In as some(prenominal) as it is seen as volume depletion within the intravascular system, lowered pulmonary artery pressure and an elevated systemic resistance, resulting in a low cardiac output.The low cardiac output is a direct result of an increased after load, a reduced contractility, and a lowered level of plasma volume. (3) Barbara A. Latenser, MD, FACS. (2009). overcritical premeditation of the burn patient The first 48 hours Society of critical and medicine. 37 (10), p2819-p2826Multiple organ dysfunction syndrome or MODS as its also know is a condition where two or more of the bodys systems have failed . MODS can be described as a systemic activating of an adaptive host stress response to a catastrophic event. (4) Sat Sharma and Gregg Eschun (2008) Hypotension and triple organ dysfunction syndrome Journal of Organ Dysfunction 4 (1), p130-p144Once a state of prolonged shock has been induced an over the top bodily response takes place. This is known as a systemic incendiary response. Once this stage has started, the body releases inflammatory mediators that are intrinsic to the pathogenesis of SIRS (systemic inflammatory response syndrome.Where sepsis is not a key trigger, hypotension through hypovolaemic bequeath contribute to the onset of SIRS and eventually MODS.The combination of these three conditions, Sepsis, SIRS, and MODS, combine conditions that have a massive impact on haemodynamic abnormalities, coagulation problems, and systemic issues.(5) Sat Sharma and Gregg Eschun (2008) Hypotension and multiple organ dysfunction syndrome Journal of Organ Dysfunction 4 (1), p130-p 144Any insult to the body and normal function (haemostasis) will initiate a pass of metabolic chaos that includes an increase for oxygen versus an inadequate supply at a molecular level.Question 1 contInadequate blood supply to the tissues and cells in hypovolaemic shock and associated hypotension is the key to MODS in this illustrate.(6) Mitch Taylor. (2010). Multi-Organ Dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014What we can say about the timeline for MODS isThe event that starts the cascade off, infection, hypoxia, trauma, in our case hypovolaemic shock via traumatic infarct trauma.Increase in levels of cytokines (immune system signalling cells).Leads to a release of ELAM and ICAM that induce leukocyte adhesion.This in turn triggers a multiple release of chemicals and compounds resulting in endothelial damageResulting oedema eventually leading to organ dysfunction.Word count 611ReferencesMitch Tayl or. (2010). Multi-Organ Dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014Mitch Taylor. (2010). Multi-Organ Dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014Barbara A. Latenser, MD, FACS. (2009). Critical care of the burn patient The first 48 hours Society of critical and medicine. 37 (10), p2819-p2826Sat Sharma and Gregg Eschun (2008) Hypotension and multiple organ dysfunction syndrome Journal of Organ Dysfunction 4 (1), p130-p144Sat Sharma and Gregg Eschun (2008) Hypotension and multiple organ dysfunction syndrome Journal of Organ Dysfunction 4 (1), p130-p144Mitch Taylor. (2010). Multi-Organ Dysfunction Syndrome Available http//acls4u.homestead.com/MultOrganDysfunctionSyndromeVoiceOver.pdf. Last accessed 01/06/2014ReflectionAs far as a reflective piece of work goes, I find myself having to reflect on skills that I learnt 10 years ag o and have been employing on a regular basis.Although reflection should take place on a regular basis, it is never too late to reflect on things. Even though the skills were learnt 10 years ago thither is 10 years scope to develop bad habits if not identify and rectified.The four skills in question inspection, auscultation, percussion, and palpation form part of the primary and secondary surveys for healthcare professionals worldwide.The initial primary survey should take seconds. I can remember when I first started doing patient inspections/assessments, it would be very text book orientated, not a bad thing you would have thought. However when youve exhausted all the text book questions you on the spur of the moment come to stand still and there is a period of silence consequently between yourself and the patient and sometimes the relatives.What I started to do, on the advice of a colleague, was, as i approached the patient I would assess their colour posture and behaviour. These three things would give me an idea of the state of the patient.If the patient answered the door and looked well and was ambulatory (as happens) then I would be off to a fairly good start. The patient had spoken to me (airway was clear) they looked well perfused and were mobile, no obvious life threatening conditions.If for instance the patient answered the door and was pale, sweaty, breathless and complained of chest pain then that would put a completely different slant on the primary survey. The patient would then have to be sat down immediately and further cardiac assessment undertaken. So by employing this little method (colour, posture, and behaviour) I was able, at a glance to do a quick assessment of the patient. Other aspects, such as scene safety etc. soon became second nature as was the ability to do rapid risk assessments at the scenes of RTCs and other scenes where there may be hazardous.There is a lot to take into consideration when carrying out an assessment, it is how ever a rolling concept where you question as you asses or treat.For non life threatening conditions then there no need to rush and miss your history taking, if you stick to the AMPLE model ofAllergiesMedicinePast medical historyLast meal/ ad-lib intakeEvents that lead to calling 999.These questions are limited and can take 1-2 minutes to ask and be answered. This is where you can expand on the history take and delve further in to the patients medical, social, familial history.When I first qualified I was encouraged by work colleagues to use all my extended skills.The auscultation side of the assessment was a little difficult at first because I just didnt know what I was audience for it wasnt long before we started getting quite a few patients with respiratory problems. This enabled me to match the condition with what I was listening to. I remember also listening to chest sounds on the internet, a useful exercise, but not like the real thing.One thing that stick s out, and is still relevant o this day, is that its well and good listening to chest sounds on the computer and in the back of a relatively quiet ambulance, that it is at the side of a way with traffic rushing by and the sound of the fire services generators going at full tilt.Auscultation is a tool that I use frequently in my patient assessment.The percussion side of my assessment, I have to be honest and say that I do it for respiratory cases and trauma cases, but not for every patient that I see. Its probably an area where i could do with more coiffure if Im being hypercritical. Would I know a hyper/hypo-resonant chest? I believe so, however if I were to do a SWOT analysis then this would probably be in my weak box. tactual exploration I tend to use a lot more, whether it is because I get far more ab calls than critical chests I fatiguet know. The fact remains that I use palpation far more than percussion.Palpation is an extremely useful tool in the ballpark when it comes to abdominal complaint s. However what I have learnt about abdominal related problems over the years, is that, as well as not being in my scope of practise to diagnose and discharge (without referring to a gp first), more analytical tools are needed. Tools such a doctor, ultrasound and bloods to name (various other scans can be utilise at DGH).Looking back or reflecting over the past 10 years, I feel i took on board the training that I trustworthy both EMT and Paramedic, and have built on them to a point where I more than comfortable treating an 80 year old gentleman in his life history room with chronic emphysema to a road traffic collision where its quite a challenging environment. I have however identified a possible weakness in my practise that I will be address at the soonest opportunity.

Epistemological Turn in European Scientific Rationality :: Science Essays

Epistemological Turn in European Scientific RationalityABSTRACT If the 17th degree Celsius could be considered the nose candy of the reformation of learning, the present century is one of counterreformation in e precise sense of the word. The ideology of this century can be seen in the titanic efforts to put down the development of science which foundation was determined in the 17th and 18th centuries, in the outright failures, and in attempts at reconstructing the foundation (e.g., Hilberts formalization program, Gdels incompleteness theorem, Charliers theory of a hierarchic universe, Fridmans evolutionary cosmology, Newtons mechanics, relativistic and/or quantum mechanics in physics, the logical turn of the Vienna circle and epistemological anarchism in methodology). Our task is to reveal the essence of the turning points in 20th century science and to determine at least the general outlines, if not the cause, of the new type of rationality that is replacing the old one. I re sult focus on the history of cosmology, or rather on its three paradigms that have succeeded each other in this century Newtonian, Fridmanian and the inflationary paradigms. By outlining the problem, I will pose a possible solution from clarifying changes in the value orientations, ideals and norms of scientific research to their possible generalization. If the 17th century could be considered the century of the reformation of science, the present century is one of counterreformation in every sense of the word. Ever since the turn of the century, the same ideology has been in existence titanic efforts to complete the development of the science whose foundation was laid in the 17th and 18th centuries and outright failures followed by the reconstruction of the foundation. There ar many exemples, some of them very striking Hilberts formalisation program and Godels incompleteness theorem in mathematics, Charliers theory of a hierarchic universe and Fridmans theory of the evolutionary u niverse in cosmology, Newtons mechanics and relativistic and quantum mechanics in physics, and finally, the logical program of the Vienna circle and epistemological anarchism in methodology.Our task is to reveal the essence of the turning points in 20th centuries science history and to try to determine at least the general outlines, if not the cause, of the new type of rationality that is succeeding (or has already succeeded) the old one. Needless to say, we are obviously unable to embrace all branches of knowledge therefore, we will confine ourselves to the history of cosmology, or rather to its three paradigms that successively prevailed in this century Newtonian, Fridmans and inflationary.

Classification of Beer :: Classification Essays Beer Alcohol Essays

Classification of Beer Whats more refreshing on a hot summer day than a clarified cold beer? Or how about drinking a nice cold virtuoso with some buddies after work at a local bar, heavy(p) nice doesn?t it? Beer has been around for many years and will probably be around for many more. A beer is any variety of alcoholic beverages produced by the act uponation of starchy material derived from grains or other plant sources. The production of beer and some other alcoholic beverages is often called brewing. Most every culture has at that place own tradition and the own take on beer, thus producing many different styles and variations. Simply put, a beer style is a label given to a beer that describes its overall character and often times its origin. Its a name badge that has been achieved over many centuries of brewing, trial and error, marketing, and consumer acceptance. There are many different types of beer, distri only ifively of which is said to belong to a particular style. A b eers style is a label that describes the overall flavour and often the origin of a beer, according to a system that has evolved by trial and error over many centuries. According to the type of yeast that is used in the beers fermentation process, most beer styles fall into one of two large families ale or lager. Beers that blend the characteristics of ales and lagers are referred to as hybrids.An ale is any beer that is brewed using only top-fermenting yeasts, and typically at higher temperatures than lager yeast. Because ale yeasts cannot fully ferment some sugars, they produce esters in addition to alcohol, and the result is a more flavourful beer with a slightly flowery or fruity aroma resembling but not limited to apple, pear, pineapple, grass, hay, plum or prune. Stylistic differences among ales are more varied than those found among lagers, and many ale styles are difficult to categorize. Top-fermented beers, particularly popular in the British Isles, include barley wine, bitt er, pale ale, porter, and stout. Stylistic differences among top-fermented beers are decidedly more varied than those found among bottom-fermented beers and many beer styles are difficult to categorize. California uncouth beer, for example, is produced using a lager yeast at ale temperatures. Wheat beers are often produced using an ale yeast and then lagered, sometimes with a lager yeast. Lambics practice wild yeasts and bacteria, naturally-occurring in the Payottenland region of Belgium.

Hamlet :: essays research papers

In Hamlet, Shakespeare follows regular convention for alarge piece of music of the play. In the beginning, Shakespeare sets upthe scene, having a ghost on a dark night. Everyone isworking and something strange is happening in Denmark. Itis as if Shakespeare is saying that some genial of foul play hasbeen committed. This sets up for the major theme in the playwhich is of course revenge. The ghost appears to talk toHamlet. It is quite obvious that the play had a gruesome, uncivilised death and the sexual aspect of the play was clearlyintroduced when Claudius married Hamlets motherGertrude. The ghost tells Hamlet that he has been given therole of the mortal who will take revenge upon Claudius.Hamlet must now think of how to take revenge on Claudius,although he doesnt know what to do closely it. He pondershis thoughts for a long period of time, expecting to do thedeed immediately, but instead he drags it on until the end ofthe play. Although what was important to note was that alltr agic heroes of plays at that time delayed their certainrevenge until the end of the play. In most revenge plays, therevenger was often anonymous and well disguised, stalkingthe enemy intimately to be killed, but Hamlet started a battle ofwits with Claudius by acting mad and calling it his anticdisposition, although the whole thing was a ploy to getcloser to Claudius to be able to avenge his fathers deathmore easily. The tactic was a disadvantage in that it force all prudence upon himself. More importantly though it was anadvantage that his antic disposition, isolated him from therest of the court because of the people not paying attentionto what he thought or did because of his craziness. Oneimportant part of all revenge plays is that after the revenge isfinally decided upon, the tragic hero delays the actualrevenge until the end of the play. Hamlets delay of killingClaudius takes on three distinct stages. Firstly he had toprove that the ghost was actually sexual intercourse the truth, and he didthis by staging the play The Mousetrap at court. WhenClaudius stormed out in rage, Hamlet knew that he wasguilty. The second stage was when Hamlet could have killedClaudius dapple he was confessing to god. If Hamlet haddone it here then Claudius would have gone to heavenbecause he confessed while Hamlets father was inpurgatory because he did not get the opportunity to confess.So Hamlet therefore decided not to murder Claudius at this