Article Critique Union Labor Relations Example | Topics and Well Written Essays - 500 words - 1

Critique Union Labor Relations - Article Example The increase in employees who join labor unions results in a subsequent rise in, their average income and a rise in the wage flow into the economical domain (Madland, 2009). His conclusion is that by all means, employees should join labor unions as it serves both economic and moral purposes. A couple of points in the author’s argument cannot be debated. They are logical, accurate, and reasonable. The assertion that sustainability can only occur if workers receive adequate rewards and get the freedom to buy their goods is correct. In a situation where the reverse occurs, workers feel cheated resulting in constant strikes, boycotts and go slows. This stalls economic development in the long term. Furthermore, the moral aspect of working ought to be fulfilled; it is not fair for those that build an economy to receive the least of its profits (Madland, 2009). The assertion that should the Employee Free Choice Act become legalized, union membership will have an increase is also of certainty. This validates union membership and strengthens their function, hence attracting membership. However, the author makes a point that cannot be validated. The assumption that unions always work to the good of an economy is the most doubtful of them all. If an economy becomes corrupted, then every sector in it malfunctions. Unions cannot be set aside from the malfunction that is within the United States economy. Unions in the modern day have become less accountable to the employees. There are certain moves and strategies made by labor unions that union members are not aware of and yet they are meant to protect their interests. The reason the number of unionized workers is much lower in the 21st century than it was in the 1950s is the lack of transparency. Union membership can be beneficial, but the author has exaggerated the impact it has on an economy. While unions benefit individual growth, their impact on the economy

Management Leadership and its Objectives Case Study

Management Leadership and its Objectives - Case Study Example The introduction and involvement of certain procedures ensure that the organization is up to par with all the standards required to give the organization, and all its stakeholders what they truly desire. This paper will review some of the techniques, and how they might affect the running of an organization. In an organization, it is possible for management to have adequate information that may enable the organization to achieve its success (DeCarlo, 2010). Communication RASCI is an acronym that is used to depict the communicative nature that should be used in each and every organization. The understanding of such methods and techniques are required so as to ensure the continued success of the organization. It is mainly advocated for since it helps management in ensuring that tasks and programs run as they should. Misunderstanding of all the techniques associated with RASCI can lead to the downfall of any organization (Grisham, 2011). Communication RASCI in an organization is the foundation of any organization. The communication of information is usually for the benefit of the organization. The RASCI technique indicates that a person should be assigned the task to communicate to all others. The importance of this is that there will be a constant asset that can be counted on to communicate information to all others. That is the responsibility that is represented by the R. The A is for the accountability required in communication. Being accountable is the most required asset that is needed to communicate to staff members. They are accountable for the communication of information that aids in the running of the organization (DeCarlo, 2010). If anything goes wrong with the communication process, the individuals in the organization are the ones accountable for the fault. If the communication process goes well, the individuals are also accountable for the positive outcome of the communication process. Doing the real work is what is represented by the S. It means  being supportive of all the communication processes that are required in the organization. If the process is flawed, it is impossible for normal procedures and processes to be conducted.

Questions on Physics Essay Example for Free

Questions on Physics Essay What happens to the strength of an electric field when the charge on the test charge is halved? 6. What happens to the electric potential energy of a charged particle in an electric field when the particle is released and free to move? 7. A test charge experiences a force on . 30N on it when it is placed in an electric field intensity of 4. 5 x 10? N/C. What is the magnitude of the charge? Q= 6. 7 x 10-7C 8. What is the electric field strength 20. 0 cm from a point charge of 8. 0 x 10 C? E=1. 8X105 N/C 9. How much work is done to transfer 0. 15C of charge through an electric potential difference of 9. V? W=1. 35J 10. A voltmeter measures the electric potential difference between two parallel plates to be 60. 0 V when the plates are separated by 3. 0 cm. What is the electric field strength between the plates? 11. Describe two ways to increase the current in a circuit. 12. Sue finds a device that look like a resistor. When she connects it to a 1. 5V battery, she measures only 45 x 10 A, but when she uses a 3. 0 V battery, she measures 25 x 10 A. Does the device obey Ohm’s law? NO 13. Refer to the diagram below to answer the following questions. a. What should the ammeter reading be? 1. 5 A b. What should the voltmeter reading be? 27V c. How much power is delivered to the resistor? 40. 5 W d. How much energy is delivered to the resistor per hour? 1. 46105 J/hr. 14. For each of the following write the form of circuit that applies: series or parallel. e. The current is the same everywhere throughout the entire circuit. f. The total resistance is equal to the sum of the individual resistance. g. The voltage drop across each resistor in the circuit is the same. h. The voltage drop in the circuit is proportional to the resistance. i. Adding a resistor to the circuit decreases the total resistance. j. The voltage drop to the circuit increases the total resistance. k. If the current through one resistor in the circuit goes to zero, there is no current in the entire circuit. l. If the current through one resistor in the current goes to zero, the current through all the other resistors remains the same. m. This form is suitable for house wiring. 15. The load across a battery consists of two resistors with values of 15 ohms and 47 ohms, connected in series. n. What is the total resistance of the load? 62? o. What is the voltage of the battery if the current in the circuit is 97mA? 6. 0V 16. A 16. 0 ohm and a 20. ohm resistor are connected in parallel. A difference in potential of 40. 0 V is applied to the combination. p. Compute the equivalent resistance of the parallel circuit. 8. 9? q. What is the total current in the circuit? 4. 5V r. What is the current in the 16. 0ohm resistor? 2. 5 A 17. Describe how a permanent magnet differs from a temporary magnet. 18. A wire that is 0. 50m a nd carrying a current of 8. 0A is at a right angle to a uniform magnetic field. The force on the wire is . 40N. What is the strength of the magnetic field? B=0. 1 T 19. A beam of electrons moves at right angles to a magnetic field of 6. x 10 T. The electrons have a velocity of 2. 5 x 10? m/s. What is the magnitude of the force on each electron? F=2. 410-14 N 20. An electric wire inside the wall of a building carries a dc current of 25 A vertically upward. What is the magnetic field due to this current at a point10 cm due north of the wire? B=5. 0x10-5T 21. Describe interference. Is interference a property of only some types of waves or all types of waves? 22. What happens to a spring at the nodes of standing waves? 23. Water waves in a lake travel 3. 4m in 1. 8s. The period of oscillation in 1. 1s. s. What is the speed of the water waves? 1. 9m/s t. What is their wavelength? 2. 1m 24. The frequency of yellow lights is 5. 1 x 10 Hz. Find the wavelength of yellow light. The speed of light is 3. 0 x 10? m/s. 5. 910-7 m 25. If the pitch of sound is increases, what are the changes in the following? u. the frequency v. the wavelength w. the wave velocity x. the amplitude of the wave 26. The sound from a trumpet travels at 351m/s in air. If the frequency of the note is 298Hz, what is the wavelength of the sound wave? 1. 18m 27. A ray of light strikes a mirror at an angle of 38Â ° to the normal. What is the angle that the reflected angle makes with the normal? 38o 28. A ray of light incident upon a mirror makes an angle of 36Â ° with the mirror. What is the angle between the incident ray and the reflected ray? 108o 29. An object is placed 15 cm from a converging lens with a focal length of 10 cm. Determine the image location. Draw the ray diagram for this situation and describe the image. d i = 30. 0 cm 30. An object is 36. 0 cm in front of a concave mirror with a 16. 0 cm focal length. Determine the image position. Draw the ray diagram for this situation and describe the image d i = 28. 8cm

Mergers and Acquisitions in Pharmaceutical Industry

Mergers and Acquisitions in Pharmaceutical Industry Businesses grow externally by acquiring, or combining with, other ongoing businesses. When two companies combine, the acquiring company generally pays for the acquired business either with cash or with its own securities, and the acquired companys liabilities and assets are transferred to the acquiring company. A merger is technically a combination of two or more companies in which all but one of the combining companies legally cease to exist and the surviving company continues in operation under its original name. A consolidation is a combination in which all of the combining companies are dissolved and a new firm is formed. The term merger is generally used to describe both of these types of business combinations. An acquisition is also used interchangeably with merger to describe a business combination. 1.1 Types of Merger Mergers are generally classified according to whether they are horizontal, vertical, or conglomerate. A Horizontal merger is a combination of two or more companies that compete directly with one another. A vertical merger is a combination of companies that may have a buyer-seller relationship with one another. A conglomerate merger is a combination of two or more companies in which neither competes directly with the other and no buyer-seller relationship exists. 1.2 Form of Merger Transactions A merger transaction may be a stock purchase or an asset purchase. The acquiring company buys the stock of the to-be-acquired company and assumes its liabilities. In an asset purchase, the acquiring company buys only the assets (some or all) of the to-be-acquired company and does not assume any of its liabilities. Normally, the buyer of a business prefers an asset purchase rather than a stock purchase, because unknown liabilities, such as any future lawsuits against the company, are not incurred. 1.3 Joint Ventures Some companies who dont want to merge are choosing an option of joint ventures. In joint venture two (unaffiliated) companies contribute financial and/or physical assets, as well as personnel, to a new company formed to engage in some economic activity, such as production or marketing of a product. 2.0 Pharmaceutical MA Mergers are not new in the pharmaceutical industry; however, in last few years there is lot of heat at the level of pharmaceutical merger activity and many firms are using joint ventures and strategic partnerships to develop and market new products. The pharmaceutical industry is highly regulated, extremely complex, and filled with financial and economic challenges and points of interest. Finance managers in the industry are faced with many issues including; managed care, insurance, reimbursement, patents and generic competition, licensing, royalties, co-promotions, joint ventures, co-marketing rights, high risk and high cost research and development, parallel import issues, and international regulations. These issues need to be explored in an effort to understand the reasons for the industrys current structure and how that structure is driving increased consolidation through mergers and acquisitions. The pharmaceutical industry is by most standards a mature industry and highly profitable for those companies lucky enough to develop blockbuster medical treatments which are patent protected for lengthy periods to help companies recover their research and development investments. The pharmaceutical industry has experienced a high rate of MA activity in the 1980s and 1990s. Most of the leading firms in 2003 are the result of one or more horizontal mergers for example, GlaxoSmithKlines merger includes GlaxoWellcome and SmithKline Beecham; Pfizer is the combination of Pfizer, Warner-Lambert, and Pharmacia, which included Upjohn. 3.0 Reasons for MA To increase market share   To gain control of a blockbuster drug   existing or potential   To gain entry into a high growth therapeutic area   To enhance RD productivity   Access to new technology platform   To expand Geographic scope Patent expiration Pipeline Stuffing At pharmaceutical firms both large and small, profits are under constant pressure because blockbuster drugs that have made immense profits for many years eventually lose their patent protection and face vast competition from generic versions. In the U.S., generic drugs now hold between a sixty and seventy percent market share by volume. This puts pressure on large research based drug firms to develop new avenues for profits. One such avenue is partnerships with and investments in young biotech companies, but profits from such ventures will, in most cases, be slow to appear. Meanwhile, the major, global drug firms are investing billions in-house on biotech research and development projects, but new blockbusters are elusive. For example, Pfizer historically invested about $7.8 billion yearly on RD. That money is invested in carefully designed research programs with specific goals. As of early 2010, Pfizer had about 500 projects in development, with 133 of those in Phase I trials or beyond. Biologic drugs accounted for 27 projects under development, and they were part of the firms invest to win areas that focus on potential blockbuster drugs. Much of the future success for the worlds major drug companies will lie in harnessing their immense financial power along with their legions of salespeople and marketing specialists to license and sell innovative new drugs that are developed by smaller companies. There are dozens of exciting, smaller biotech companies that are focused on state-of-the-art research that lack the marketing muscle needed to effectively distribute new drugs in the global marketplace. To a large degree, these companies rely on contracts and partnerships with the worlds largest drug manufacturers. In addition to money to finance research and salespeople to promote new drugs to doctors, the major drug makers can offer expertise in guiding new drugs through the intricacies of the regulatory process. While these arrangements may not lead to blockbuster drugs that will sell billions of pills yearly to treat mass market diseases, they can and often do lead to very exciting targeted drugs that can produce $300 mi llion to $1 billion in yearly revenues once they are commercialized. A string of these mid-level revenue drugs can add up to a significant amount of yearly income. One of the most obvious reasons to merge or acquire is a shortfall in the RD pipeline. This was the position Glaxo faced in 1995 when Zantac, the worlds best-ever selling drug at the time was coming to the end of its lifespan. Following its timely acquisition of Wellcome, the company renewed its pipeline to create a substantial and innovative asset, which included drugs like Seroxat still in the global top ten seven years after the deal. Astra and Zeneca achieved geographic expansion and increased critical mass and, above all, shored up two increasingly vulnerable portfolios with their 2000 merger. 4.0 Risks of MA The payoff of growth resulting from a merger can be enormous for pharmaceutical companies. However, some statistics about mergers and acquisitions across industries and in general communicate the inherent risks in choosing to proceed with the integration of two different companies. Some of the researched statistics, noted in Pharmaceutical Executive in January 2001, are as follows: 75% of large mergers fail to create shareholder value greater than industry averages Productivity drops 50% following the announcement of a merger Leadership attrition soars to 47% within three years following a merger Employee satisfaction drops 14% following mergers 80% of employees feel senior management cares more about economics than about product quality or people 5.0 History of Pharmaceutical MA In 1927, Merck merged with Powers-Weightman-Rosengarten, which used to produce antimalarial quinine. In 1959, Johnson Johnson acquired McNeil laboratories and added Tylenol to its product list. In 2000, Pfizer acquired Warner- Lambert Company and Lipitor was added to Pfizers portfolio.The trend continues till today with Sanofi and Aventis and last year, we saw mega mergers like Pfizer acquired Wyeth for $68 billion and after six weeks of the mega merger, Merck acquired Schering Plough for $41.1 billion. Moreover, Roche inked a deal of $47 billion deal with Genentech and small player Biotech heavyweight Gilead (GILD) also paid $1.4 billion for CV Therapeutics (CVTX). 5.1 Merck and Schering-plough Merger Merck has entered into a definitive merger agreement with Schering-Plough. According to the agreement, Merck and Schering-Plough has combined, under the name Merck, in which the surviving entity is Schering plough and because of that the merger is known as reverse merger transaction. This transaction valued at approximately $41,100 million ($41.1 billion) payable in cash and stock. Under the terms of the agreement, Schering-Plough shareholders receive 0.5767 shares and $10.50 in cash for each share of Schering-Plough. Each Merck share will automatically become a share of the combined company. In the merger, Merck shareholders own approximately 68% of the combined company, and Schering-plough shareholders own 32%.The aggregate consideration will be comprised of a combination of approximately 44% cash and 56% stock. This merger had benefited Merck in several ways. It added up to 18 products in Mercks pipeline. This merger is structured in an unusual manner, this is generally done for tax saving purposes but here is some other reason. Schering Plough and Johnson and Johnson has contract over the sale of Ramicade and Sympony. The contract said that if ownership of any of the company changes then the other company is entitled for both the products but as the merger is reversely structured and Schering Plough is the surviving corporation the chances to breach the contract is less; though the surviving corporation as the name Merck . Then also Johnson Johnson has filed for arbitration over the contract. The legislation is still in the process and Merck is having the advantage of both the products. 5.2 Pfizer and Warner-Lambert merger Pfizers hostile bid for Warner-Lambert resulted from Warner-Lamberts attempt to merge with American Home Products. Actually, Pfizer was not looking at taking over Warner-Lambert and was happy with them as an independent company. However, Warner-Lamberts actions put the company at play. The result of the hostile merger resulted in Pfizer as the clear leader of the two companies. The difficult merger included the trading of stock for stock and the breaking up of the other deal. Warner-Lambert was also happy as an independent company. However, even though the merger was hostile, Warner-Lambert did seem to like Pfizers products, reputation, and values. Prior to this merger, basically all of the industry mergers of the past decade failed to increase, or even maintain, market share and value. As a result of ongoing productivity initiatives and cost savings from the Warner-Lambert integration, Pfizers operating margin has improved more than eight full percentage points since 1995. This is o ne of the best performances in the industry. 5.3 Sanofi-Aventis Merger On January 26, 2004, Sanofi-Synthelabo announced an unsolicited exchange offer for shares of Aventis Pharmaceuticals. They offered fifty five billion dollars, or forty-seven billion euros for Aventis shares. This offer price came along with estimation that they could create two billion dollars in synergies by combining the two firms. They also reaffirmed that the offer was based on the total portfolio, and that they didnt intend on divesting any products that didnt have any anti-trust conflicts. The Supervisory Board of Aventis unanimously rejected the bid from Sanofi responding that it was not in Aventis shareholders and employees best interest to allow Sanofi to acquire Aventis shares. French newspapers buzzed with rumors that several firms might step up and try to be a white knight to Aventis. Those firms included Johnson and Johnson, Pfizer, and Novartis. Sanofis management was confident that they would not have to increase their offer for Aventis since most firms would not be in a position to merge with Aventis. It was also rumored that if Sanofi was not successful in buying Aventis, that they would be subject to an acquisition from another firm. Glaxo was rumored to be interested in buying Sanofi for their pipeline. Aventis had been repeatedly rejecting the offer from Sanofi arguing that the bid is severely undervaluing their company. Aventiss management believed that they were better off as a stand-alone firm so that they can focus on organic growth. Aventiss chief executive, Igor Landau, openly disputed the offer from Sanofi saying that they would have to improve the bid by at least forty or fifty percent to make Aventis interested. However, Aventis tried to find a white knight to enter into a friendly merger with to fend off Sanofi. The potential white knight that showed the most interest was Swiss drug maker Novartis Pharmaceuticals. Novartis said that they would be interested in entering merger negotiation with Aventis, if the French government would remain neutral. Sanofi wasnt too concerned about any white knight scenarios being that they had the support from the French government. In late April, Novartis agreed to enter into talks with Aventis regardless of the French governments public opposition to a Swiss firm ruining their chances for a French national champion. Rumors were circulating that Novartis was prepared to offer a bid of up to eighty-three billion dollars, or seventy billion euro. This would be a significant improvement for the shareholders compared to the Sanofi offer. These rumors caused the French government to encourage talks between Sanofi and Aventis board members. Finally on April 26, Aventis accepted an improved bid from Sanofi to create the third largest drug company in the world. The improved bid is valuing Aventis at sixty-four billion dollars, or fifty-four billion euros. The improved stock and cash offer was approximately a fourteen percent increase from the original takeover offer. This is the conclusion to three-month takeover battle between these two companies. Aventis has been trying to defend their company against Sanofi for the past three months. They both entered into a cooling off period after three months of publicly sniping at each other and filing lawsuits. On April 27 the European Commission approved the planned merger, followed by the Federal Trade Commissions approval on July 29. By early August it was known that the tender offer had been a success leading to the birth of Sanofi-Aventis on August 20. 6.0 Ten-Year Data on Pharmaceutical Mergers and Acquisitions During the 10 years ended December 31, 2009, a total of 1,345 mergers and acquisitions of pharmaceutical assets and pharmaceutical companies were announced, with disclosed prices totaling more than $694 billion, according to DealSearchOnline.com. GlaxoSmithKline was responsible for the largest of the pharmaceutical mergers and acquisitions. GlaxoWellcome announced a $74 billion merger with SmithKline Beecham in 2000, resulting in the entity now known as GlaxoSmithKline. Pfizer, Inc. announced two of the largest pharmaceutical mergers and acquisitions of the decade, including its $68 billion acquisition of Wyeth, Inc. in 2009 and its $56 billion acquisition of Pharmacia Corporation in 2002. Five of the pharmaceutical companies that were acquired in the past 10 years posted revenues in the tens of millions at the time of acquisition: SmithKline Beecham, Wyeth, Aventis, Pharmacia and Schering Plough. Further, in all but one of the 55 largest pharmaceutical mergers and acquisitions announced during the past decade, each of which is valued at a price exceeding $1.5 billion. Most of the 25 largest pharmaceutical mergers acquisitions announced in the past 10 years feature an acquirer that made five or more deals during the decade ended December 31, 2009, including Pfizer. In addition to Pfizer, these pharmaceutical acquirers include Abbott Laboratories, Johnson Johnson, Bristol-Myers Squibb and Teva Pharmaceutical Industries. Teva Pharmaceutical acquired Barr Pharmaceuticals for $8.96 billion in 2008 and Teva Pharmaceutical acquired Ivax Corporation for $7.96 billion in 2005. Abbott Laboratories acquired Solvay Pharmaceuticals for $7.6 billion in 2009 and Abbott Laboratories acquired Knoll Pharmaceutical for $7.2 billion in 2000. Johnson Johnson acquired Pfizers consumer health care unit for $16.6 billion in 2006 and Johnson Johnson acquired ALZA Corporation for $12.3 billion in 2001. Three of the top 25 pharmaceutical mergers and acquisitions announced in the past decade were announced during 2009, In addition to Pfizers acquisition of Wyeth and Abbott Laboratories acquisition of Solvay Pharmaceuticals, 2009 saw Merck Co.s acquisition of Schering-Plough Corporation for $41.1 billion. The mega-deals that comprise the top 25 pharmaceutical mergers and acquisitions of the past decade were announced at the rate of one or two per year from 2000 to 2004, but from 2005 to 2009 increased to the rate of three to four per year. Other notable deals announced in 2000 through 2009 include Sanofi-Synthelabos $65.5 billion acquisition of Aventis in 2004 and Bayer AGs $21.5 billion acquisition of Schering AG in 2006. Pharmaceutical Mergers and Acquisitions, 2000 to 2009 Year  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Dollar Total  Ã‚  Ã‚  Ã‚  Ã‚   Number of Deals 2000  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $97,424,934,321  Ã‚   41 2001  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $27,749,309,161  Ã‚   87 2002  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $66,093,147,595  Ã‚   147 2003  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $23,625,371,126  Ã‚   173 2004  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $95,213,138,700  Ã‚   171 2005  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $46,553,632,500  Ã‚   128 2006  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $74,806,033,300  Ã‚   138 2007  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $71,600,790,685  Ã‚   180 2008  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $40,664,107,740  Ã‚   140 2009  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $147,237,047,186   140 10-Year Total   $690,967,512,314   1,345 Its been a busy decade for pharma dealmaking. During the 10 years that ended Dec. 31, 2009, a total of 1,345 mergers and acquisitions of pharmaceutical assets and companies were announced, with disclosed prices totaling more than $694 billion, according to DealSearchOnline.com. The biggest deal: GlaxoWellcomes $74 billion merger with SmithKline Beecham in 2000 that created GlaxoSmithKline. That year, pharma did more than $97 billion worth of deals. 7.0 Future of MA from CEO perspective    Former Schering-Plough Corp. Chief Executive Officer Fred Hassan, who presided over the companys $41.1 billion sale, last year, said he expects to see more consolidation in the pharmaceutical industry. Large drugmakers will need to merge in order to fund expensive, complex areas of research, such as Alzheimers disease. Smaller companies also will be forced to sell themselves as they run out of cash in the tight credit markets. One reason deals are necessary is because the innovation investments are becoming larger and larger and it makes it easier when people can combine their resources to make the big, deep bets that you need to make for difficult diseases, Hassan said. That is why you are going to see more of these deals. 8.0 Top MA activity in 2010: While things have cooled off a bit in big pharma, there is still some major acquisition action going on in 2010. Though year 2010 was not of big mergers but there were still some MA activity have seen. List of 2010 MA is shown in table 3. 8.1Teva- Ratiopharm Teva, the generics giant bought Ratiopharm for just under $5 billion, beating out  Pfizer  and Actavis for the German company.  Ratiopharm is Germanys second largest generics producer and the sixth largest generic drug company worldwide. The Ratiopharm purchase marks the biggest takeover in the generic drugs market since Teva bought Barr Pharmaceuticals for $7.46 billion in 2008. The combined entity will hold the leading market position in 10 European markets, including the U.K., Hungary, Italy, Spain, Portugal and the Netherlands, as well as a top three ranking in 17 countries, including Germany, Poland, France and the Czech Republic. Teva also expects its sales to nearly double in Canada as a result of the deal. Shlomo Yanai, Tevas president and CEO, said during an investors call that the acquisition was key component in its 2015 strategy. By that time, the company expects $31 billion in revenue and $6.8 billion in net income. Pfizer had been very interested in Ratiopharm, but wasnt prepared to put significantly more than 3 billion on the table, according to the  Wall Street Journal,  citing sourcesSources say that Pfizer might cast its eye on Stada, another German generics maker. Stadas stock shot up 2 percent to an 18-month high after news of the Teva-Ratiopharm deal broke, according to  Reuters. 8.2 Merck-Millipore Merck completed the acquisition of life science company Millipore on Feb. 28.   Millipores products and services are used for drug discovery, process development and drug manufacturing. Merck acquired Millipore for approximately $7.0 billion.The companies decided on a price of $107 that was paid in cash per share for Millipores common stock.   Table 1: Top 20 MA deals since 2000 Rank Partners Date Value, US$m 1 Pfizer Warner Lambert Feb 00 $90,000 2 Pfizer Wyeth Jan 09 $68,000 3 Sanofi Aventis Apr 04 $65,000 4 Pfizer Pharmacia Jul 02 $60,000 5 PG Gillette Jan 05 $57,000 6 Roche Genentech Jul 08 $46,800 7 Merck Schering-Plough Mar 09 $41,000 8 Boston Sci. Guidant Dec 05 $27,000 9 Bayer Schering AG Mar 06 $21,500 10 Dow Rohm Haas Jul 08 $18,800 11 JJ Warner Lambert Jun 06 $16,600 12 AstraZeneca MedImmune Apr 07 $15,600 13 Amgen Immunex Dec 01 $14,800 14 Schering-Plough Organon Mar 07 $14,500 15 Merck KgaA Serono Sep 06 $13,300 16 Novartis Alcan Apr 08 $11,000 17 Fisher Sci. Thermo Elec. May 06 $10,600 18 JJ Alza Mar 01 $10,500 19 General Elec. Amersham Oct 03 $9,500 20 Takeda Millennium Apr 08 $8,800 Table 2: Top MA deals 2009 Rank Partners Date Value, US$m 1 Pfizer Wyeth Jan 09 $68,000 2 Roche Genentech Mar 09 $48,000 3 Merck Schering-Plough Mar 09 $41,000 4 TPG IMS Health Nov 09 $5,200 5 GSK Stiefel Apr 09 $3,600 6 Dainippon Sepracor Sep 09 $2,600 7 BMS Medarex Jul 09 $2,400 8 Sanofi-Aventis Chattem Dec 09 $1,900 9 Watson Arrow Group Jun 09 $1,750 10 Varian Agilent Jul 09 $1,500 11 Gilead CV Therapeutics Mar 09 $1,400 12 Abbott Adv. Med. Optics Mar 09 $1,300 13 JJ Cougar May 09 $970 14 Lundbeck Ovation Feb 09 $900 15 Onyx Proteolix Oct 09 $850 Table 3: Top MA deals 2010 Rank Partners Date Value, US$m 1 Novartis/Nestle Alcon Aug 10 $28,300 2 Sanofi Genzyme Aug 10 $18,500 3 Merck KgaA Millipore Feb 10 $7,000 4 Teva Ratiopharm Mar 10 $4,925 5 OSI Astellas May 10 $4,000 6 Reckitt SSL Jul 10 $3,900 7 NBTY The Carlyle Group Jul 10 $3,800 8 Abbott Piramal May 10 $3,700 9 Pfizer King Oct 10 $3,600 10 Grifols Talecris Jun 10 $3,400 11 Biovail Valeant Jun 10 $3,300 12 Celgene Abraxis Jun 10 $2,900 13 Covidien ev3 Jun 10 $2,600 14 Crucell JJ Sep 10 $2,300 15 McKesson US Oncology Nov 10 $2,000 16 Wuxi C. River (term.) Apr 10 $1,600 17 Cardinal Kinray Nov 10 $1,300 18 Aspen Sigma (term.) May 10 $1,240 19 Qualitest Endo Sep10 $1,200 20 Inventiv Thomas H Lee May 10 $1,100 21 3M Cogent Aug 10 $943 22 Boehringer Ing. SSP Feb 10 $913 23 BMS ZymoGenetics Sep 10 $885 24 Perrigo PBM Holdings Mar 10 $808 25 Avid Eli Lilly Nov 10 $800

Can Science and Religion Co-exist? Essay -- Religion

Science and theology have diverged lines amongst several of the world’s phenomenon with the two greatest differences being human and world development. Although there are differences in the beliefs of these two groups, they are ultimately attempting to solve the same puzzles that consume the minds of members of both disciplines. In the end one might say, both disciplines are working to solve two different puzzles that may be really different, but ultimately are aspects of the same puzzle. Both the method and the aims of science and religion seem to be different. Science is considered to be more linked to the material aspect of all things, where religion is concerned with the spiritual. These are just two of the differences to be discussed in this paper, as I attempt to answer the question of â€Å"Can science and religion co-exist?† Science and religion both create feelings ranging from suspicion, distrust, and conflict to those of respect, tolerance, and conciliation. The feelings created are often dependent on an individual’s level of involvement with the corresponding discipline of study. Extremist in either discipline would be most likely to develop the negative feelings listed above, while those with knowledge of both studies would lean towards the feelings associated with respect and tolerance. Another group of individuals who would typically respect and tolerate the beliefs of both studies are those nestled in the roots of the rabbit’s fur (Gaarder, 2007). These would be those who are content living their daily lives not looking to solve the unknown questions of the world’s development. The contradiction amongst science and religion is found between those who look to find the missing pieces of the puzzle through means of myt... ... co-exist peacefully through conciliation is preferred, and for the most part is the norm. Works Cited Sickler, B. (2009). Conflicts Between Science and Religion, Internet Encyclopedia of Philosophy. Retrieved 2/27/12 from http://www.iep.utm.edu/sci-rel. Shaikh, A.B. (2011). Science and Religion at the Crossroads: Conflict or Conciliation? Journal for Interdisciplinary Research on Religion and Science, No. 9, July 2011. Dennett, D.C. (2011). Science and Religion: Are They Compatible? Oxford University Press. Deem, R. (2006). Does the Bible Say God Created the Universe in Six 24-Hour Days? Retrieved 2/26/12 from http://www.godandscience.org/youngearth/sixdays.html. Gaarder, J. (2007). Sophies World. Farrar, Straus and Giroux, LLC. Palmer, D. (2010). Looking at Philosophy: The Unbearable Heaviness of Philosophy Made Lighter, 5th ed.. McGraw-Hill.

First Impressions Essay example -- essays research papers

First impressions are very important to your every day life. They are the basis of how relationships start and how you are seen by other people. People, based on first impressions, form opinions. The opinions could begin many things and lead towards success or these opinions could be ones that are misleading and have a negative impact on how people relate to you. First impression are very important on people’s social life, in your education and in employment. In your social life, first impressions come from your friends, family, and even new people who come into your life. First impressions for your education consists of your teachers or classmates when you are taking a class. First impressions on employment go from your current co-workers, boss, and former employers. The are very significant in job interviews. First impressions are important, but are not always the final word. First impressions from the social perspective is the issue at hand, when viewing the importance of first impressions, and then taking in account the environment that one is in, then lastly viewing the important role that first impressions play throughout the course of a relationship such a friendship. The importance of first impressions is essential to the development of relationships be it for a friendship or just merely business acquaintances, the role of first impressions is resounded throughout the course of that relationships. How you are perceived has a very basic bearing as to how you are treated. Your outward appearance plays a pivotal role in the compiling of a first impression, when you are viewed by others, a snap decision is made about you that people will hold in their minds whether subconsciously, or conscientiously that first moment that they laid eyes on you. Also the way that you portray yourself comes into play at this point, your social skills are the main focus of the first impression after the mental image of you is implanted in the person’s mind. Your social skills would reflect how you wish to present yourself to the people that you are meeting, if you wish to get along then you take a route that would help you get along in your company of the people that you are meeting. How you present yourself in this situation has a direct reflection to the type of environment that you are in. Depending on the environment that you are in, this will reflect your actions, i... ... and that could all be because of the initial impression we may have left with the interviewer. There have been studies of what types of people have what types of jobs in this country. Educational first impressions are very important also. These first impressions are the ones that you make on your teachers and other classmates. For example, when you start a new class at a school, you want to have a good first impression on your teacher so that they respect you and give you the attention and value that you need. With you classmates, you want to make a lasting first impression on them. The first impressions is important because you can develop relationships from this. If you come in to class late on the first day and look messy and have an attitude, peoples first impression on you would be negative and treat you differently then you deserve to be treated. Finally, as you can see, first impressions do have a great affect on people who meet you. They are the base of all relationships. First impressions are very important socially, educationally, and employment wise. Impressions on people usually last forever. Although people have second impressions, the first ones are very important.

Imapact evaluation of Pantawid Pamilyang Pilipino Program

Regular monitoring of the household beneficiary database 2. Spot Checks 3. Quantitative Impact Evaluation (3-Wave Design) (34. Qualitative Evaluation 5. Monitoring by a National Independent Advisory and Monitoring Committee Preliminary results of the Pantywaist Paying Filipino Program First Impact Evaluation (2011) 3 Objectives of the Impact Evaluation The II is designed to assess: 1 . Current effects of Pantywaist Family, Conditional Cash Family, Transfer Program ; Impact on use of health services and health outcomes ; Impact on schooling Impact on consumption 2.Different impact on different groups Geographic areas Gender IP status Relative poverty More children stay in school, with better chance to graduate from grade school 76 % Day Care/ Pre-school 65 % 98 % Elementary School 93 % Regular attendance among 12-14 year olds 10 percentage points higher in enrolment rate in day care or pre-school 96 % 5 percentage points higher in enrollment rate in elementary in regular attendance ra te 91 % in elementary & high school Pantywaist Households Non-pantywaist Households 4 More families prioritize education and health in their household budgetPantywaist families spend: 33% more on MEDICINE & MEDICAL SERVICES 36% more on EDUCATION = household budget More children use health services 80. 6 % 74. 9 % Percentage of children O – 5 years old 70 63. 3 % 55. 3 % 50 Non-pantywaist Households Pantywaist 33. 3 % 20 10 16. 9% Having their weight monitored Taking determine pills Taking Vitamin A 5 More pregnant mothers get health care 54. 2% 63. 6% with 4 prenatal care visits Non -Pantywaist : with prenatal care Pantywaist: 26. 9% 36. 4% with postnatal care within 24 hours after delivery Without prenatal with postnatal Pantywaist: with postnatal care Without ConclusionsBased on the initial findings, Pantywaist Family: ; Has strong and consistent impact on the key indicators targeted by the program in line with other ACT programs around the world. ; Is on track in reaching the program objectives set by DEWS 6 Future Plans and Directions On Impact Evaluation ; Conduct of 2nd and 3rd Wave Impact Evaluation in October 2013 and October 201 5 respectively ; Conduct of specialized studies on: ; Infant and Maternal Health ; Gender ; Indigenous Peoples . Pad ; Family Development Sessions ; Transition ; Local governance (supply side) 7 Thank you you.