...A…..Identify the following Body Cavities …..Provide an answer for each number: [pic] B……Identify the Body Planes…..Provide answer for each number.. [pic] c……Identify…Body Parts: Dorsal View….1-12…. [pic] D….Identify the Body Parts: Frontal View…numbers 13-37… [pic] E….. Complete the Terms Referring to Direction/Relative Position 1. Superior = above; Inferior = below-(Example how to complete others listed) 2. Anterior = 3. Medial = 4. Cephalad = 5. Ventral = 6. Proximal = 7. Superficial = F….Complete the following-Nine Abdominopelvic regions |1. |2. |3. | | | | | | | | | | | | | | | ...
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...the microscope supports the microscope and houses the illuminator •Arm connects to the base and supports the microscope head. It is also used to carry the microscope. When carrying a compound microscope always take care to lift it by both the arm and base, simultaneously. Ocular with Pointer eyepiece which magnifies image projected by objective Body Tube maintains the correct distance between the eyepiece and the objectives (usually 25 cm) Arm supports the body tube and is used to carry the microscope Coarse Adjustment a knob that makes large adjustments to the focus Fine Adjustment a knob that makes small adjustments to the focus Nosepiece holds the objectives and can be rotated to change the magnification Objective Lenses Adjustable lens system that permits the use of a low power lens, a medium lens, a high power lens, or an oil immersion lens Low Power This objective lens provides the lowest magnification Medium Power This objective lens provides a medium magnification level High (Dry) Power This objective lens provides the second highest magnification Oil Immersion the use of a drop of oil, that has the same...
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...Biology 100 – K. Marr (Revised Spring 2010) Lab 2. Microscopic Observation of Cells Prelab Assignment 1. Before coming to lab, read carefully the introduction and procedures of each part of the experiment. If you and your group members are not familiar with the procedure before coming to lab, you may have difficulty completing this exercise during the lab period. 2. Answer the Prelab Questions on the first three pages of the report sheet and be prepared to hand them in at the start of your lab class. Please be aware that you need to go online to answer prelab question #3. Goals of this Lab Exercise After completing this lab exercise you should be able to..... 1. Identify the parts of a compound light microscope and use a microscope to competently examine biological samples 2. Determine the diameter of the field of view for the various objectives of a microscope 3. Accurately sketch, describe and cite the major functions of the structures and organelles of the cells examined in this lab exercise 4. Estimate the size of specimens viewed with a microscope. The Microscope The microscope is one of the principal tools of the biologist. Without the microscope, many of the great discoveries of biology would never have been made. The light compound microscope, illustrated in Figure 1, is the type of microscope most commonly used. Proper, comfortable use of the instrument demands practice. The practice afforded you in this exercise depends upon familiarity with the parts of the microscope...
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...objectives, which creates the visual effect of depth perception. Thus making a upright, three dimensional perspective. Stereo microscopes, are sometimes still referred as dissecting microscopes, Parts of a Microscope: Me Alright so let’s move on the parts of a microscope, we will be focusing on a compound microscope due to the fact it is one of the most common ones. Also due to the fact we use this type of microscopes here at our school. Eyepiece or Ocular is what you look through at the top of the microscope. Typically, standard eyepieces have a magnifying power of 10x. Optional eyepieces of varying powers are available, typically from 5x-30x. Eyepiece Tube holds the eyepieces in place above the objective lens. Objective Lenses are the primary optical lenses on a microscope. They range from 4x-100x and typically, include, three, four or five on lens on most microscopes. Objectives can be forward or rear-facing. Body Tube holds the nose piece at one end and the eyepiece at the other end; conducts light rays Nosepiece houses the objectives. The objectives are exposed and are mounted on a rotating turret so that different objectives can be conveniently selected. Standard objectives include 4x, 10x, 40x and 100x although different power objectives are available. Coarse and Fine Focus knobs are used to focus the microscope. Stage is where the specimen to be viewed is placed. Stage Clips holds slide in place on the stage....
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...Chapter 4) C.S. Lewis seemed to be attempting to convey an often missed message. The lens through which we look at a set of circumstances changes our understanding of those circumstances. If we fail to look through different lenses and learn from what we see, important details will be unaccounted for. The four lens model exercise revealed differences, similarities and the tendencies of lens that I view the world through. The differences in the concepts changed depending on the lens. Leadership was described as missing through the cultural lens. The management and motivation lenses appeared to be compensating for what the cultural lens showed to be lacking. The same trend shows itself in the management and motivational categories with one exception. The cultural lens in these categories has a positive tone verses a nonexistent one. Diversity and change categories show an adoption of current status view without being connected to greater understanding. The differences still had a common thread. The exercise has showed that I feel as though I am playing catch up. The similar theme in the four lens model is staggering even to myself. The lens changed but the theme of what I saw through the lens stayed very much the same. There is a progression through the lenses like stages. The cultural lens no matter the category seems under informed or a feeling of a lack of advantage. The lens changes to experience or academic the tone of the comments become more full and balanced. Diversity...
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...Vistakon, a high profile business in Johnson & Johnson (J&J) professional segment, has become a market leader in the contact lens industry due to the development and launch of Acuvue, the first one week disposable extended wear lens, and of Surevue, a two week disposable daily wear contact lens. Vistakon’s key success factor lies in the company’s strong technological advantage. Acuvue’s revolutionary manufacturing process (“stabilized soft molding”) allowed Vistakon to produce lens with improved optics and superior comfort to patients, whilst also keeping production costs (and prices) low. The technological leadership and continued innovation was also made possible by J&J. On the one hand, the highly decentralized organizational structure provided an ideal entrepreneurial environment which fostered change and innovation. On the other hand, the parent company provided Vistakon with the financial resources needed to attack a mature and competitive market. The latter two elements will prove to be crucial in creating a sustainable competitive advantage based on technological superiority and fast go-to-market (first mover advantage). In fact, although Vistakon’s current manufacturing technology will likely be matched and surpassed by competitors, Vistakon’s continuous search for innovation, coupled with J&J’s strong financial support will ultimately guarantee a constant technological leadership. In 1993 Vistakon is considering launching 1 Day Acuvue, the first daily...
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...Vistakon is a highly successful manufacturer of contact lenses with leading brands in the disposable contact lens segment. Following the recent success of its Acuvue and Surevue products, the company has developed a daily disposable contact lens, 1 Day Acuvue. The new product has been launched in the Western region, and based on the results, Vistakon needs to decide how to roll out the product nationally. Positioning, pricing and distribution of the product are some of the main focus areas for Vistakon. The soft contact lens market had 21M consumers in 1994. Vistakon penetrated this market in 1987 with Acuvue – an extended wear contact lens that was the first disposable lens at the time. It was a revolutionary concept – a lens that you “never had to clean”. But what caused Vistakon to originally develop the product was an inexpensive manufacturing technology. Disposability was largely a consequence of the manufacturing process rather than an identified consumer need. Yet, this helped Vistakon differentiate the product, and create a market that grew to 4.6M consumers in 1994, while making profits due to high volume, low cost production. The success of Acuvue was also a result of innovative “pull and push” marketing strategies – reaching out directly to the consumer, while establishing a close relationship with Eye Care Professionals (ECPs). The financial backing of parent company, Johnson & Johnson (J&J), was a big reason why Vistakon was able to pursue an aggressive marketing...
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...Harvard Business School 9-596-087 Rev. February 1, 1999 Vistakon: 1 Day Acuvue Disposable Contact Lenses “Well Gary, what do you think?,” asked Bernard Walsh former CEO of Vistakon and current Company group chairman of Vistakon’s parent company Johnson & Johnson (J&J). Bernie Walsh had been president of Vistakon from 1987 to 1993. During his tenure, Vistakon had grown from a specialty manufacturer with $20 million in annual sales to a market leader in the contact lens industry with over $250 million in annual sales. Gary Kunkle had succeeded Walsh in 1993 and the two were meeting in early 1995 to review the performance of 1 Day Acuvue contact lenses in the western regional rollout. The world’s first daily disposable contact lens, 1 Day Acuvue was designed to be worn for one day and then discarded. A national launch decision needed to be made, but based on the test market and the western regional results, there were lingering concerns regarding product positioning, pricing, promotion, advertising and trade support. Vistakon was an autonomous and highly entrepreneurial division in J&J’s renowned decentralized organization, and Gary Kunkle knew the decision was his to make. However, he also knew that J&J expected product excellence and market success. As Kunkle considered his options, he recalled a remark made by Walsh, We need to be careful that we don’t allow our past success to undermine our future growth. Big companies tend to be too cautious. Now that...
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.... Case 3: Nike MaxSight Contact lenses: Seeing a Need 1. To identify different markets and products for MaxSight, Nike has used an analysis of consumer needs bases on the present products in the market. In fact, there were some kinds of contact lens but none of them reach consumer needs, which is a contact lens can protect the eyes as a pair of sunglasses. Nike has given MaxSight to take full advantage of visual acuity and is suitable for ones need or don’t need prescription. Athletes and sports participants are likely to be the largest segments, but individuals who have active lifestyle also play an important role to adopt product. 2. Elements of the marketing mix for Nike MaxSight currently are 4P : a. Product: two tints including grey-green and amber-tinted contacts. b. Price: $60 for a two-month supply c. Promotion: customers are able to purchase products only when they get examination and fitting. d. Place: MaxSight contact lens came out at the time other products cannot satisfy customer’s need and the public way Nike gives information. According to 4P analysis, Nike has a very good product with lots of advantages which addresses customers’ satisfaction. They also get on time promotion, when there was no such contact lens exit. So, base on marketing mix Nike has already undertaken, I think Nike should reduce the price just a little bit. $50 is more affordable than $60. Because the lowest price is $25 and the most expensive...
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...unscheduled doctor visits, and higher levels of contact lens comfort. Customers who are very health conscious and looking for convenience would choose 1-Day Acuvue because it’s a contact lens that can be changed every day, so no need to worry about putting in a dirty contact lens in their eyes, and no need to deal with the hassle of cleaning them. Customers who were part-time contact lens wearers would prefer the 7-Day contact lens. Customers who are more cost conscious would select the 14-Day contact lens because it had the lowest avg. total yearly expense ($321.50). 2. What is the value of a 1-Day Acuvue user, a 7-Day Acuvue user, and a 14-Day Surevue user to Vistakon? The value to Vistakon for each of the respective types of contact lenses is as follows: 1-Day $91, 7-Day $98, and 14-Day $97 – see Exhibit 1 for additional details. 3. What are the main issues limiting consumer adoption of 1-Day Acuvue? Consider adoption for patients and channel partners. The primary barrier for broader adoption of 1-Day Acuvue by consumers is total cost. The test market results indicated that the primary deterrent to purchase and continued use was cost. Additionally, the western regional launch also showed similar results with 86% of ECPs citing it as a major reason that their patients did not convert from the trial fits. From a channel partner (ECP) perspective, there were several reasons limiting adoption. First, ECPs were reluctant to...
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...people contribute to strategy at work. • Appreciate the contributions of different academic disciplines and theoretical lenses to practical strategy analysis. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 1.3 Definitions of strategy (1) • ‘..the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action and the allocation of resource necessary for carrying out these goals’ Alfred Chandler • ‘Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value’ Michael Porter Sources: A.D. Chandler, Strategy and Structure: Chapters in the History of American Enterprise, MIT Press, 1963, p. 13 M.E. Porter, ‘What is strategy?’, Harvard Business Review, 1996, November–December, p. 60 Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 1.4 Definitions of strategy (2) • ‘..a pattern in a stream of decisions’ Henry Mintzberg • ‘..the long-term direction of an organisation’ Exploring Strategy Sources: H. Mintzberg, Tracking Strategy: Toward a General Theory, Oxford University Press, 2007, p. 3 Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 1.5 Strategic decisions Johnson, Whittington and Scholes, Exploring Strategy, 9th...
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...THE STRATEGY LENSES 21 The four lenses are introduced more fully immediately after this chapter and will provide the framework for separate commentaries on each of the three parts of this book. This section introduces them briefly as follows: ● Strategy as design. This takes the view that strategy development can be ‘designed’ in the abstract, as an architect might design a building using pens, rulers and paper. The architect designs, and then hands over the plans for the builders actually to build. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. It tends to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. Strategy as experience. The experience lens recognises that the future strategy of an organisation is often heavily influenced by its experience and that of its managers. Here strategies are seen as driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in people’s personal experience and the organisational culture. Strategy is likely to build on and continue what has gone on before. Insofar as different views and expectations within the organisation exist, they will be resolved not through rational optimisation, as in the design lens, but through messy compromises and...
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...Strategic lenses are defined as ways of looking at strategic issues differently in order to generate many insights. They help in approaching strategic problems from different perspectives. Looking at problems in different ways will raise new issues and new solutions. The strategic lenses provide four angles of strategy which can be viewed and implemented at corporate level. The four lenses are design, experience, variety and discourse and they are described as below: A. Strategy as design The design lens encourages a large investment in planning and analysis before making final decisions. They tend to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. The design lens also view strategy development as a logical process of analysis and evaluation to establish a clear picture of an organisation’s strategic position as a basis for deciding future strategy and planning its implementation. It is the most commonly held view about how strategy is developed and what managing strategy is about. B. Strategy as experience The experience lens recognises that the future strategy of an organisation is often heavily influence by its experience and that of its managers. Therefore, strategies are seen as driven not so much by clear-cut analysis as by the...
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...Session 1: Overview of the Three Lenses Idea: use three different perspectives (“lenses”) to look at the organization Reading – introduction to organizational analysis (the three lenses) Personal Schemas * Essentially, a schema is knowledge system through which a person interacts with the world (a cognitive structure that represents organized knowledge about a given concept/type of stimulus. A schema contains both the attributes of the concept and the relationship among the attributes) * Schemas are helpful because they allow people to function in cognitively efficient ways (for example, you establish certain patterns of action so that you don’t have to think about your actions every time) * In organizations: individuals are surrounded by complex & noisy information people engage in cognitive processing such as structuring or finding recurring patterns (for example, completing routine tasks without much conscious awareness) * Schemas can be helpful but it is important to be aware of assumptions and to seek additional information about organizational life, since there are multiple issue with schemas: * Schemas can become outdated: schemas need updating, since they are derived from experiences which need to evolve in the future (example: sticking to schema of men in professional roles is now outdated as more women have entered the workforce) * Schemas also shape organizational life, so they can prevent change if they don’t adapt (example:...
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...Strategic Management (BUSM 3200) – Oct 2013 Exam Questions Review – Key Points and References (Part A) (Prepared by Geoffrey da Silva) ------------------------------------------------- Note: this set of notes is provided as guidelines as to how you should go about to prepare YOUR OWN set of study notes for exam revision. Remember these are just GUIDELINES or short bullet points advising you what could be the approach to answering the questions and the sources you can extract the information from – BOTH the text and the lecture notes (GDS version only). You have ALREADY been advised by the course coordinator that these questions are just samples and are NOT to be construed as spotted questions for the coming examination. These are just good “practice questions” that you should use for purposes of revising your topics. Please make sure that you study widely around the chapter topics and DO NOT assume that the questions below will be set directly as they are in the coming examination. Remember this – study the topic but never study the question. The questions below could be set differently but topics could be similar. Blank spaces are provided under each of the drafts so that you can add in your own research and examples. Good luck in your preparations. Note: these are brief points; use this word document to work with your team/groups to insert your own points and examples. I provide the template only! 1. Describe the four ways of strategic thinking (or lenses). Give examples...
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