Glaser Health Products Coursework Example | Topics and Well Written Essays - 500 words

Glaser Health Products - Coursework Example In most situations, these costs are part of recurrent expenditure treated as a liability in the company’s profitability index.In as much as production costs are characterized with a multiplier effect on the overall performance of the company, their increase in efficiency is always added to the value of production and increases the profitability of the firm.In order to trace various costs to activity groupings, arbitrary allocations of overheads to products, services, and consumers will be vital. At the first stage, there will be the derivation of the activity cost pool. These will consist of costs such as; material handling, procurement, and set-up. While the second stage will be made up of; costs per material movement, costs per purchase order, and costs per set-up.In primary stage cost drivers in relation to products, one needs to employ the use of activity drivers by assigning the activity costs to outputs on the basis of the consumption and demand for the outputs. All the outputs will be identified on the performance of an activity segment which consumes resources(Barrett, 2005). It is necessary to use preliminary and primary stage cost drivers because they aid in assigning resource costs to activities.This is done in three main ways which include; direct, indirect, and general/administrative costs. Direct costs consist of such costs that are traceable directly to one output such factory painting and repairs in the factory and other coats of production.

Analysis of the Effects of Modernism and Post-modernism on Management Practice Essay Example for Free

Analysis of the Effects of Modernism and Post-modernism on Management Practice Essay The concepts â€Å"modem† and â€Å"post-modern† have become common currency in intellectual debates regarding organizational theory. Within such debates, the postmodern is perceived as an epoch, a perspective, or an entirely new paradigm of thought (Callas 1999, p. 649). Such a conception of the aforementioned term stems from its rootedness in the conception of the modern. Chia (1995) notes that what distinguishes the postmodern from the modem is â€Å"a style of thinking which eschews the uncritical use of common organizational terms such as ‘organizations’, ‘individuals’, ‘environment’, ‘structure’, and ’culture’, etc† (p. 79). These terms refer to the existence of social entities and attributes within a modernist conception of organizational cultures. The rationale behind this lies in the ontological conception of being which privileges thinking in terms of discrete phenomenal states, static attributes and sequential events. As opposed to such an ontological conception of reality, the postmodern stands as the champion of weak forms of ontology that â€Å"emphasize a transient, ephemeral and emergent reality† (Chia 1995, p. 579). If such is the case, it thereby follows that a postmodernist perspective of reality adheres to thought styles wherein reality is deemed to be continuously in flux and transformation and hence unrepresentable thereby impossible to situate within a static conception of reality. Within the sphere of organizational management, an adoption of a post-modernist perspective of reality thereby leads to a rethinking of the modern conceptions of organizations since adherence to postmodernist perspectives lead to the de-emphasis on organizations, organizational forms and organizational attributes. Such a conception of reality, however tends to emphasize the importance of local forms of organizational methods, which collectively define a social reality. In a sense, the shift from a modern to a postmodern conception of organizations thereby leads to the re-definition of existing ontological conceptions of reality that determine the various forms of intellectual priorities as well as theoretical stipulations in the study and conception of organizations. In lieu of this, this paper’s will provide a contextualization of the implications of such perspectives within organizational structures. The analysis of such will be determined through the analysis of the effects of such perspectives in relation to management practices. An example of the application of the postmodernist perspectives within the field of organizational theory is evident in the Foucauldian analysis of human resource systems. Edward Baratt (2003) notes that a Foucauldian conception of organizational structures has enabled the formation of â€Å"a conceptual architecture and a method for exploring and problematizing Human Resource Management† (p. 084). Baratt notes, a Foucauldian conception of organizations has enabled the formation of conditions wherein all members of an organization may engage in â€Å"the practice of critical truth telling† (p. 1085). The importance of such may be fully understood if one considers its effects in relation to the two dominant paradigms that dictate Human Resource Management discourse: managerialist and critical evaluative positions. Jacques (1999) notes, â€Å"Managerialist and critical evaluative positions in binary opposition to each other constitute the main sites from which we can speak academically about HRM† (p. 200). The distinction between the two positions are evident if one considers that in one line of argument has been an emphasis on the production of an enterprising subject dependent on practices designed to engage an employee’s psyche. The possibility of such lies in the formation of managerial practices that opt for the continuous subjectification of the subject [in this sense the employee]. Within such managerial practices, the subject is placed within various forms of practices of subjectification that leads to the development of different form of competencies that further lead to the continuous embeddedness of the subject within the organization. The difficulty within such a managerial method lies in its creation of a fabricated subject. The pragmatic aspect involved within such a method, however, may be traced to its ability to create productive subjects [productive employees]. As opposed to such a totalizing form of managerial methodologies, alternative arguments [of the postmodernist kind] emphasize the possibility of enabling the co-existence and interrelationships between human resource technologies of the self and other disciplinary practices specifically those situated within the grounds of technological and accounting controls (Baratt 2003, p. 1084). A popular theme of such methodologies gives emphasis on the intensification and sophistication of surveillance and control method [through technological and accounting measures]. Within these method, management methods are thereby perceived as enabling the formation that determine the relationships within the workplace by taking control of indeterminate relationships [amongst the members of the workplace] through the imposition of increase surveillance methods that â€Å"impose order on the inherently undecidables† conditions of the workplace. Such a methodology thereby adheres to a postmodernist conception of human relations and social reality as it opts to clarify the indeterminate variables within organizations through the use of effective instruments for the formation and accumulation of knowledge-methods of observation, techniques of registration, procedures for investigation and research, apparatuses of control (Foucault 1980, p. 102). Within such a scheme, the function of management systems [and hence of managers] lies in ensuring the maintenance of â€Å"the precarious local orchestration of material, technical and social relationships which give rise to relatively stabilized configurations† (Chia 1995, p. 601). The heads of the management of organizations, in this sense, are thereby tasked with ensuring the implementation as well as the continuous development of more efficient production practices within the surveillance scheme of management systems. Analytic evaluation schemes used in forming job evaluations will thereby be created so as to ensure the ordering of a population. Managerial positions, in this sense, may be seen as the roles that enable the implementation of the surveillance scheme that enables the continuous effectiveness of a human resource management system. In summary, the effects of the tenets of both modernism and postmodernism are evident within the workplace [or within organizational theories of management and hence management itself] as they influence the historical means of constructing the relations within the workplace. The modernist conception, which perceives reality as bound by static relations, failed to account for the indeterminate variables resulting from the complexity of power relations within the workplace. Such a complexity, however, was accounted for by a postmodernist perspective of organizations due to its recognition of the fluidity of social relations as a result of their embeddedness within the discourse of power and knowledge that define the conditions within any sphere [in this context the public sphere]. Within the field of Human Resource Management, the construction of knowledge operates through rules of classification, ordering, and distribution evident in the definitions of activities and the formation of rules of procedure, which determines a particular institution’s management discourse. The importance of postmodernist perspectives lies in its promise of the possibility of autonomy within such a predefined and hence rigid sphere. The possibility, in this sense, may be attained through enabling the co-existence and interrelationships between human resource technologies of the self and other disciplinary methods. In line with the postmodernist [specifically Foucauldian discourse], the postmodernist has thereby enabled the development of Human Resource Systems and hence Management systems that enable the formation of an understanding regarding the means in which various individuals may be formulated so as to create a system which allows the creation of objectivity amidst the grounds of subjective wills.

Role of the Industrial Development Bank of India (IDBI)

Role of the Industrial Development Bank of India (IDBI) The Banking Industry was once a simple and reliable business that took deposits from investors at a lower interest rate and loaned it out to borrowers at a higher rate. However deregulation and technology led to a revolution in the Banking Industry that saw it transformed. Banks have become global industrial powerhouses that have created ever more complex products that use risk and securitisation in models that only PhD students can understand. Through technology development, banking services have become available 24 hours a day, 365 days a week, through ATMs, at online bankings, and in electronically enabled exchanges where everything from stocks to currency futures contracts can be traded. Indian banking industry The growth in the Indian Banking Industry has been more qualitative than quantitative and it is expected to remain the same in the coming years. Based on the projections made in the India Vision 2020 prepared by the Planning Commission and the Draft 10th Plan, the report forecasts that the pace of expansion in the balance-sheets of banks is likely to decelerate. The total assets of all scheduled commercial banks by end-March 2010 is estimated at Rs 40,90,000 crores. That will comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in 2002-03. Bank assets are expected to grow at an annual composite rate of 13.4 per cent during the rest of the decade as against the growth rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is expected that there will be large additions to the capital base and reserves on the liability side. The Indian Banking Industry can be categorized into non-scheduled banks and scheduled banks. Scheduled banks constitute of commercial banks and co-operative banks. There are about 67,000 branches of Scheduled banks spread across India. As far as the present scenario is concerned the Banking Industry in India is going through a transitional phase. The Public Sector Banks(PSBs), which are the base of the Banking sector in India account for more than 78 per cent of the total banking industry assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive manpower and lack of modern technology. On the other hand the Private Sector Banks are making tremendous progress. They are leaders in Internet banking, mobile banking, phone banking, ATMs. As far as foreign banks are concerned they are likely to succeed in the Indian Banking Industry. In the Indian Banking Industry some of the Private Sector Banks operating are IDBI Bank, ING Vyasa Bank, SBI Commercial and International Bank Ltd, Bank of Rajasthan Ltd. and banks from the Public Sector include Punjab National bank, Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank among others. ANZ Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank are some of the foreign banks operating in the Indian Banking Industry. Industrial Development Bank of India (IDBI) The Industrial Development Bank of India (IDBI) was established on July 1, 1964 under an Act of Parliament as a wholly owned subsidiary of the Reserve Bank of India. In 16 February 1976, the ownership of IDBI was transferred to the Government of India and it was made the principal financial institution for coordinating the activities of institutions engaged in financing, promoting and developing industry in the country. Although Government shareholding in the Bank came down below 100% following IDBIs public issue in July 1995, the former continues to be the major shareholder (current shareholding: 52.3%). During the four decades of its existence, IDBI has been instrumental not only in establishing a well-developed, diversified and efficient industrial and institutional structure but also adding a qualitative dimension to the process of industrial development in the country. IDBI has played a pioneering role in fulfilling its mission of promoting industrial growth through financing of medium and long-term projects, in consonance with national plans and priorities. Over the years, IDBI has enlarged its basket of products and services, covering almost the entire spectrum of industrial activities, including manufacturing and services. IDBI provides financial assistance, both in rupee and foreign currencies, for green-field projects as also for expansion, modernisation and diversification purposes. In the wake of financial sector reforms unveiled by the government since 1992, IDBI evolved an array of fund and fee-based services with a view to providing an integrated solution to meet the entire demand of financial and corporate advisory requirements of its clients. IDBI also provides indirect financial assistance by way of refinancing of loans extended by State-level financial institutions and banks and by way of rediscounting of bills of exchange arising out of sale of indigenous machinery on deferred payment terms. IDBI has played a pioneering role, particularly in the pre-reform era (1964-91),in catalyzing broad based industrial development in the country in keeping with its Government-ordained development banking charter. In pursuance of this mandate, IDBIs activities transcended the confines of pure long-term lending to industry and encompassed, among others, balanced industrial growth through development of backward areas, modernisation of specific industries, employment generation, entrepreneurship development along with support services for creating a deep and vibrant domestic capital market, including development of apposite institutional framework. Narasimam committee recommends that IDBI should give up its direct financing functions and concentrate only in promotional and refinancing role. But this recommendation was rejected by the government. Latter RBI constituted a committee under the chairmanship of S.H.Khan to examine the concept of development financing in the changed global challenges. This committee is the first to recommend the concept of universal banking. The committee wanted to the development financial institution to diversify its activity. It recommended to harmonise the role of development financing and banking activities by getting away from the conventional distinction between commercial banking and developmental banking. In September 2003, IDBI diversified its business domain further by acquiring the entire shareholding of Tata Finance Limited in Tata Home finance Ltd., signaling IDBIs foray into the retail finance sector. The fully-owned housing finance subsidiary has since been renamed IDBI Home finance Limited. In view of the signal changes in the operating environment, following initiation of reforms since the early nineties, Government of India has decided to transform IDBI into a commercial bank without eschewing its secular development finance obligations. The migration to the new business model of commercial banking, with its gateway to low-cost current, savings bank deposits, would help overcome most of the limitations of the current business model of development finance while simultaneously enabling it to diversify its client/ asset base. Towards this end, the IDB (Transfer of Undertaking and Repeal) Act 2003 was passed by Parliament in December 2003. The Act provides for repeal of IDBI Act , corporatisation of IDBI (with majority Government holding; current share: 58.47%) and transformation into a commercial bank. The provisions of the Act have come into force from July 2, 2004 in terms of a Government Notification to this effect. The Notification facilitated formation, incorporation and registration of Industrial Development Bank of India Ltd. as a company under the Companies Act, 1956 and a deemed Banking Company under the Banking Regulation Act 1949 and helped in obtaining requisite regulatory and statutory clearances, including those from RBI. IDBI would commence banking business in accordance with the provisions of the new Act in addition to the business being transacted under IDBI Act, 1964 from October 1, 2004, the Appointed Date notified by the Central Government. IDBI has firmed up the infrastructure, technology platform and reorientation of its human capital to achieve a smooth transition. IDBI Bank, with which the parent IDBI was merged, was a vibrant new generation Bank. The Pvt Bank was the fastest growing banking company in India. The bank was pioneer in adapting to policy of first mover in tier 2 cities. The Bank also had the least NPA and the highest productivity per employee in the banking industry. On July 29, 2004, the Board of Directors of IDBI and IDBI Bank accorded in principle approval to the merger of IDBI Bank with the Industrial Development Bank of India Ltd. to be formed incorporated under the Companies Act, 1956 pursuant to the IDB (Transfer of Undertaking and Repeal) Act, 2003 (53 of 2003), subject to the approval of shareholders and other regulatory and statutory approvals. A mutually gainful proposition with positive implications for all stakeholders and clients, the merger process is expected to be completed during the current financial year ending March 31, 2005. IDBI would continue to provide the extant products and services as part of its development finance role even after its conversion into a banking company. In addition, the new entity would also provide an array of wholesale and retail banking products, designed to suit the specific needs cash flow requirements of corporates and individuals. In particular, IDBI would leverage the strong corporate relationships built up over the years to offer customised and total financial solutions for all corporate business needs, single-window appraisal for term loans and working capital finance, strategic advisory and hand-holding support at the implementation phase of projects, among others. IDBIs transformation into a commercial bank would provide a gateway to low-cost deposits like Current and Savings Bank Deposits. This would have a positive impact on the Banks overall cost of funds and facilitate lending at more competitive rates to its clients. The new entity would offer various retail products, leveraging upon its existing relationship with retail investors under its existing Suvidha Flexi-bond schemes. In the emerging scenario, the new IDBI hopes to realize its mission of positioning itself as a one stop super-shop and most preferred brand for providing total financial and banking solutions to corporates and individuals, capitalising on its intimate knowledge of the Indian industry and client requirements and large retail base on the liability side. Recent developments To meet emerging challenges and to keep up with reforms in financial sector, IDBI has taken steps to reshape its role from a development finance institution to a commercial institution. With the Industrial Development Bank (Transfer of Undertaking and Repeal) Act, 2003, IDBI attained the status of a limited company viz. Industrial Development Bank of India Limited (IDBIL). Subsequently, the Central Government notified October 1, 2004 as the Appointed Date and RBI issued the requisite notification on September 30, 2004 incorporating IDBI Ltd. as a scheduled bank under the RBI Act, 1934. Consequently, IDBI, the erstwhile Development Financial Institution of the country, formally entered the portals of banking business as IDBIL from October 1, 2004, over and above the business currently being transacted. Acquisition of United Western Bank In 2006, IDBI Bank acquired United Western Bank in a rescue. Annasaheb Chirmule, who worked for the cause of Swadeshi movement, founded Satara Swadeshi Commercial Bank in 1907, and some three decades later founded United Western Bank. The bank was incorporated in 1936, and commenced operations the next year, with its head office in Satara, in Maharashtra State. It became a Scheduled Bank in 1951. In 1956 it merged with Union Bank of Kolhapur, and in 1961 with Satara Swadeshi Commercial Bank. At the time of the merger with IDBI, United Western had some 230 branches spread over 47 districts in 9 states, controlled by five Zonal Offices at Mumbai, Pune, Kolhapur, Jalgaon and Nagpur. Main function of IDBI IDBI is vested with the responsibility of co-ordinating the working of institutions engaged in financing, promoting and developing industries. It has evolved an appropriate mechanism for this purpose. IDBI also undertakes/supports wide-ranging promotional activities including entrepreneurship development programmes for new entrepreneurs, provision of consultancy services for small and medium enterprises, upgradation of technology and programmes for economic upliftment of the underprivileged. IDBI role as catalyst IDBIs role as a catalyst to industrial development encompasses a wide spectrum of activities. IDBI can finance all types of industrial concerns covered under the provisions of the IDBI Act. With over three decades of service to the Indian industry, IDBI has grown substantially in terms of size of operations and portfolio. Development activities of IDBI and promotionl activities In fulfilment of its developmental role, the Bank continues to perform a wide range of promotional activities relating to developmental programmes for new entrepreneurs, consultancy services for small and medium enterprises and programmes designed for accredited voluntary agencies for the economic upliftment of the underprivileged. These include entrepreneurship development, self-employment and wage employment in the industrial sector for the weaker sections of society through voluntary agencies, support to Science and Technology Entrepreneurs Parks, Energy Conservation, Common Quality Testing Centres for small industries. Evolution Changing Role The genesis of Industrial Development Bank of India Limited (IDBI Ltd.) can be traced to the establishment of The Industrial Development Bank of India (IDBI), its predecessor entity, in 1964, by an Act of Parliament to provide credit and other facilities for the development of industry. IDBIs charter was later broad-based to also encompass the responsibilities of principal financial institution for co-ordinating the working of National and State-level institutions engaged in financing, promoting and developing industry. Initially set up as a fully-owned subsidiary of the Reserve Bank of India (RBI), the ownership of IDBI was later transferred to the Government of India in 1976. Although Government shareholding in the Bank came down below 100% following IDBIs public issue in July 1995, the former continues to be the major shareholder(currentshareholding:51.4%). Cumulative assistance sanctioned and disbursed by IDBI since inception up to end-September 2004 aggregated around Rs.2,23,000 crore and Rs 1,78,000 crore respectively. IDBIs asset base stood in the vicinity of Rs. 63,850 crore at end-September2004. As a considered response to changes in its operating environment following initiation of reforms since the early nineties and the resultant concerns of IDBIs sustained viability therein in its current avatar, IDBI, in consultation with the Government of India, decided to transform into a commercial bank without eschewing its secular development finance obligations. The migration to the new business model of commercial banking, with its gateway to low-cost current/savings bank deposits, it was felt, would help overcome most of the limitations of the current business model of development finance while simultaneously enabling it to diversify its client/asset base. Towards this end, the IDBI (Transfer of Undertaking and Repeal) Act 2003 was passed by Parliament on December 16, 2003 and received the Presidents assent on December 30, 2003. The provisions of the Act came into force from July 2, 2004 in terms of a Government Notification to this effect. The Notification enabled IDBI to obtain the requisite statutory and regulatory approvals, including those from RBI, for conversion into a banking company. The new company viz. Industrial Development Bank of India Limited (IDBIL) was incorporated on September 27, 2004 and the Registrar of Companies, Mumbai, issued the certificate for commencement of business to IDBI Ltd. on September 28, 2004. Subsequently, the Central Government notified October 1, 2004 as the Appointed Date and RBI issued the requisite notification on September 30, 2004 incorporating IDBI Ltd. as a scheduled bank under the RBI Act, 1934. Consequently, IDBI, the erstwhile Development Financial Institution of the country, formally en tered the portals of banking business as IDBIL from October 1, 2004, over and above the business currently being transacted. IDBI Ltd. is registered as a company under the Companies Act, 1956 to carry out banking business in accordance with the provisions of the Banking Regulation Act, 1949. The IDBI Repeal Act, 2003 enabled IDBI to become a banking company without the need to obtain a separate banking licence under the Banking Regulation Act, 1949. IDBI Ltd. will enjoy certain regulatory forbearance, including exemption from compliance with SLR requirements (mandated under the Banking Regulation Act) for the first five years. All existing shareholders of the erstwhile IDBI, including the Central Government, have become pro-rata shareholders of IDBI Ltd. from the appointed date. Further, the provisions of the Memorandum and Articles of Association of IDBI Ltd. require that the Central Government, as a shareholder of the Company, shall, at all times, maintain not less than 51% of the issued capital of the company. The authorized capital of IDBI Ltd, has been reduced to Rs.1250 crore from Rs.1500 crore (the authorized capital of erstwhile IDBI) in conformity with the provision of the Banking Regulation Act. The paid-up capital of the Company, at Rs.653 crore, however, remains the same as the paid-up capital of the erstwhile IDBI Role of Financial Institutions in Foreign Investment in India The main role of the financial institutions in India in respect to foreign investments is to aid foreign investors in investment activities in India. The funds from overseas countries come in two forms: Foreign direct Investments and Joint Ventures of the foreign companies with Indian companies. Foreign direct investments inflows are approved through automatic route or through government route. Those units that require government approval to get funds require the FIPB approval. Foreign Direct Investment through automatic route, on the other hand, does not require FIPB approval. All these allocation of financial assistance to various industrial units in India are guided by the financial institutions set up in various parts of India. Some of the leading financial institutions in India that play an important role in foreign investments in India are RBI, IDBI Bank, IFCI Bank, ICICI Limited and EXIM Bank. Role of IDBI in Foreign Investment The role of IDBI in Foreign Investment is mainly to provide financial assistance on a consortium basis to various industrial units in India which are mainly involved in manufacturing or processing of goods, mining, transport generation and distribution of power. Main Functions of IDBI IDBI coordinates between various financial institutions who are highly involved in provide financial assistance, promoting, and developing various industrial units IDBI is also engaged in a variety of promotional activities such as development programs for the fresh entrepreneurs, planning of consultancy services for both the small scale enterprises and the medium sized industrial units IDBI works for the advancement of technology and other welfare schemes to ensure economic development. Industrial Development Bank of India acts as a catalyst in various industrial development programs IDBI provides financial assistance to all kinds of industrial units which comes under the provisions of the IDBI Act IDBI has served various industrial sectors in India for about three years and has grown leaps and bounds in its size and operating units Role of IDBI in Foreign Investment It manages various financial institutions working under IDBI bank Provides financial assistance to various industrial units in terms of developments It also offers refinancing options including term loans to the suitable financial institutions It provides funding to the industrial units that are involved in manufacture or processing of goods, mining, transport generation and distribution of power both in private and public sectors It also provides finance to various projects, expansion of any project, diversifications, or even developing the projects which will exceed Rs. 30 million and it also provides funding to those projects which cost less than Rs. 30 million through indirect means as it offers refinancing to the main financial institutions such as SFC/SIDC/Commercial Banks Articles IDBI Bank July-Sep net up 57 pct, beats fcast State-owned IDBI Ltd on Monday posted a 57 percent rise in July-September net profit, helped by growth in both the net interest income and fee-based income, beating analyst forecasts. Net profit of the bank for the second quarter was at 2.54 billion rupees, up from 1.62 billion rupees a year ago. A Reuters poll of brokerages had estimated profits at 1.95 billion rupees. Profitability grew on the back of good growth in the net interest income and fee-based income front, Yogesh Agarwal, chairman and managing director, told reporters at a press conference. The banks net interest income rose to 4.72 billion rupees, up from 1.29 billion rupees a year ago, while fee-based income rose 99 percent to 3.90 billion rupees. Its net interest margin rose to 1.07 percent, up from 0.41 percent a year ago with cost of deposits coming down as high cost deposits were getting retired, Agarwal said. Core income helped profits grow for the bank, said an analyst in a Mumbai-based brokerage, on condition of anonymity. The bank, with a capital adequacy ratio of 11.9 percent, is waiting for government approval to raise funds for growth. Government owns around 52 percent in the bank and it will have to take a call on modes of capital-raising to be made available to the bank, he said. We hope to tap the (capital) market by January 2010, subject to government deciding on mode of capital raising to be adopted by the bank, he said. Its capital adequacy at tier I level was at 6.83 percent, while that in the tier II segment was at 5.07 percent. The bank will also raise $225 million via syndicated loans to meet its growth targets, R.K. Bansal, chief financial officer, said adding the bank is targeting a loan growth of 20 percent in the current fiscal. We will be signing for this foreign currency loan tomorrow, he said. The loan will be for a one-year tenure with an all-inclusive cost of 6.2 percent. The bank which would open its first foreign branch in Dubai has an enabling resolution to raise up to $1.5 billion via medium term notes in foreign currency, Bansal said adding it can be raised only after the lender has a foreign presence as per Reserve Bank of India guidelines.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The cash strapped Industrial Development Bank of India (IDBI), has got a line of credit of $100 million from the Asian Development Bank (ADB). The institution has also reached the final stages of an arrangement with KfW of Germany for co-financing of infrastructure projects along with the line of credit (LoC)from ADB. This comes as a great help to the FI at a time when it is starved of funds. The funds will be lent against private infrastructure projects in four states namely Karnataka, Andhra Pradesh, Gujarat and Madhya Pradesh. In fact, IDBI is not the only institution to have got it. IIL FS too has got a $100 million LoC from ADB.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The duration of loan from ADB will be 20 years on a floating rate basis. It will be lent at LIBOR plus 60 basis point. The boards of ADB and both the FIs have cleared the loan proposal and the signing of the documents will take place in the next 10 to 15 days. The KfW deal is being negotiated and is likely to be taken up at the latest Indo-German meeting. KfW is a development bank for developing countries that operate on behalf of the German Government. The rates in the case of KfW are likely to be very close to the rates offered by ADB. But in the case of KfW, the tenure of the payments is going to be longer in the range of 25 years.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  In fact, the borrowings of IDBI have been growing sharply. From Rs. 37,861 crore in 1997, it has gone up to Rs. 56,057 crore as on June 30, 2001. Of this, the borrowings outside India had grown from Rs. 5660 crore in 1997 to Rs. 7,913 crore as on June 30, 2001. In fact, IDBI along with NABARD have been requesting the RBI and the Government to extend the tenure of long-term operations funds availed by the institution from the RBI till 1990. These were taken off following the start of economic reforms in 1991.

Qualitative aspect of drug action

Qualitative aspect of drug action Qualitative aspect of drug action Schild plot Schild plot: Schild plot is defined as pharmacological method of receptor classification. By using schild plot dose-effect curve for an agonist is determined in the presence of various concentrations of a competitive antagonist for its receptor in the presence of agonist i.e. equilibrium dissociation constant is calculated. The experiment is carried out for series of dose ratios for a given effect. For example the ratio of the dose of agonist (A) to produce a specific effect (e.g.,half maximal effect) in the presence of the antagonist (B) to the dose required in the absence of the antagonist (A) is calculated. This is determined for several doses of antagonist and then log ((A/A) -1) versus the negative log B is plotted. If the regression of log ((A/A) -1) on -log B is linear with a slope of -1, then this indicates that the antagonism is competitive and by definition the agonist and antagonist act at the same recognition sites. If the slope of the regression is not -1, then by defini tion the antagonist is not competitive or some other condition is in effect. This might include multiple binding sites or pharmacokinetic interactions. Agonist: Agonist is a drug which has both affinity and efficacy. Antagonist: Antagonist is a drug which has affinity and zero efficacy. Affinity:Affinity is a property of a drug; it measures how tight a drug binds to a receptor. To bind to a receptor a functional group of the drug should bind to the complementary receptor. The binding capacity of the drug defines the action of the drug. Efficacy: Efficacy of a drug can be defined as ability of drug which activates the receptor to produce desired effect after binding. Affinity and efficacy are explained in the equation as: K+1 ÃŽ ± A + R AR* Response K-1 ÃŽ ² K+1 B + R BR No Response K-1 Where A is agonist, B is antagonist, K+1 is association rate constant for binding, K-1is dissociation rate constant for binding ÃŽ ±- Association rate constant for activation ÃŽ ²- Dissociation rate constant for activation By using law of mass action affinity is explained as B + R BR Drug free receptor drug-receptor complex At equilibrium KB = [R] [B] KB = Equilibrium dissociation constant [BR] Hill-Langmuir equation: this equation explains drug occupancy [RT] = [R] + [BR] If [RT] = Total number of receptors then by substituting this in law of mass action equation [RB] = [B] [RT] KB + [B] By this equation it is determined that drug occupancy (affinity) depends on drug concentration and equilibrium dissociation constant. Equilibrium dissosciation constant: EQUILIBRIUM DISSOCIATION CONSTANT (Kd) : It is the characteristic property of the drug and the receptors. It is defined as the concentration of the drug required to occupy 50 % of the receptors. The higher the affinity of the drug for the receptors lower is the Kd value. Mathematically Kd is k2/k1 where k2 is the rate of dissociation of the drug from the receptor and k1 is the rate of association of the drug for the receptor. Receptor (R) and Drug (D) interact in a reversible manner to form a drug-receptor (RD) complex. Where R = Receptor D = Drug (L for ligand is sometimes used in these equations) k1 = the association rate constant and has the units of M-1min-1 k2 = the dissociation rate constant and has the units of min-1. k2 is sometimes written as k-1. If an agonist binds to the receptor, then the interaction of the agonist (D) and the receptor (R) results in a conformational change in the receptor leading to a response. If an antagonist binds to the receptor, then the interaction of antagonist (D) and receptor (R) does not result in the appropriate conformation change in the receptor and a response does not occur. For drugs that follow the law of simple mass action the rate of formation of the complex can be defined by the following equation d[RD]/dt refers to the change in the concentration of [RD] with time (t). Note: the square brackets refer to concentration. This equation indicates that the rate at which the drug receptor complex (RD) is formed is proportional to the concentration of both free receptor (R) and free drug (D). The proportionality constant is k1. The rate of dissociation can be defined by the following equation -d[RD]/dt is the decrease in drug-receptor complex with time This equation indicates that the rate at which the drug-receptor complex (RD) dissociates back to free drug and free receptor is proportional to the concentration of the drug receptor complex. The proportionality constant is k2. When the drug and the receptor are initially mixed together, the amount of drug-receptor complex formed will exceed the dissociation of the drug-receptor complex. If the reaction is allowed to go for a long enough, the amount of drug-receptor complex formed per unit time will be equal to the number of dissociations of drug-receptor complex per unit of time, and the system will be at equilibrium. That is equilibrium has occurred. Equilibrium can be defined as or k1[R][D] = k2[RD] This equation can be rearranged to give Kd is the dissociation equilibrium constant. Kd has units of concentration as shown in the following equation. Simple competitive antagonism: simple competitive antagonism is the most important type of the antagonism. In this type of antagonism the antagonist will compete with available agonist for same receptor site. Sufficient antagonist will displace agonist resulting in lower frequency of receptor activation. Presence of antagonist shifts agonist log dose response curve to right. A schild plot for a competitive antagonist will have a slope equal to 1 and the X-intercept and Y-intercept will each equal thedissociation constantof the antagonist. This can be explained in equation as: Occupancy for agonist [RA] = [A] OR [A]/ KA [RT] KA+ [A] [A]/ KA +1 In presence of competitive antagonist (B) [RA] = [A]/ KA [RT] [A]/ KA + [B]/ KB + 1 Occupancy reduced according to [B] and KB To obtain same occupancy, must increase [A] to [A`] r = [A] / [A] = [B] / [B] Schild equation: r = [B] / KB +1 Where r depends on [B] and KB Applying log on both sides log (r-1) = log[B] log KB Aim: The main aim of the experiment is to measure the equilibrium dissociation constant (KB) for atropine at acetylcholine muscuranic receptors and to determine the drug receptor interactions. Objectives The main objectives of the experiment are as follows Ø To measure the equilibrium dissociation constant for atropine at acetylcholine muscuranic receptors Ø To demonstrate the reversible competitive antagonism of atropine at acetylcholine muscuranic receptors Ø To determine the equilibrium dissociation constant (KB) for atropine at acetylcholine muscuranic receptors by using schild plot. MethodIsolation and mounting of Guinea-pig ileum in organ bath Guinea-pig was first sacrificed and then the ileum was collected and transferred into physiological salt solution maintained at 370C. The food particles present in the ileum was expelled out through running Krebs solution through the lumen. Then tissue was tied with a thread at both the ends where one was tied to the mounting hook and the other was attached to the transducer. 1) Preparation of serial dilutions of drug The drugs used in the experiment were acetylcholine (Ach) and atropine. To determine the simple competitive antagonism of atropine at Ach muscuranic receptors serial dilutions of Ach were carried out. Ach was given as 110-2M and from the above concentration of the drug the following concentrations were prepared to the organ bath concentration such as 110-6M, 310-6M, 110-7M, 310-7M, 110-8M, 310-8M, 110-9M and 310-9M Ach. Then atropine was diluted to 110-8M (organ bath) from the given 110-2M concentration. 2) Determination of Organ bath concentration The volume of physiological salt solution (pss) was 20 ml, and each time the volume of drug introduced into organ bath was 20Â µl.Therefore if 20Â µl of 110-2M drug was introduced into the organ bath then it gives 110-5M organ bath concentration. Mathematical calculation of organ bath concentration: In organ bath we have 20ml of pss which is equal to 20103 Â µl of pss, if 20 Â µl of 110-2 M Ach was introduced then the organ bath concentration 20Â µl→XM 20ml→10-2M = 20 Â µl x 10-2 M 20x 103 Â µl = 110-5M (organ bath concentration). The isolated guinea- pig ileum was mounted onto the organ bath and set up for recording isometric tension of the tissue using chart software in a Mac book. Step-1 Calibration of the experimental apparatus: The chart 5 software was calibrated and the sampling rate was adjusted to 10 samples per second with a maximum input voltage to 10 mV. The baseline was set to zero and then trace was started from the baseline zero then the force transducer was calibrated by placing 1 gram weight and after the calibration the trace produced was stopped for the moment to convert the units of tension into grams by selecting the trace produced previously. Step-2 Sensitisation of preparation: To check the viability of the tissue a response of suitable height was obtained by adding a little high concentration of the drug. Here in the experiment an appreciable recording was noted at 110-7M Ach. Step-3 The time cycle followed to construct a concentration- response curve was 0 seconds to add the drug concentrations 30 seconds to empty the organ bath and refill with fresh physiological salt solution 180 seconds next drug concentration was added to the organ bath. Concentration Response Curve: By making use of the above drug concentrations a concentration response curve was constructed according to the provided time cycle. 1) 20 Â µl of 110-9M Ach was added into the organ bath at zero seconds at is allowed to stand for 30 seconds, then after 30 seconds the organ bath was emptied and refilled with pss. Pss was allowed to stand for 180 seconds. During the wash period if the peak does not return to the base then it was washed twice or thrice to make sure that all the drug dissociates from the receptors before the next addition of the other drug concentration. Each concentration was repeated twice or thrice until the two consecutive responses were reported with the same peak height. 2) By following the procedure and time cycle, the concentration response curve was constructed with different concentrations of acetyl choline such as 110-9M,310-9M, 110-8M, 310-8M, 110-7M, 310-7M, 110-6M and 310-6M Ach (organ bath concentration). Step-4 Equilibration of Acetylcholine receptors with acetylcholine After step-2 the preparation was washed several times until the peak returned to the base line. Then atropine (110-8M organ bath concentration) was added to the preparation and then set aside for 40 minutes to allow atropine to equilibrate with acetylcholine muscuranic receptors. Step-5 Concentration response curve in the presence of atropine The concentration response curve with acetylcholine was repeated again in the presence of atropine by following the time cycle and procedure, which was same as same step 2.Therefore in step 3 with each addition of acetylcholine concentration atropine was added simultaneously. Step-6 Analysis: i) The graph pad prism in the Mac book was used to plot concentration response curves in the absence and presence of atropine. Log concentration (acetylcholine) Vs response in grams ii) From the above plot EC 50 values of acetylcholine in the presence and absence of atropine were obtained. Then the distance between the two curves control and response for the atropine presence was denoted by ‘r, where ‘r was called as shift. iii) The shift was calculated mathematically as r= EC 50 of response in the presence of atropine EC 50 of Ach in the absence of atropine iv) From the value of the shift, schild plot was plotted as log concentration of atropine presence against log(r-1). v) From the schild plot the dissociation constant KB for atropine at acetylcholine muscuranic receptors was determined. Results: As explained above in the procedure serial dilutions of acetylcholine was added to the organ bath, where Ach has produced concentration dependent contractions of the guinea pig ileum as shown in the fig 1. As shown in 1 the serial dilutions of acetylcholine are added into the organ bath from 110-7M to 310-6M Ach. Here in the trace it was clearly shown that contractions produced by the acetylcholine have been increased with respect to the concentrations. In step-2 the preparation was washed and added with 110-8M atropine and set aside for 40 minutes to equilibrate the acetylcholine receptors. In the trace it is clearly shown that, the contractions produced by serial dilutions of Ach from 110-8M to 310-4M in the presence of 110-8M atropine. When Trace 1 and Trace 2 are compared it is evident that the contractions produced by Ach alone (trace 1) were greater than the contractions produced Ach in the presence of atropine (trace 2) which proves the simple competitive antagonism by atropine at muscuranic receptors. A graph is plotted to the log concentration response curve produced by Ach alone against Ach in the presence of atropine. (graph is attatched to the report) From the graph it is known that with the increase in the concentration of Ach, response have been increased when compared to Ach in the presence of atropine and also there is a shift towards right which shows the simple competitive antagonism produced by atropine. From the results produced by Ach alone against Ach in the presence of atropine the fractional difference which is called as shift can be obtained as follows Mathematical Calculation shift ‘r = EC50 of response after atropine (or) in the presence of atropine EC50 of control (or) Ach in the absence of atropine = 2.5110-6 = 8.36 3.0 x10-7 r-1 =8.36 -1=7.36 log(r-1)=log (7.36) =0.86 Partial dissociation constant (PKB) or PA2 is measured to confirm the simple competitive antagonism, where pKB values play an important role in classifying receptors. Therefore PKB =log(r-1) -log [atropine] =0.86 -log (110-8) =0.86 (-8) =0.86+ 8 =8.86 From the above results log EC50 values for control (Ach alone) and Ach in the presence of atropine were given as 3.0e-007 and 2.51e-006 respectively. This shows the molar concentration of Ach which produces 50% of the maximal possible response is higher than the molar concentration response produced by Ach in the presence of atropine. If the antagonist is competitive, the dose ratio equals one plus the ratio of the concentration of antagonist divided by its Kd for the receptor. (The dissociation constant of the antagonist is sometimes called Kb and sometimes called Kd) MathType Equation A simple rearrangement gives: MathType Equation Here we have plotted a graph with log (antagonist) on the X-axis and log (dose ratio -1) on the Y-axis. If the antagonist has shown simple competitive antagonism then the slope should be 1.0, X-intercept and Y-intercept values should be both equal the Kd of the antagonist obtained. If the agonist and antagonist are competitive, the Schild plot will have a slope of 1.0 and the X intercept will equal the logarithm of the Kd of the antagonist. If the X-axis of a Schild plot is plotted as log(molar), then minus one times the intercept is called the pA2 (p for logarithm, like pH; A for antagonist; 2 for the dose ratio when the concentration of antagonist equals the pA2). The pA2 (derived from functional experiments) will equal the Kd from binding experiments if antagonist and agonist compete for binding to a single class of receptor sites. From 5 and 6 it is evident that no concentrations of atropine have showed competitive antagonism perfectly. Therefore from the above results it is known that the concentrations of atropine has not shown simple competitive antagonism fairly. Discussion: Reversible competitive antagonism: The binding of drug to a receptor is fully reversible which produces a parallel shift of the dose response curve to the right in the presence of an antagonist. The mechanism of action of acetylcholine at muscuranic receptors: In various gastrointestinal smooth muscles, acetylcholine and its derivatives produce contractions by activating muscuranic receptors. It is generally assumed that the M3 muscuranic receptor plays a key role in mediating this activity. The M3 receptor is coupled preferentially to Gq-type G proteins, resulting in the activation of phospholipase C (PLC) and the formation of ionositiol trisphosphate (IP3) and diacylglycerol (DAG) which are likely to participate in muscuranic receptor-mediated smooth muscle contractions. IP3 causes Ca2+ release from intracellular store and can also mobilize Ca2+ secondarily through Ca2+-sensitive or store-dependent mechanisms. DAG, via activation of protein kinase C, phosphorylates various proteins and can directly activate non selective cationic channels. From the above results the value of shift obtained was 0.378 which denotes the simple competitive antagonism produced by the concentration of atropine used (110-8 M).From the value of shift the pKB value was calculated as 8.4.If atropine has shown simple competitive antagonism then the value of pKB should be equal to 1-X intercept. Therefore pKB=1-X intercept =1-(-8.86) =9.86 We got value of pKB as 8.86.Therefore pKB is not equal to 1-X intercept. Therefore the concentration of atropine (110-8M organ bath concentration) used by our group has not shown simple competitive antagonism effectively. The literature value of pKB is given as approximately 9 and we have obtained the value of pKB as 8.86 which does not fit with literature value. Therefore from the above observations and results i can conclude that a little more high concentration of atropine may serve to produce complete simple competitive antagonism by atropine at acetylcholine muscuranic receptors.

Teenage Humor :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Teenage humour is unlike adult humour. Teenagers laugh at â€Å"Toilet† humour while adults laugh at â€Å"Civilized† humour. Therefore considering that teenagers laugh at the opposite of what adults do, we need to define the reasons why teenage and adult humour is so different.   Ã‚  Ã‚  Ã‚  Ã‚  I believe that teenage humour is sex oriented. I took a survey of ten teenagers to see what they believed was humorous. Trisha Lindsay believes that embarrassing moments are hilarious. Dustin Lockhart, Nadia Korfitsen, David Webster, Rick Fawcus, Kristi Webster, and myself believe that sex or sexual suggestions are humorous. Renita Manj and Ashlee Green believe that people who act idiotically or hurt themselves on a regular basis are hilarious. I believe that from this survey I have proved to you that most teenagers believe that sexual suggestions are the most funny in our generation.   Ã‚  Ã‚  Ã‚  Ã‚  The television programs that most teenagers watch are The Simpson’s, Friends, and That 70’s show. The Simpson’s is a program that is aired on Fox and it is a cartoon. The Simpson’s is about a middle-aged man named Homer. He is a dumb-founded idiot that works at a nuclear power plant. We laugh at him because he makes so many mistakes even if they are the easiest task. Bart is a ten year old kid who gets into trouble more then once a day. He gets into trouble at school and even when he is walking down the street to go home. He is like an average ten year old kid that likes to get into mischief. Bart is just a trouble maker that doesn‘t know when to behave himself. His sister Lisa is a straight â€Å"A† student that is on the Honour Roll, and plays the saxophone in the school Band. Every little girl would like to be Lisa because she is very mature for an eight year old. Marge is the mother of both Bart and Lisa. She is a homem aker and isn’t very funny. Bart and Homer are the prime targets for funniness in this series.   Ã‚  Ã‚  Ã‚  Ã‚  That 70’s show is the second example of a television show that teenagers find amusing. Adults find this amusing as well because they can relate to the subject. This show is about the 70’s obviously. It is how our parents use to be. I believe this is one reason why teenagers find this television show amusing. The cast of the 70’s show involves Kitty and Red who are Eric’s parents.

Means To Tragic Ends (oedipus :: essays research papers

Does man really have free will, or does free will lie within a system of limitations that gradually compose a web of circumstantial fate that ultimately cannot be torn apart? The events in both Oedipus The King and Antigone controversially suggests that man ultimately chooses his own deeds and endures fate and the responsibilities for them. These events brought by fate are unmistakably aggravated by certain characteristics within the characters. Oedipus, from Oedipus The King, Antigone, and Creon, both from Antigone possess such flawed characteristics that lead to their tragic ends.   Ã‚  Ã‚  Ã‚  Ã‚  Oedipus possesses a multitude of characteristics, some of them common to other characters, but pride is exceptionally prevalent. This characteristic, which margins with utter arrogance, appears to be one of the dominant flaws that causes Oedipus’ tragic downfall. This is plainly established in the beginning of the play in which he states “I Oedipus whom all men call the great.'; (p11.8). This is strengthened by the Priest’s replies of “...Oedipus, Greatest in all men’s eyes,'; (p12.40) and “Noblest of men'; (p12.46).   Ã‚  Ã‚  Ã‚  Ã‚  However, pride is not the only characteristic which contributes to Oedipus’ tragic end. There exists his temper, which is initially presented in the argument between Teiresias and himself. After Teiresias speaks the truth as factual, Oedipus replies “Do you imagine you can always talk like this, and live to laugh at it hereafter?'; (p26.367) and then soon after calls Teiresias a “fool'; (p29.433). His temper is also exposed when he threatens to banish or kill Creon after Creon’s attempted reasoning.   Ã‚  Ã‚  Ã‚  Ã‚  Another contributing factor is his suspicion for others, this is evident where he questions Teiresias “Was this your own design or Creon’s?'; (p.27.377). He is falsely rationalizing that Teiresias is secretly plotting, in coalition with Creon, to overthrow him.   Ã‚  Ã‚  Ã‚  Ã‚  Moreover, Oedipus has an unrelenting pursuit for the truth, which is demonstrated when he finally believes that he is the murderer and that Polybus was not his father. Nonetheless, he continues with his search with an extensive questioning of both his wife Jocasta and the messenger.   Ã‚  Ã‚  Ã‚  Ã‚  Furthermore, Oedipus exhibits self-loathing and a desperation towards the end of the play. After the facts have been voiced, he desperately attempts to rationalize the evidence and states, “You said that he spoke of highway robbers who killed Laius. Now if he uses the same number, it was not I who killed him. One man cannot be the same as many. But if he speaks of a man travelling alone, then clearly the burden of the guilt inclines towards me.

The Odyssey Homer characterizes the Kyklops in such a way as to reveal :: Classics

The Odyssey Homer characterizes the Kyklops in such a way as to reveal the birth of Odysseus’s well profound strengths as well as his inability to exercise restraint.In this essay I will analyze the significance of the one eyed Kyklops The Odyssey Homer characterizes the Kyklops in such a way as to reveal the birth of Odysseus’s well profound strengths as well as his inability to exercise restraint. In this essay I will analyze the significance of the one eyed Kyklops Polyphemos as an attempt to study Homer’s characterizing of the main character Odysseus. I will analyze the Kyklops’s interaction with Odysseus and will identify the various literary techniques used by Homer while simultaneously explaining the significance and effectiveness of these methods to the plot development of this epic poem. In order to present this pre-eminent epic of action to a more striking effect, Homer uses two devices of characterization, the epithet and the simile in book IX when he describes the scene involving Polyphemos and Odysseus. Both techniques were used to provide additional information about the two characters and to reveal different aspects of Homer’s development of Odyssey’s state of mind. After the war of Troy Odysseus and his crew attempted to find their way back to Odysseus’s home Ithaca, but due to their lack of responsibility they were met with some resistance and choose to rest on a strange island inhabited by a Kyklops. Upon arriving on the island Odysseus and his men naively feasted on readily abundant food found in a secluded cave without first exploring the island to see whether any threats lay near. Then curious Odysseus suggested that they explore and seek knowledge about the native people of the unconquered lands in order to decipher whether they were â€Å"wild savages †¦ or hospitable†¦ god fearing men† (188 -189). This is the first instance amidst a series of others where Odysseus neglects his role as leader and causes the fate of his crew and the journey to become jeopardized. His decision to explore the island of is what caused his main goal of returning home to Ithaca to become destined for failure. Odysseus stumbles onto a prodigious giant; this giant was Polyphemos, son of Poseidon, Greek God and ruler of the seas. When Polyphemos returns to his cave (the same cave where Odysseus and his men feasted) he realizes that his unannounced guests were expecting a warm welcome despite the fact that they had just finished raiding his cattle. The giant understandably refuses to show them any hospitality and begins to devour them one by one. Through this chaotic encounter the consequences of Odysseus’s bad leadership skills materialize, and we The Odyssey Homer characterizes the Kyklops in such a way as to reveal :: Classics The Odyssey Homer characterizes the Kyklops in such a way as to reveal the birth of Odysseus’s well profound strengths as well as his inability to exercise restraint.In this essay I will analyze the significance of the one eyed Kyklops The Odyssey Homer characterizes the Kyklops in such a way as to reveal the birth of Odysseus’s well profound strengths as well as his inability to exercise restraint. In this essay I will analyze the significance of the one eyed Kyklops Polyphemos as an attempt to study Homer’s characterizing of the main character Odysseus. I will analyze the Kyklops’s interaction with Odysseus and will identify the various literary techniques used by Homer while simultaneously explaining the significance and effectiveness of these methods to the plot development of this epic poem. In order to present this pre-eminent epic of action to a more striking effect, Homer uses two devices of characterization, the epithet and the simile in book IX when he describes the scene involving Polyphemos and Odysseus. Both techniques were used to provide additional information about the two characters and to reveal different aspects of Homer’s development of Odyssey’s state of mind. After the war of Troy Odysseus and his crew attempted to find their way back to Odysseus’s home Ithaca, but due to their lack of responsibility they were met with some resistance and choose to rest on a strange island inhabited by a Kyklops. Upon arriving on the island Odysseus and his men naively feasted on readily abundant food found in a secluded cave without first exploring the island to see whether any threats lay near. Then curious Odysseus suggested that they explore and seek knowledge about the native people of the unconquered lands in order to decipher whether they were â€Å"wild savages †¦ or hospitable†¦ god fearing men† (188 -189). This is the first instance amidst a series of others where Odysseus neglects his role as leader and causes the fate of his crew and the journey to become jeopardized. His decision to explore the island of is what caused his main goal of returning home to Ithaca to become destined for failure. Odysseus stumbles onto a prodigious giant; this giant was Polyphemos, son of Poseidon, Greek God and ruler of the seas. When Polyphemos returns to his cave (the same cave where Odysseus and his men feasted) he realizes that his unannounced guests were expecting a warm welcome despite the fact that they had just finished raiding his cattle. The giant understandably refuses to show them any hospitality and begins to devour them one by one. Through this chaotic encounter the consequences of Odysseus’s bad leadership skills materialize, and we