Sainsbury plc

Sainsbury plc Introduction This report will examine the change management with focus on how change could be introduced, implemented and how resistance to change could be mà ©nage. Therefore we shallbriefly look at the change which had been taking place within sainsburysplc how it was mange and the success rate. It also evaluates the need for the change. How the stake holder analyst was done therefore the Sainsburys was used and the mckinsey company. Task one 1.1 The background of the Sainsburys plc Sainsbury plc is a registered parental company of Sainsburys Supermarkets Ltd, which is popularly known as Sainsburys, a chain of supermarkets in the United Kingdom with special focus on property and banking business. Sainsburys profits see 11% surge. MSN News. http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775 Retrieved 2009-06-13.. Its estate has been estimated to be about  £8.6 billion March 2007. Sainsburys was the market leader in the UK supermarket sector in much of the 20th century, but lost its place as the UKs largest grocer to Tesco in 1995 and in lost 1995 and was pushed into third by ASDA in 2003. The companys performance has improved by CEO Justin King in 2004 since the launch of a recovery programme. The company has been reporting its 12th consecutive quarter of sales growth. Despite predictions that Sainsburys would regain second position in January 2008, Taylor Nelson Sofres data released in January 2008 shows Sainsburys market share at 16.4%, behind Asda s share of 16.7%, but ahead of Morrisons at 11.22%. This report shall evaluate the series of change programmes in the company under the last five years with special consideration to the change types of change, change processes and how the management has been able to deal with issues of stakeholder analysis while implementing the change and how resistance to change was dealt 1.2 Business Transformation as a form of change which has occurred in Sainsbury within t. 2004-2009 Developmental Changes in the year 2004 Between 2000 and 2004, Peter Davis was chief executive of Sainsburys. The appointment of Davis was welcome by the Sainsburys investors and business experts it was believed that ht e appointment was only confirmed after the company has won the support of the Sainsbury family who kicked against the decision of making him the CEO in the early 1990s. ( Shah, Saied 2000. Sir Peter Davis brought back to take helm at Sainsburys (The Independent (Newspaper Publishing): p.19). Within the first two year Sainsbury was able to raise its profit above the target but later drop sharply in 2004 when compared with the performance of its major competitors.Davis was the architect of an almost  £3 billion upgrade of stores, distribution and IT equipment, called â€Å"Business Transformation Programme.† . Business expansion and innovation strategy were used to implement the change. However his successor later discovered that most of the investment was more or less wasted and considered failed in his key goal of improving availability. Fraction of the investments witness the construction of four fully automated depots, which was considered at  £100 million each cost four times more than standard depots Townsend, Abigail 2006. ( How the Newbury process turned Sainsburys round. The Independent on Sunday (Independent Newspapers). http://www.findarticles.com/p/articles . Retrieved 2007-02-08. . However. Lack of accurate estimation and appropriate consultation of the stakeholder was fingered to have contributed to the failure of the project and the change programme. Though, enough information were not make public on the implication of change on workers and other relevant stakeholders, but the sharp falling in the profit within the short period cold be used as yardstick to justify the reason while the project was considered good for dropping Developmental changes programme in year 2006 Christensen spoke on the four automated depots introduced by Davis, that there was no single day went by without one, of the system developing if not all of them The systems were flawed. They most of the time to stop for four hours daily for repair maintenance. But because they were constantly breaking down you would be playing catch up. It was a vicious circle. Christensen believe it was a great mistake to build four such depots at a goal, instead of building one which could be thoroughly tested before investing in another. Resuscitating of the Failed automated Project in 2007 The launch of the recovery programme by king, Sainsburys announced a further  £12 million investment In 2007 in its depots in order maintain speed with sales growth and the removal of the failed automated systems from its depots. Since the launch of Kings recovery programmed, the company has reported fifteen consecutive quarters of sales growth, most recently in November 2008. Early sales increases have been attributed to the new companys distribution system and the focus of the fresh and healthy food (Improved supply lifts Sainsburys. BBC News. 2005-03-24. http://news.bbc.co.uk/1/hi/business/4378035.stm. Retrieved 2006-10-11.) A transformational change: In May 2007 Sainsburys identified five areas of focus to take the company from recovery to growth in order to transform its business strategy: therefore it identified the following focus as key factors to core activates in line with the concept of comparative advantage and the value chain (Michael p, 1985) the five core value include: * Great food at fair prices * Growth of non-food ranges * Reaching more customers through additional channels through opening of new convenience stores and growth of online home delivery and banking operations. * Expansion of supermarket space through new stores and development of the companys largely underdeveloped store portfolio. * Active property management 2009 update Transformational changes Sainsbury embraced the external boundary as change model through merger and acquisitions to achieve this change Sainsburys announced In March 2009 its intention to buy 24 stores from The Co-operative, 22 of which were Summerfield stores and the remaining 2 were Co-op stores. These were among of their estate which The Co-operative were required to sell after the completion of the Summerfield takeover. (Guardian (2009-11-04). 1.3 The issues which have made the company consider the change The loss of market position; peter Davis Within the first two year Sainsbury was able to raise its profit above the target but later drop sharply in 2004 when compared with the performance of its major competitors.Davis was the architect of an almost  £3 billion upgrade of stores, distribution and IT equipment, called â€Å"Business Transformation Programme.† This was among of the issues that necessitated the change 1.4 The process which the change took place 1.4.1 Identification of the need for change At the end of March 2004 Davis was elevated to the position of chairman and Justin King replaced him as the CEO. Justin King joined Sainsburys in 2004 from Marks and Spencer plc where he was a director with responsibility for its food division and Kings Super Markets, Inc. subsidiary in the United States. Schooled in Sol hull and a graduate of the University Of Bath, where he took a business administration degree, King was also previously a managing director at Ads with responsibility for hypermarkets. 1.4.2 Shareholders consultation: Gathering of useful data needed for the change from the relevant stakeholders as part of his 6 month business review asking them what they wanted from the company and where the company could improve, King ordered a direct mail campaign to 1 million Sainsburys customers This confirm the commentary of retail analysts repot that the group was not ensuring that shelves are fully stocked, because of the IT systems introduced by Peter Davis. (Sainsburys heads back to basics. BBC News. 2004-10-19. http://news.bbc.co.uk/1/hi/business/3755066.stm. Retrieved 2008-10-09.) 1.4.3 Implementation of change King announced the results of his business review and his plans to revive the companys fortunes in a three year recovery plan entitled Making Sainsburys Great Again on 19th October 2004 . This was generally well received by both the stock market and the media. He used CHANGING STRUCTURES MODEL in his implementation of the change. As part of the Immediate plans, included lying off 750 headquarters staff were laid off and around 3,000 shop-floor staff were recruited in order to improve the quality of service and the firms main problem of stock availability. The aim of the decision was to increase sales revenue by  £2.5bn by the financial year ending in March 2008. Another important announcement was the decision to halving the dividend to increase the retained profit in order boost the financial capacity to funds price cuts and quality. Lawrence Christensen was also hired as supply chain director in 2004 having worked as an expert in logistics at Safeway but decided to leave as a res ult of the Morrison takeover. This marked the beginning of developmental change in the year 2006 as the company begin to witness improvements in its supply chain and the two abandon distribution center were reactivated 2.0 Task 2 2.1 How the relevant stakeholder analysis was done during the change Before 2004, series of transformational changes have been taking place within the company. Though, it was recorded that most of the change produced a favorable result in the short run. But the shortfall of the change became so sharply and worst than the formal position of the company. Sainsbury plc did not only witness decline in profit but also lost market position to his arch rivers Tesco and Asda. Poor project assessment and lack of proper consultation with relevant stakeholders. 2.1.1 Customers Having learnt from the previous mistake committed by the predecessors who had caused the organization its place of pride in the market, King ordered a direct mail campaign to 1 million Sainsburys customers as part of his 6 month business review asking them what they wanted from the company and where the company could improve. This reaffirmed the commentary of retail analysts the group was not ensuring that shelves are fully stocked, this due to the failure of the IT systems introduced by Peter Davis. 2.1.2 Employee As one of the relevant stakeholder, employees are considered to be important to the success of any change introduce in an organization. The change affect people and people tend to react to changes. Negative reaction to change could mark the beginning of the failure of the new change while the positive reaction could fast track the success of such change programme. These confirmed by recent research conducted by mckinsey on the important of change to the organization and how important is people in the implementation of change and therefore suggested tactics that to successfully implement change. Employees were carried along in making the change by getting the employees involve at the beginning of change and in the process of implementation. Organizations need for change Constantly, for all kinds of reasons, but achieving a true step change in performance is rare. Indeed, in a recent McKinsey survey of executives from around the world, only a third says that their organizations succeeded in doing so. Executives were also asked how their organizations designed and managed a recent change effort, how they engaged employees in it, and how involved senior leaders were. (http://blog.theleadershipsphere.com.au/the_leadership_sphere/2008/09/index.html) The results of the survey highlight several important strategies or methods that organizations use to transform themselves successfully. Hence, the Setting of clear and high aspirations for change is the mostly important. A second tactic is general involvement of the whole organisation by engaging the whole company in the change effort through a wide different of ways; it was believed that a highly involved and visible CEO is crucial, but that successful companies are also using series of other communication and accountability tactics to keep people involved. Far more methods than unsuccessful companies use, also notable: successful companies are far likelier to communicate the need for change in a positive way, encouraging employees to build on success rather than focusing exclusively on fixing problems. (The McKinsey Quarterly conducted the survey in July 2008.). Therefore Sainsbury was able to draft in the interest of their workers in terms of human resource planning, training and developmental programme reward team management and flat organisation structure which enhance effective two ways communication system. (http://blog.theleadershipsphere.com.au/the_leadership_sphere/2008/09/index.html) 2.1.3 Shareholders One of the objectives to maximise is the maximisation of the shareholders wealth. Organisation tents to satisfy the interest of this group while pursuing profitability and handsome return on investment. Hence inability of the past administration had lead to change of leadership before the period to be considered in this project. Maximisation of shareholders wealth was put at the centre of interest in all the change programmes. 2.1.4 Competitor: Through stakeholder analysis, competitor as always been a force to reckon with. Sainsbury was able to analysis his competitors to whom she as lost his place of priority in the market which had made her to settle for third position in the grocery market in up. Hence that is why Sainsbury has putting a lot marketing strategies in order to ensure customers satisfaction and retention through excellence customer service. 2.2 Where the staff involved or considered in the change In the planning and the implementation process of change The target of the change programme was to improve customer patronage and to make more profit. Therefore workers were put at the centre of the change in order to make them have the thorough knowledge of the change which was about to take place. Hence Sainsbury also embark on training and development. Staff got involved in the Implementation process as staff serve as a medium through new changes are being communicated to customers. Task 3 3.1 The significant change that took place in Mckinsey and company Transformational change in Mckinsey and company with special attention on knowledge management over the Years Between I926 and 1950s Mckinsey company was established in 1926 as an Accounting and Engineering Advisors. the was using a system integrated approach which could be otherwise refers to as General Survey Outline basis of knowledge managements, the company was pursuing undeviating sequence of analysis goal strategy, policies, organization, facilities procedures and personnel, data which are to be synthesized and think for themselves while solving clients problems. as a result of business boom, more hands were employed and the organizations value chain were broadened, more policies were created with the clients as the main stake holder putting them at the center of the activities The company belief that every assignment must to bring more than revenue to the company, more of experience due to business expansion in the 20th century the company need more hand to meet the increasing demand these made the company to adopt generalist approach which leaves the problem solving task with hired experts. This was the beginning of the change in the organization Between 1950 and 1967 Introducing the expert base problem solving system by the Bower lead administration. He assumed that a highly intelligent generalist (expert) could easily diagnose client issues and through it professional capabilities solve the problem without waste of time and resources this was believed to be the appropriate way of dealing with the increase in demand which the company was enjoying at present so instead of allowing the traditional practice where the collective, brainstorming section of solving client problems that encourage the participative system, which was the cultural practices of the company before the business expansion, bower prefer to rely more on the solving client problems by the means of expertise. However, the knowledge issue of development within the organization was considered to be peripheral as the solving clients problem was believed to be core issues that is important if the customers demand is to be achieved and the business expansion goal is to be continues. The assumptions worked for short period as the company experience increase in sales and expansion of business spreading across the globe. This work well as the company witness a lot of expansion during the period in terms of market growth at the expense of internal growth (knowledge development), but looking at the cultural web of McKinley which is was known for participative system of clients prob lem solving system through which the knowledge were gathered developed and shared that enhance staffs improvement was not considered. living the problem solving in the hand of the expert in a company like mckinsey where knowledge remain the core activities when considering the value added to the end product(porter value chain 1985). The growth of the organization stopped within the short time. 3.2 The key challenges the organization has faced in implementing changes Integration of objectivity due to massive business expansion: The massive business expansion which has led to the diversifying into other business had posse series of challenge to the company, the organization was growing bigger and the system of administration was also going more complex. This made series of change programmes to be difficult to implement. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 3.3 Resistance to change from the employees and partners Resistance to change from the staff that begins to see change introduce as a treat and therefore change their perspective towards participation in the change programmes. Example of such resistance was their unwilling to contribute to data collection programmes which the company was trying to use for database in order to enhance knowledge management within the organization. However the company use consultation and staff involvement in the change planning processes to win the support of the workers to embrace the change programmes http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 3.4 My suggestion for the organization to resolve the various challenges facing the organization in implementing change programmes Here are things the organization can do to handle resistance, starting with kind and moral approaches and ending with the harsher end of gaining compliance. Facilitation It has been argued that best approach in creating change is by working with them, helping them achieve goals that somehow also reach to the goals of the change project. People will be very happy to work with you when you work with them. This could be said to appropriate and good practice where people are willing to support programme but finding it difficult to adjust. http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Education When people are not willing to support changes due to lack of clear understanding of the benefits and the rationale behind the change programme, manger might use education to enlighten people in order to understand the benefit of the change from positive perspectives. (http://www.changeminds.org) Involvement When people are not involved physically or intellectually, they are unlikely to be involved emotionally either, involving people in change planning is one of the best methods dealing with peoples resistance to change. Their involvement will make them support the success of the programme by persuading others to begin to see the change from the positive perspectives. (http://www.changeminds.org) Negotiation When persuasion seem to have failed to yield positive result, then manager might need to introduce a round table discussion by Sitting them down and ask what they want, find out what they want and what they will not. Negotiate mutually agreeable solutions that satisfy them and the fundamental objective of the change. http://www.changeminds.org) Manipulation Manipulation means controlling a persons environment such that they are shaped by what is around them. It can be a tempting solution, but is morally questionable and, if they sense what you are doing, will lead to a very dangerous backlash. It is only good for short term purposes and after when all the other options has failed http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm Coercion Here manager tend to apply force in making people to accept the change threat of loss of job if fail to comply perhaps in a humiliating public sacking. This could be used when the change is urgent and speed is considered to be of essences and the process of other alternative has been considered too slow and not likely to yield any good result http://www.changeminds.org/disciplines/change_management/resistance_change/dealing_resistance.htm 4.0 Conclusion The change has been seen as an agent of business growth and development. Hence change could be said to important to the organization survival especially in the highly competitive business environment, how it capable of improving the organization, leverage the organization cultural web. Therefore, managers need to evaluate change within the context of the organization cultural web with the consideration of the relevant stakeholder with an appropriate implementation strategy. This will facilitate dealing with resistance to change and peoples corporation in achieving the fundamental objective of the change. An effective change processes will be of advantage as it will also pave way for constant review. Reference John. N (2004). Management Second Edition, published by prentice Hall London Porter, M. E. (1996). What is strategy? Harvard Business Review, November-December, 61-78 Website. SainsburyArchive.http://www.museumindocklands.org.uk/English/Collections/CollectionsOnline/SainsburyArchive/Themes/Places/Expansion/Drurylane.htm. Retrieved on 2009-11-11 Sainsburys goes on  £83m coop spree. Press release. http://www.guardian.co.uk/business/2009/mar/04/j-sainsbury-supermarkets. Retrieved 2009-05-23. http//www.sainsburys .co.uk http://www.mckinsey.com/careers/is_mckinsey_right_for_me/roles_and_career_paths.aspx accessed on 17/11 /2009 Journals: the McKinsey Quarterly conducted the survey in July 2008. http://en.wikipedia.org/wiki/Sainsbury%27s Shah, Saeed (2000-01-15). Sir Peter Davis brought back to take helm at Sainsburys. The Independent (Newspaper Publishing): p.19 Townsend, Abigail (2006-04-23). How the Newbury process turned Sainsburys round. The Independent on Sunday (Independent Newspapers). http://www.findarticles.com/p/articles/mi_qn4159/is_20060423/ai_n16212212. Retrieved 2007-02-08. Sainsburys heads back to basics. BBC News. 2004-10-19. http://news.bbc.co.uk/1/hi/business/3755066.stm. Retrieved 2008-10-09. http://blog.theleadershipsphere.com.au/the_leadership_sphere/2008/09/index.html Jameson, Angela (2008-01-10). Sainsburys sales rise defies retail gloom. The Times (Times Newspapers). http://business.timesonline.co.uk/tol/business/industry_sectors/retailing/article3163999.ece. Improved supply lifts Sainsburys. BBC News. (2005-03-24). Retrieved at http://news.bbc.co.uk/1/hi/business/4378035.stm Retrieved on 2006-10-11. Sainsburys profits see 11% + surge. MSN News. http://news.uk.msn.com/uk/article.aspx?cp-documentid=16788775. Retrieved 2009-06-13.

We Have the Right to Choose Euthanasia :: Assisted Suicide

We Have the Right to Choose Euthanasia Euthanasia is the term for opting to die under circumstances, which lead to it being a gentle and easy death. Euthanasia should be an option for the suffering patient, although certain conditions and laws should be implemented on this issue so that both for and against arguments are considered. My opinion leans toward euthanasia being legal although I can understand the critical issues in relation to this practice that cause conflict within the community. The decision for life is entirely up to the suffering individual. Only under a qualified psychiatrist should there be any influence on an individuals ability to make that decision. Reasons behind questioning the patient s ability to make this decision should relate to their mental or physical status. The psychiatrist s choice should be in the best interests of the patient after considering their health. In many circumstances, euthanasia should be seen as understandable and humane, especially if a patient has a life threatening disease such as cancer or Aids. The following state the current laws for euthanasia in the Northern Territory but only recently these laws have been overturned by the Commonwealth government. These laws include; (a) A patient had to make a request, (b) Cooling off period, (c) 3 independent doctors had to agree being: (1) patient s doctor, (2) psychiatrist, if not suffering from any mental disease, (3) Specialist in the area of disease suffered by the patient e.g.: oncologist (cancer specialist), neurologist (nerve specialist being able to deal with paralysis). The laws determining the act of euthanasia must not be open to abuse, they must be precise and sensitive to the community issues but also be unbiase to the individual. If a patient is not seen to recover at any stage and, after all treatment possible, still remains incurable, then they should have the choice of euthanasia. Euthanasia would be a blessing to the critically ill patients and their families. However, under the above conditions I still can see where much abuse could occur resulting in euthanasia being seen as inhumane. If a patient who was depressed due to a feeling of pressure from home/friends/family the individual s choice for euthanasia would not be rational because there are treatments available to help deal with depression such as regular visits to a psychiatrist or the anti-depressants available from a medical practitioner. People must consider that euthanasia must be reasoned and not used as a temporary pain relief of something easily cured, but still what must be considered is what influence their can be on an individuals choice, example; pressure from family or feeling a burden.

Effect of pH on Invertase Activity

ABSTRACTInvertase is a type of enzyme, a natural catalytic agent for biochemical reactions, can be obtained in Baker’s Yeast. Determination of the effect of pH on invertase activity is the primary objective of the experiment. Dinitrosalicyclic acid (DNS) Assay method is utilized to monitor the enzymatic activity of invertase. Invertase was subjected to different pH (3.87, 4.0, 5.5, 7.3 and 10.55) of buffer solution and was observed under 540 nm absorbance using spectrophotometer. After observation and analysis, a peak (optimum pH) was observed by plotting absorbance versus pH.INTRODUCTIONEnzymes are proteinaceous catalysts, which speed up the rate of a biochemical reaction. They reduce the activation energy that is essential for starting any type of chemical reaction. With a low energy requirement for activation, the reaction takes place faster. The overall performance of an enzyme depends on various factors, such as temperature, pH, cofactors, activators and inhibitors. Inver tase is an enzyme which is usually found in plants. It acts as a catalyst for the hydrolysis of sucrose.Sucrose is a disaccharide composed of glucose and fructose linked by a glycosidic bond. When this bond is cleaved in a hydrolysis reaction, an equal amount of glucose and fructose. Invertase is a significant enzyme because glucose is an important product of photosynthesis. Invertase is also used in the confectionery industry where fructose is preferred over sucrose because it is sweeter and does not crystallize easily.Enzymes are affected by changes in pH. Extreme pH values generally result in loss of activity for most enzymes. Furthermore, there is a most favorable pH for enzyme – the point where the enzyme is most active. This point is known as the optimal pH. The aim of this experiment is to find out the range of pH which invertase is effective. The objectives of this experiment  are: to extract invertase from Baker’s Yeast and to determine the effects of change s in pH on reaction rates of an enzyme-catalyzed reaction.MATERIALSThe materials used in this experiment are: Baker’s Yeast, Sucrose Standard Solution (100 mg/L), Concentrated HCl, 0.5 M KOH, DNS reagent, 0.1 M buffer solutions (pH 1, 3, 5, 7, 9, 11), ucrose solution (10 g/L), test tubes, pipets, beakers, volumetric flasks, paraffin film, hot plate and UV-Vis Spectrophotometer.METHODOLOGYExtraction of invertase from yeastTo extract the invertase from Baker’s Yeast, 0.25 g of it was dissolved in distilled water to make a 250-mL solution. When the solution is prepared (complete dissolvation of Baker’s Yeast) it is then allowed to stand for 20 minutes at room temperature. Provided that the sediments form, the supernatant must be collected as it will be used as the enzyme stock solution that will be used in the succeeding experiment. Sucrose Assay Using Dinitrosalicylic Colorimetric MethodIn preparation of this part of the experiment, a series of test tubes were pre pared as follows: Tube No. Blank 1 2 3 4 5 6 mL sucrose std. solution 0 0.25 0.50 0.75 1.00 1.25 1.50 mL distilled water 1.50 1.50 1.25 1.00 0.75 0.50 0.25After, 3 drops of concentrated HCl (0.05mL) were introduced to each test tube. Noted that the tubes were mixed well and then incubated after at a 90 degrees Celsius water bath for 5 minutes. After the incubation, 0.15 mL of 0.5 M KOH was added to neutralize the solution. Another 2.80 mL of 0.1 M buffer solution at pH 5 were added, then the solution was mixed well again. Then, 3 mL of DNS reagent was added before the test tubes were immersed in a water bath at 95 degree Celsius for 10 minutes to develop the characteristics of a red-brown colour solution. After cooling, the solution were subjected into spectrophotometry to measure the absorbance at 540 nm. Effect of pH on Invertase ActivityIn finding the effect of pH on invertase activity, six numbered test tubes were prepared with 2.90 mL appropriate 0.1 M buffer solution as shown below: Tube No. 1 2 3 4 5 6 pH buffer solution 0.1 0.3 0.5 1.7 1.9 1.11Then, 0.10 mL enzyme stock solution was added to each test tube. After mixing thoroughly, all test tubes were incubated in 60 degrees Celsius water bath for 5 minutes. When the time was right, another 1.50 mL of sucrose was added. The solution was then incubated again and treated to the same water bath for the same amount of time, 5 minutes. Then, 3 mL of DNS reagent was added before immersing the solution in a water bath (95 degrees Celsius) for 10 minutes until the solution turns into a red-brown colour solution. After cooling the first test tube, blank solutions were prepared by following steps 1-4 again, but instead of using the enzyme stock solution, denatured enzyme was added. All the test tubes containing the solution were then subjected to spectrophotometry to measure the absorbance at 540 nm.EXPERIMENTALSucrose Assay Using Dinitrosalicylic Colorimetric MethodA. Materials used Sucrose Standard Solution, D istilled Water, Concentrated HCl, 0.5 M KOH, 0.1 M Buffer Solution, DNS Reagent, and UV-Vis Spectrophotometry. B. Procedure After collecting the supernatant from the enzyme stock solution, each test tube were introduced to 3 drops of conc. HCl before incubating at 90oC water bath for 5 minutes. 0.5 M KOH was then added to neutralize. Then, 2.80 mL of 0.1 M buffer solution was added before the solution was introduced to DNS reagent. The solution was in water bath at 950C for 10 minutes (until it is a red-brown solution). After cooling, it is subjected to spectrophotometry to measure absorbance at 540 nm. Effect of pH on Invertase ActivityA. Materials usedBuffer Solution, Enzyme Stock Solution, 1.50 Sucrose Solution, 3 mL DNS Reagent, Test Tubes, UV-Vis Spectrophotometry.B. ProcedureAfter preparing the required test tubes, they were introduced with 0.10 mL enzyme stock solution before being incubated for 5 minutes in a water bath at 600C. Then, 1.50 mL sucrose solution was added befor e the solution was incubated again for 5 minutes in a water bath with the same temperature. After cooling, 3 mL DNS reagent was added before immersing the test tubes  again in a water bath at 950C until the red-brown color appears. Repeat steps 1-4 but this time, instead of adding the enzyme stock solution, add the denatured enzyme. After all the test tubes were prepared, they were sunjected to UV-Vis Spectrophotometry to measure absorbance at 540 nm.Image 1. The red-brown coloration after water bathRESULTSSucrose Assay Using Dinitrosalicylic Colorimetric Method The following table shows the results from the UV-Vis Spectrophotometer of Sucrose Assay using DNS Colorimetric Method:Test Tube No. Amount of Acid-Hydrolized Sucrose Absorbance Blank 0.0 0.000 A 1 0.56 0.335 A 2 1.11 -0.456 A 3 1.67 1.248 A 4 2.22 1.800 A 5 2.78 -0.238 A 6 3.33 -0.319 A Table 1. Results of Sucrose Assay using DNS Colorimetric Method The students were also asked to plot the hydrolized-sucrose standard curv e by plotting Absorbance against Concentration (mg/mL)Chart 1. Standard Curve of Absorbance against Concentration.Effect of pH on Invertase Activity The following table shows the results from the UV-Vis Spectrophotometer in respect to the Effect of pH on Invertase Activity:pH Amount of Acid-Hydrolized Sucrose Absorbance Blank 0.0 0.000 A 3.87 2.02 0.162 A 4.0 9.12 0.78 A 5.5 12.6 0.975 A 7.3 1.883 0.151 A 10.55 9.33 0.748 A Table 2. Results of the Effect of pH using Colorimetric Method.

Essay on The Crime Drama Genre - 1663 Words

Joseph Straubhaar (2009) stated that television genres continue to develop over time in response to changes in audience tastes and original creative ideas. Indeed, television genres will keep on developing to meet the expectations and satisfaction of the audience. Crime drama series have become one of the most popular television genres within our society. It attracts the audience by dealing with themes and issues relating to the news and current affairs that the viewers are aware of. Crime fiction has various sub-genres including detective fiction such as Monk (2002-2009) where a detective investigates and solves a crime. Furthermore, Law Order (1990-2010) represents the legal thriller and courtroom drama sub-genres as these crime dramas†¦show more content†¦It is violent, lurid, obscene, profane and controversial. Oz is narrated dramatically by Augustus Hill, an inmate who make discerning observations not just about Oz, but related to the outside world as well. Augustus Hi ll’s narration often breaks the fourth wall as he addresses the camera therefore the audience. Augustus Hill was shot while killing a cop and now restricted to a wheelchair. Because he’s impotent to be physically brutal anymore, Augustus is very insightful and is used to heighten and clarify themes for the audience. Consequently the audience has sympathy for him since he is handicapped but also because he is harmless compared to the other inmates therefore the viewers wants him to get out of Oz alive and start from fresh. To keep the ratings up, the stories sometimes turns into the unbelievable, but the grit and reality are never gone for long. It deals with homosexuality, racism, drugs, violence, rape, gangs and how the social order handle these difficult situations. There is also some â€Å"bent† cops in Oz as they all have some kind of relationship with the prisoners. For example a prison guard called Karl Metzger and the leader of the Aryan Brotherhood Shell inger have made a deal to ambush another prisoner called Beecher to break his legs and arms. It shows that anything can happen inside a prison and you can’t trust anyone. This brings tension and pleasure within the narrative from theShow MoreRelatedEssay on The Crime Drama Genre 1948 Words   |  8 PagesThe crime drama genre has endured many changes since the days of Dickson of Dock Green (1955-1976) in the UK along with Dick Tracy (1950-1952) in the USA. The natural progression within the crime drama genre saw them eventually displaying police procedurals. This was a first for television, the audience not only saw the crime and the apprehension of the criminal, but for the first time, the whole crime solving system was opened for the audience to see. 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