...Cellular Structures and Pathogenicity All the various surface components of a bacterial cell are important in the ecology because they mediate the contact of the bacterium possesses result from immediate contact with its environment. Its must use its surface components to assess the environment and respond in a way that supports its own existence and survival in that environment. The surface properties of a membrane and cell envelope, including capsules, glycocalyx, slayers, peptidoglycan and lps, and the other surface structures, such as flagella and pili or fimbriae. Bacterial surface components may have a primary biological function that has nothing to do with path ogenicity. However, there are endless examples wherein a bacterial surface component plays an indispensable role in the pathogenesis of infectious disease. Bacterial structures may act as permeability barriers that allow selective passage of nutrients and exclusion of harmful substances; adhesions used to attach or adhere to specific surfaces or tissues; enzymes to mediate specific reactions on the cell surface important in the survival of the organism; protective structures against phagocytic engulfment or killing; antigenic disguises to bypass activation oh host immune defenses; endotoxins, generally cell wall components, that cause an inflammatory response in the host; “sensing proteins” that can respond to temperature, osmolality, salinity, light, oxygen, genome of the cell that will cause expression of some...
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...Pathogenicity and Cellular Structure Rebecca Abell Unit 2 Assignment 1 Pathogenicity and Cellular Structure When a human gets sick have you ever thought about how that occurs on a cellular level? Our body is made up with many different types of microorganisms and one of them is called bacteria. There are good bacteria and bad bacteria. When the bad bacterium multiplies with in the human body it causes what is known as bacterial infections. Although a bacterium is a microorganism it also has several cellular structures. The structures with in bacteria that cause us to become ill are Fimbriae, Plasmid, and the Capsule. Only the bacteria that contain these three structures can cause disease in a human body. When a bacterium includes the trouble causing structures the disease process starts spreading through the body. The reason that a disease process can not start without the three structures is because the bacteria has no protect for its self from the engulfing neutrophils or cells that destroy disease with in the human body. First the bacteria’s Fimbriae creates a thin structure in which allows the bacteria to attach to a host and not get swept away in the blood stream. Then the Capsule forms a slime layer so that the neutrophils are unable to engulf them thus destroying them. The Plasmid contains DNA and produces exotoxin which makes it resistant from other bacteria. These three structures are what help protect the bacteria and help it cause disease. Bacteria need...
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...Cellular Structures and Pathogenicity Jennifer L. Wethington ITT Technical Institute Unit 2 Assignment 1 “Bacterial illness is a result of complex interactions between bacteria and the host. During evolution, humans developed many ways to protect themselves against bacterial pathogens. On the other hand, bacteria have developed strategies to evade, subvert or circumvent these defenses” (Sousa, 2003) “One of the most important characteristics of bacterial pathogenicity is the various strategies developed by prokaryotic organisms to use host molecules for their own benefit” (Sousa, 2003). “To accomplish this, bacteria have evolved elaborate control mechanisms to turn genes on and off, varying the transcriptional activator or protein repressors of systems that act at the structural level of the genetic material” (Sousa, 2003). “Without a doubt the most common and best studied of all prokaryotic motility structures is the bacterial flagellum. Composed of over 20 protein species with approximately another 30 proteins required for regulation and assembly, it is one of the most complex of all prokaryotic organelles” (Bardy, Ng, & Jarrell, 2003). “The bacterial flagellum is a rotary structure driven from a motor at the base, with the filament acting as a propeller. The flagellum consists of three major substructures: the filament, the hook and the basal body” (Bardy, Ng, & Jarrell, 2003). “One of the unusual variations on bacterial flagellation is the presence in...
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...Why Is Organizational Design Organizational design is selecting and managing the culture, structure, processes and positions in organization so that organization can control the activities. The final aim is to achieve goals and objectives and to make organization successful (Sargent and McConnell, 2008). The design works best if it is effective and it has a positive impact on individuals (Nadler and Tushman, 1998). The organizational design is important because it shapes the behavior of members working in organization (Jones, 2010, p31) and managers acquired desired behaviors through managing organizational design. The two components of design are; Structural components include goal, strategy, and structure and Human components include work processes, people, communication, coordination and control, and incentive mechanism (Burton, DeSanctis and Obel, 2006). But it is not only about formal structure it also includes informal structures and managers integrate both into business strategy. The Ford Company makes a record loss of $13.3 billion in 2006, the tall hierarchy and culture based on empire building was found to be the reason of low productivity. The behavior of managers in Ford because of empire building structure is that they do not admit mistakes and protect their interests; the managers do not like their subordinates to ask questions. The new CEO from outside the company looks at the problem and ordered managers to share information across different departments (Jones...
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...Corporation, though profitable was lousily managed. It lacked structure and would sooner or later lose control of its laxed work force and eventually lose profits. The problems facing Apex lay in several areas. (1) Customer serviced needed much improvement; customers found Apex to be slow in responding or not responding at all. (2) The hours that key employees kept were not in tune with customer needs. (3) Apex functioned as a reactionary company rather than a potential leader in the cellular carrier industry. Some alternative actions Apex Corporation needed were restructuring of its organizational structure, in an attempt to achieve maximum proficiency, the CEO implemented a circular structure to create a non hierarchal organization so information could flow freely between the organization and its environment. However employees could not relate to the circular structure. The circular structure confused current and new employees because it lacked clarity as to who made decisions; employees didn’t know how they were being evaluated. It did not improved customer service or the view employees had of the customer. The Horizontal structure was nonresponsive with regards to employees and it was inadequate. What was needed was the ability to control all departments of the company. Innovative structures would not work. Apex needed to return to traditional business management of the Hierarchical Functional Structure. Hierarchy protects subordinates by clearly outlining chains...
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...and radical structural changes in an attempt to respond to its meteoric growth as one of the primary suppliers in the rapidly expanding and evolving cellular telephone industry. While each of these structural modifications has generally improved the operating performance of Appex for a short period of time, ultimately each different structure has introduced a new set of inefficiencies and barriers that constrained the innovation, performance, and growth of the company. Consequently, Appex is no longer structured to effectively deliver on its overall vision through its strategic plan and objectives. Without major modifications that bring its operating behaviors in line with its vision and goals, its success in the marketplace is in question. These effects are compounded by its recent acquisition by EDS, a highly bureaucratic organization which will impose some of its own vision, structure, and values upon the company. After thorough examination of Appex’s current organizational structure, its previous structural transitions, its core competencies, the evolution of the industry it serves, and the institutional context into which it is being placed, it is my recommendation that Appex undergo a substantive restructuring. For a company of Appex’s size in this rapidly-evolving, technologically-oriented market a matrix structure is best suited for enabling innovation, performance, and growth. The matrix facilitates communication and information sharing which lead to improved...
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...and radical structural changes in an attempt to respond to its meteoric growth as one of the primary suppliers in the rapidly expanding and evolving cellular telephone industry. While each of these structural modifications has generally improved the operating performance of Appex for a short period of time, ultimately each different structure has introduced a new set of inefficiencies and barriers that constrained the innovation, performance, and growth of the company. Consequently, Appex is no longer structured to effectively deliver on its overall vision through its strategic plan and objectives. Without major modifications that bring its operating behaviors in line with its vision and goals, its success in the marketplace is in question. These effects are compounded by its recent acquisition by EDS, a highly bureaucratic organization which will impose some of its own vision, structure, and values upon the company. After thorough examination of Appex’s current organizational structure, its previous structural transitions, its core competencies, the evolution of the industry it serves, and the institutional context into which it is being placed, it is my recommendation that Appex undergo a substantive restructuring. For a company of Appex’s size in this rapidly-evolving, technologically-oriented market a matrix structure is best suited for enabling innovation, performance, and growth. The matrix facilitates communication and information sharing which lead to improved...
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...observe in the organization before Ghosh arrived to the company? * In spite of the small size of the company, with 25 employees and a potential business because of the new cellular industry, there was a lack of organization and administration in the company. * Everyone was doing just what they felt like, people where arriving late at work, did things on their own time and the customer service was very poor. * The company had a problem with financial planning and the investors needed someone to put control and an urgent structure. * The employees were focused, committed, hardworking and worked in close interaction with each other, but customer service was not the correct. * The project-based company forced the company to hire more people, making it spending cash quickly and not monitoring its expenses. * No communication, no planning, no financial planning 2. Prepare the SWOT for Appex Corp. Before Ghosh arrived. Strengths | Weaknesses | * New Industry * Revenues * It was a merged company * Market growth | * Bad organization * Lack of structure * “We’ll call you back” attitude from employees * Financial planning problems * Informality | Opportunities | Threats | ...
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...BSC 1020 - Biology of Humans EXAM 1 Study Guide Exam Instructions • Exam 1 is scheduled for Saturday, February 13, 2016 from 11:00am-12:15pm • It will be held on the Tampa campus, in CW Bill Young Hall (CWY), which is located on USF Maple Dr., across from the Social Science bldg. (SOC), and north of the gym/rec center (REC). Campus maps can be found at: http://www.usf.edu/administrative-services/parking/maps/index.aspx o Because there are 316 students, we’ll split the class between two adjacent rooms: If you last name begins with A ‒ J, go to CWY 107 ▪ If you last name begins with K ‒ Z, go to CWY 109 ▪ • If you cannot come to the Tampa campus that day, it is your responsibility to arrange for an alternate site. Refer to the syllabus for more details. • Please bring your student ID and a pencil. Scantron sheets will be provided. • The exam covers Chapters 1 to 7, Units A‒D. Roughly the same number of questions will come from each chapter. • It will consist of 50 multiple-choice questions, including approximately 10 True/False. Study Recommendations: • Re-read each chapter ahead of time, study the PowerPoint slides • Do the online practice quizzes and activities. Better yet, do them a couple of times. Some of the exam questions may be the same or very similar. • Take the quizzes found at the end of each chapter in the textbook Study Material: To help you focus your studies as much as possible, I’ve assembled...
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...Computer Applications (0975 – 8887) Volume 8– No.12, October 2010 Handover management in GSM cellular system Jahangir khan School of computer science PAF-KIET, Pakistan Air Force Base korangi Creek Karachi 75190 Pakistan ABSTRACT Handover mechanism is extremely important in cellular network because of the cellular architecture employed to maximize spectrum utilization. Handover is the procedure that transfers an ongoing call from one cell to another as the user’s moves through the coverage area of cellular system. One way to improve the cellular network performance is to use efficient handover prioritization schemes when user is switching between the cells. In this paper I have presented an analytical framework that can enhance considerably the handover call mechanism in wireless network. Some advance schemes namely, guard channels, call admission control and handover queuing are discussed. All these of prioritiztaions schemes have a common characteristic reducing the call dropping probability at the expense of increased call blocking probability. Efficnet prioritiztaion scheme accomadetes a number of new calls while guaranates the quality of sevice(QOS) of hanover call. This idea is based on the neighbouring cells have an ovelapping (the area served by more than one cell) coverage area. Furthermore cell overlap and load balancing scheme is proposed to enhance the GSM cellular capacity using an overlapping coverage area. Capacity enhancement is achieved by balancing the...
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...Enterprise Information System is generally any kind of computing system that is of "enterprise class". This means typically offering high quality of service, dealing with large volumes of data and capable of supporting some large organization [ ("an enterprise"). Enterprise Information Systems provide a technology platform that enables organizations to integrate and coordinate their business processes. They provide a single system that is central to the organization and ensure that information can be shared across all functional levels and management hierarchies. Enterprise systems are valuable in eliminating the problem of information fragmentation caused by multiple information systems in an organization, by creating a standard data structure. A typical Enterprise Information System would be housed in one or more Data centers, run Enterprise software, and could include applications such as Content management systems and typically cross organizational borders. The word enterprise can have various connotations. Frequently the term is used only to refer to very large organizations. However, the term may be used to mean virtually anything, by virtue of it having become the latest corporate-speak. Implementing enterprise systems can contribute to achieving operational excellence because when an employee enters information into an enterprise system, it means that that much less time goes into sharing that information through other mediums. It takes time to print out and distribute...
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...understand the effects of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s...
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...Models of Organized Crime Jalaine Franklin University of Phoenix CJA/384 Week-2 Mario Honore November 08, 2012 Models of Organized Crime Patron-Client Orgnizations When it comes to models of organized crime there are two organizations that this paper will refer to, the first is the Patron-Client organization and the second is the Bureaucratic organizations. The Patron-Client is a group of criminals that united together to establish connections that would benefit the groups clients later on. They were structured to run with just one leader and then a chain of command that follows. If an order is given it has to come from the leader and then it is passed down through the chain of command to the members. In order to become a member of a patron-client organization everyone has to be initiated (University of Phoenix, 2007). Bureaucratic Organizations Bureaucratic organizations are slightly different than patron-client organizations in the way they are structured. They are structured with rules and procedures. Bureaucratic organizations also have one main leader and a chain of command that leads to their members. Here the lower managers are not allowed to make any orders; all orders must come from only one person. When it comes to conducting business only high ranking individuals can look for new resources and proceed with new contacts but they still have to have the approval of the leader. Similarity/ Differences Both the patron-client...
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...Week 3 Management Structures By: Misty Ladnier The organization is run by people chosen best to handle the stressful situations that we are faced on a daily basis. I have been trained to make sure that my victims are treated correctly to their individual cases. In order to do so I need an organizational structure. I will explain the advantages and disadvantages of Departmentalization, Matrix organizations, the project team, and the collegial model. Departmentalization is very tricky; you have to pair individuals up so that the department runs smoothly. Sometimes you have people that need to be trained to do this kind of work so that the department does have great communication skills to understand what is going on at all times to keep your patients happy. Matrix organizations have resources that can be shared amongst the department or company. They run on getting ideas from whatever can be tapped at that particular time. What would lead to complications are two or more people that are management and the lack of communication. This can lead to frustrations with the staff that are one step below or one step higher. The project team is the people that come up with ideas. They are the people that have events for the employees or the patients. These events can bring fundraisers for things needed for the organization. But disagreements can put any planning at a standstill and then it can become too late to have it. The collegial model is people within the company that have...
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...Implement a matrix structure. Similar in some ways to the divisional structure described in action one, a matrix structure can benefit from the functional divisions formed in the divisional structure but also supplement these divisions with divisions based on products as well. Employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. If Appex were to consider a matrix format I would recommend a balanced/functional matrix. This form of a matrix structure is one in which a project managers are assigned to oversee projects and these project managers must share power with the functional managers who are the normal chain of command. One of the disadvantages of this arrangement is the division of power between the managers but if Appex’s managers could overcome the difficulty inherent in such a power sharing scheme then this could be a beneficial way to structure the company. 4) A classical hierarchy. I believe that this time-tested structure is what Appex needs as it has grown too large and complex to operate efficiently in any of the structures described above. Although some consider this to be an impersonal form which would not allow for the employees of Appex to operate in the unstructured way that they did at the beginning, the simple fact of the matter...
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