Miss Essay Example for Free

Miss Essay Evaluate United’s response to Dave Carroll’s music video. Did the airline handle the incident well? 3. In general, how should firms prepare for the challenges posed by user-generated content and social media? The â€Å"United breaks guitars† video went viral and has had over 7,000,000 views to date. Dave Carroll came up with his protest songs, he said, thinking what Michael Moore would have done, that is, create an instrument able to assemble the angry ones. A wonderful tool for consumer advocacy is a viral video because as said, chances are youre not the only one who is upset. After Dave Carrolls videos, United Airlines was inundated with additional complaints, so it happened that a traumatic experience for one flyer becomes a public relations disaster for United Airlines. United lately responded to Youtube videos, suffering the consequences of a stock price felt of 10%, costing stockholders about $180 million. When social media are involved the best response is the quickest response. United Airlines neglection in reacting caused an out of control media diffusion. United Airlines major error was not to pay attention to the previous incidents of people using social media to voice their frustration. Companies should understand the power of social media for customer interactions and monitor social media sites as part of their social media customer outreach and marketing efforts. A positive reaction of United would have been to use the incident as a positive PR opportunity to show off how they work positively with customers to solve problems. The lesson for any firms is.

Analysing Strategic Management and Leadership

Analysing Strategic Management and Leadership This unit is all about strategic management and leadership. This assignment will cover the link between strategic management and leadership style in organisation in different situations. Strategic management and leadership is an ability to anticipate the future requirement that is for an organisation to be proactive in maintaining flexibility, motivation and empower the people to create the strategic change for the growth of organisation. Strategic management is all about shaping strategies and taking important decision for the organisation to survive and to get success in the face of competitive challenges and from other pressures from within and outside organisation. 1.1: Link between Management and Leadership Both word strategic management and leadership are often used interchangeably, although these words actually describe two different concepts. The main aim of management is to maximize the output of organisation through administrative implementation. His functions include; organizing, planning, directing and controlling. While according to John Kotter (1996) leadership is the set of practises that create the organisation in first place or adapt them to significantly changing circumstances. Strategic management is a vital area for any organization. It helps to improve an organisational performance and productivity. It is the responsibility of the strategic manger to design strategies for the future needs of the organisation. Designing and setting the plan is the job of strategic managers or we can say strategic management but to bring this plan and design into practice is the job the leadership. Leadership qualities are required to achieve those goals and targets which are set by the strategic management. Central to strategic success is aligning the right leaders with the right skills in the right places at the right times to achieve desired competitive results (William J. Rothwell 1999) To run an organisation successfully and get the goals and objectives of the firm both qualities of a manager and leaders are needed. A manager needs leadership qualities to be effective be and successful in taking initiative while leader needs some management capabilities to run the organisation. It is the job of the strategic manager to decide what they need to do and what they need to avoid to achieve objective in longer term. They make the policies internally and externally to achieve their goals. 1.2: Impact of management and leadership styles on strategic decisions. Management and leadership style play pivotal role on strategic decisions. They make decision according to the expectation of the organisation and their decision always have the support of the team. It is the style of the management and leader which keeps organization moving. Different styles have different type of impact on strategic decision and organisation. For example if we look at the democratic style of management and leadership, in this style management always consult and discuss with their team which makes them feel more responsible and motivates them to work hard. It is the job of strategic manager to decide and make critical decision regarding the future of the organisation. It is the wisdom of the management and leadership that drives the organisation forward. It is their vision which has always great impact on the organisation. Their style of management and leadership plays vital role on the decision making and on the future of the organisation. They should have the style which changes according to the situation, sometime they are very much cooperative and give everybody chance to express but if situation demands them to be more authoritarian they have the style approach and power to change them. 1.3: Management and leadership style in British Petroleum (b.p) Management and leadership style is the manner and approach of providing direction, implementing plans and motivation people. There are different leadership and management style based on different theories and assumption which can be adapted on different situations As currently being employed in British Petroleum retail store. In BP management adapts different styles of management and leadership. BP leadership has a mix style of management and leadership. They vary from situation to situation, but mostly in BP they practise democratic style of management and leadership. Again when we talk about democratic style of leadership and management, it is a kind of situational leadership where management changes them according to situation and circumstances. According to Jane Henry (2001)the personal style of superb leaders vary; some leader or subdued and analytical, other shout their manifesto from mountain top. And just as important, different situation calls for different type of leadership. The philosophy of retail store management is to integrate the staff and create feel of one in organisation. The senior management is always very close to staff and they believe in having excellent relationship with all staff members. Leadership of BP has the capacity and capability to understand and anticipate the situation and then react according the situation demands. Based on my understanding democratic style of management has some positive and few negative points but in my point of view it has more positive than negative points Through democratic style of management and leadership, BP achieves good communication between their staff. In that way staff feels comfortable in giving their opinion to management, moreover the management motivates employees by organising some events where B.P management and staff gathers together that results to minimize the gap between senior management and staff. Through this they can have good feedback from their staff which gives them opportunity to improve further. It is very good way of having a good understanding of organisation internally. As BP retail stores are open 24 hours because of the timing of the stores it is hard for the managers to stay at store all the time. In the night time only three customer assistant are present on duty. In this situation because of democratic style they delegate the work to junior staff and give them sense of responsibility. Because of this trust junior staff feels more motivated and perform their duties and task more efficiently. Through this kind of motivation staff feels freedom and space to enjoy their work and management achieve the goals and target which are requirement of the organisation. BP higher management believes that through teamwork they can achieve their objective and target. As in retail stores there is always direct interaction with customers and there is lot of pressure of work on the staff, so through team work BP management and leadership always manage to get the best out of their staff. BP management and leadership style has this quality and capacity to bring staff together when it is required. In teamwork BP management believe in sharing work load equally and with this they not only achieve individual targets but they achieve team and organizational objectives. BP through the democratic leadership and management style they have made friendly environment in all stores so they always believe in helping each other. Without team work they cannot achieve excellent customer service that they provide. There are some situations when some employees become hesitant to perform certain task; I have witness working in B.P retail stores that manager sometime do certain duties to inspire the junior staff. I have seen manager doing the cleaning himself to maintain the standards this way other employees also get inspiration from this and next time they perform the task himself. People expect leader to have sense of direction and concern for future of the organisation (Kouzes Posner 2007). 1.4 Conclusion Effective performance management is important process that can be achieved by setting realistic expectation, goals and targets that need to be established together with management and employees. In the short report I have highlighted the link between leadership and management. Being part of B.P Retail store I have learned that B.P management have the capacity, knowledge and skills leadership to achieve their goals and targets. The report has highlighted the importance of strategic management and Leadership style in an organisation has explained the good point of democratic style of leadership and management. In the report I have discussed various factors which are the core point of the management. In the case study of B.P Retail I have pointed out how the management works keeping in mind all the basic factor of strategic management and leadership. I have personally experienced the qualities of management and leadership which make an organisation unique. As many of good point of democratic style have discussed in this report, there are some bad factors of the style which I identified during my research on organisation. In democratic style of leadership and management style sometime it is difficult of for the manager to have good control on their junior staff and it can lead to some inefficiency toward work, but overall during my research on this assignment I have come to learn that democratic style of management and leadership is the solution to most of the problems in an org anisation. Task 2: Be able to apply management and leadership theory to support organisational direction This task is all about leadership and management theories which support organisational direction. In this task the case study is about Warid telecom, I have worked in warid telecom for two years in Pakistan. Warid telecom is multinational company and it is telecom service providing company. This task will elaborate how leadership theories support the organisation and at the end this task will provide a leadership plan which will support the organisational direction. 2.1: Review the impact that selected theories of management and leadership have on organisational strategy Leadership and management qualities are very important to make average organisation into a very successful organisation, at the same time there are lots of leadership and management theories which create big impact on the organisational strategies. Leadership and management apply different theories according to situation to make organisation move forward. There are some theories which are practiced very effectively in Warid Telecom. 2.1.1: Charismatic leadership and management theory: Charismatic leadership theory is very important and it plays very critical role on Warid telecom success. Mr Muneer Farooqi who is the CEO of Warid Telecom is the example of this, he has charismatic leadership and management style which is very inspirational for all management team and through his leadership and management style he is driving Warid telecom forward and expanding the business all over. Mr Muneer Farooqi has the power to influence his management by the style and approach toward work; he inspires them to by their own working style and wisdom. Through his style and leadership he shows trust toward his sub-ordinate which motivates them to work hard for the organisational goals and objective. Mr Muneer Forooqi is a result oriented professional. He is a team player with an objective-driven approach that gives priority to company best interest at all times strongly backed by efforts that are focused on determination, dedication, follow-up and successful completion of result o riented initiative.(www.waridtel.com) . 2.1.2: Transformational leadership and management theory: Transformational theory of leadership is also in practice very effectively in Warid Telecom. According to this theory leaders and follower both work together and help each other for the organisational goal. This theory brings positive change in the sub-ordinates behaviour and approach, sub-ordinate get motivation which helps him to perform according to expectation of the leaders (leadership in organisation). Mr Suhail Jan is Gm Commercial in Warid telecom and he is responsible for sales, marketing and distribution and it is the requirement of the job that he needs to be more transformational in his management style, he is through his transformational leadership and management style is motivating his team and working very closely with them to bring more productivity in Warid Telecom (www.waridtelcom.com). Transformational theory has great impact on organisational, with this kind of theory leaders can bring good teamwork among employees and they can work together for organisational obj ectives. According to Burns (1978), Transformational leadership is a process which leaders and followers help each other to advance to higher level of morale and motivation. Under this kind of working environment brings great success for an organisation, they put passion and enthusiasm to everyone working around them. 2.2: Create leadership strategy that supports organisational direction Warid telecom: Leadership plays important role to take organisation toward right direction and it is the responsibility of leadership to make strategies which support the organisation directions and objectives. It is very important for manager and leaders to understand clearly what are the objectives and should find the right path and strategies to achieve these objectives and goals. There are certain things on which leaders need to work to support organisation direction and objectives and they can bring better result and more productivity in Warid telecom. 2.2.1: Developing Professionalism: As with growing trend of globalisation and with this trend employees are also from different region and cultures, so they do not know what behaviours and attitude is suitable for working environment. It is the responsibility of Warid telecom leadership and management to make strategies to solve this kind of issues. Leaders need to develop certain rules and regulation at working place which each and every employee should follow; these standards should be met to create more effective professionalism between employees. If a leader can bring up plan or strategy to develop professionalism it can support the organisational strategies and directions more efficiently. 2.2.2: Developing trust and belief: Its vital for Warid telecom management make strategy to give more value to employees. Employees are most important asset of an organisation without them no one can grow and achieve their objectives, so it is the duty of leaders to develop trust and belief on employees which motivates them to work hard for organisational directions. Trust between staff and leaders or manager create healthy working environment which brings positive effect on the performance of the employees. To create trust and belief leader should be friendly, honest and more close to the staff. He should be more consistent and in his behaviour and attitude toward work and his employees, if leader can develop trust and belief in his staff then it will be lot easier for him to achieve objectives. 2.2.3: Developing Respect: It is very important factor for Warid telecom if they want to grow and go on right direction to have sense of respect for each other; through this a leader can bring good teamwork in the organisation and build up better understanding between staff. Leader should not discriminate employees and leader should treat everyone equally and respect them, it is the duty of leader to promote the culture in which everyone respect each and through this a better working environment can be established. It is the responsibility of leader to bring certain type of organisational policies which will prevent incident of disrespecting each other. 2.2.4: Training Program: To achieve organisation objective one of the major factor is training program to support the organizational direction. Warid telecom is growing multinational company and it is very important for leadership and management to identify the need of training and development for the staff, as it is a fast growing world and to keep up with the new and advance techniques one should keep planning for training and development plan to compete with new challenges. If a leader can train his team it can bring lot of benefit for organisational direction and it can help an organisation to grow and develop with great speed. 2.3: Conclusion: In this task Warid telecom is taken as case study. As being part of Warid telecom in the past so it is discussed here how leadership has big impact on warid telecom strategies and policies. In the first part this task main point which was under discussion was how leadership works and how it affects the performance of the employees. In the second part of this task leadership plan for organisational direction is developed, in this part a leadership strategy is made for Warid telecom. Task 3: Planning for Leadership: Introduction: The main purpose of this task to discuss and elaborate the future needs for the leadership skills developments. In this task learner will develop a link for himself for future need for leadership development. Past experience will be linked and connected for my future planning and development of leadership skills. I have worked in Warid telecom for few years in sales and at the moment being employed in B.P retail store as Customer service assistance and at the same time studying to complete my M.B.A. As I have plan to become part of the management of leading organisation so it is a belief that to achieve my organisational and professional goals once need to develop his leadership skill. Leadership is about a big vision, big picture view, coping with change. Part of reason leadership has become so important in recent years is that the business world has become more global, more competitive and more volatile .Major changes in organisational design , structure and leadership has become e ssential for survival in this new environment (Leadership in Organisation, 2009). 3.1: Be able to assess the current Leadership requirements: As we are moving into very fast and more competitive environment which demands more and more every passing day. World has become global village because of technology and because technology most of traditional way of business changing. Business has changed, is changing and will change further in future. Global competition, world market, new technologies, and significantly different global workforce have forced companies to become more aware of global competition, foreign workforces and demand for new work, leader has to be more vigilant to understand the need and demands of the world as it is very common trend now days that more and more companies are doing mergers and partnerships to expand themselves in other part of the world so leadership need to have wisdom, understanding, vision and mission to deal with these type of challenges. As it is the time of globalisation so if something happens in one part of the world it automatically affects the other part of the world, for example climate change in one part of the world affects other part the world, as this year flood came in Pakistan which destroyed most of its crops, as Pakistan is the biggest exporter of cotton the England and other European countries so it is predicted that cotton prices will be more higher next year in most of countries as Pakistan could not export any cotton this year, so current leadership should have awareness and vision to foresee these problems and come up with solution to these problems. Social and Cooperate Responsibility One the most current leadership requirement is social and corporate responsibility for leaders, they need to be more responsible and aware what is happening around the them and whether it is right or wrong, one the most famous example regarding social and corporate leadership comes from Primark that when the realise that child labour is being practice in India to make their product they cancel all the contract with Indian companies until they restricted the practice in India, one more very common example is which is in practice by more and more major companies now a days that companies like ASDA, BP and Tesco are charging customer for the plastic bags, the idea behind this concept is to reduce the use of plastic bags are as they are threat to environment in future. 3.2: Plan for development for future situations: Merger and Takeover As world is changing very fast and every day something new happening in this world so for this situation every organisation is working hard. Every organisation wants to grow fast in this competitive world and one the fastest way to grow as an organisation is merger and takeover. It is the requirement for current and future leadership to understand the need of merger and takeover; it is very complicated and sensitive issue because wrong analyses of a merger could cost an organisation huge amount of money. It is requirement of leadership to have innovation and skill to understand what is the right time and time organisation for this type of acquisitions. Emerging of new Technologies One of the major challenges for the current leadership is technology; technology is growing very fast and taking over everything in an organisation. Now there is more concept of virtual business or e-business where business in done mostly online and employees are scattered in most part of the world. There are so many successful businesses in current world which just base online, for example Google, Face book, and EBay they are run by people globally from their computers. It is requirement for leadership to learn more skills have more control; leadership needs to bring new innovation into their thoughts to have better management of these types of challenges. Regulatory Compliances In future there will be more regulatory compliance so leadership any organisation needs to be more vigilant and they need to make strategies which will keep them within the regulatory limits because it is seen that if anyone tries to exceed the limit that company can lose its licence for business or that licence can be suspended for certain period of time. In past we have seen that due to this many organisation lost their or licence or it was being suspended for certain period of time. So it is must for leadership to make strategies to train their staff and improve their knowledge about laws and regulatory compliances that they will not violate or exceed it in future. Cultural Diversity As now more and more organisations are diversified and people from all over world works together so it is very vital for leaders to understand the requirement for such condition they need to be more cooperative and should understand the requirement for other cultures. Leaders should develop more effective interpersonal skills to make the entire staff member who belong to different cultures into a one team. It is the need of the situation to develop skills to form a team which can work for leaders to achieve future objectives. 4.1: Plan the development of leadership skills for specific situation. Leadership is a very vital area for any organisation future, as now days world is developing very fast and demands are increasing. It is very vital to plan a development for leadership skills as it is the requirement for the future. Leaders need to more knowledgeable and skilful to handle future situations. Development of skills by means of Formal Learning As there are new products are being introduced in market so it is necessary for leaders to be up-to date with these new products, for this purpose organisation plan formal training program to groom leaders for their future needs, some organisation send them for higher studies in universities to learn latest skills and get knowledge about new developments. Development of Skills by means of Training Programs Leaders need to increase their communication skills because through this leaders will be able to achieve their objective more efficiently and properly. As new invention are being launch everyday so it is important for leader to be in touch with these products so leaders need to attend more and more seminar and conferences to attain further knowledge and improve their skills to meet the current and future requirement for leadership. Leaders should learn from the experience and they should always be more vigilant and active to see what is happening around them, they should need to develop the skill to learn from the mistake because if someone learns from mistake and experience that that will last in the mind of that person forever. 4.2: Report on usefulness of method used to plan the development of leadership skills: It is imperative for leaders to develop more skill to cope with future challenges and demands, as discussed earlier about current and future leadership requirements and leadership plan it is very important that method which are used to improve leadership skill should be more effective and useful so objective can be achieved leadership requires vision, contagious, enthusiasm and self-confidence, empowerment, action enabling of others, getting things done, making things happen(David I.bertocci,2009). Formal learning is very good way to improve skill and get further knowledge about upcoming challenges. The extent of which leadership competencies are acquired and used depends on the type of development activities that occur (e.g., training, experimental learning, self learning), facilitating condition (e.g. boss support, learning environment), and qualities of the individual manager (flexible, pragmatic, learning oriented) (Hall Seibert, 1992). Conclusion:

Organopalladium Reagents and Intermediates

Organopalladium Reagents and Intermediates Joà £o T. V. Matos Table of contents Table of contents 1. Introduction 2. Organopalladium reagents and intermediates 2.1. The characteristic features for the use of palladium in organometallic chemistry 2.1.1. Oxidation States of Palladium 2.2. Preparation of organopalladium reagents and intermediates 2.2.1. Ï€-Ally Palladium Complexes 2.2.2. Cyclic aryl palladium complexes 2.2.3. Palladium Olefin and Diene Complexes 2.2.4. Palladium-TV-Heterocyclic Carbene Complexes 2.3. Methods for structural characterisation of organopalladium reagents 2.3.1. Nuclear Magnetic Resonance Spectroscopy 2.3.2. Infrared spectroscopy 2.3.3. X-Ray crystallography 3. Applications of palladium-catalysed organic reactions 3.1. Palladium-catalysed carbon-carbon cross coupling reactions 3.1.1. The Heck reaction 3.1.2. The Stille Reaction 3.1.3. The Suzuki reaction 3.1.4. The Negishi Reaction 3.1.5. The Sonogashira Reaction 3.1.6. The Tsuji–Trost Reaction 4. Final remarks Bibliography 1. Introduction Organometallic chemistry is discipline devoted to the study, not only of the compounds and intermediate species with metal-carbon bonds, but also the comprehensive study of all transformations and interaction between organic molecules and a inorganic metal from the main groups, transition series, lanthanides and actinides (Astruc, 2007; Crabtree, 2005). This interface discipline, between classical organic chemistry, coordination chemistry and inorganic chemistry, has proved, in the last decades, very useful to provide some important conceptual insights, new structures, and catalysts for different applications areas of organic synthesis, both in the academic and in the industrial fields (Crabtree, 2005). Organometallic chemistry also began to have a major impact on other areas such as: biochemistry with the discovery of enzymes that carry out organometallic catalysis; chemistry of materials due to the proprieties of some organometallic compounds to be used was precursors for depositin g materials on various substrates via thermal decomposition of the metal compound; nanoscience and nanotechnology due to the proprieties of some organometallic compounds to be used precursors for nanoparticles; and green chemistry by minimizing both energy use and chemical waste of several organic synthesis (Crabtree, 2005). The first organometallic substance to be prepared was synthesized in 1760, in a military pharmacy in Paris, by Louis Claude Cadet de Gassicourt. This French chemist, who was working on cobalt-containing inks, used arsenic-containing cobalt salts for their preparation. From this work was resulted the so-called â€Å"Cadet’s fuming liquid† which contains a mixture of tetramethyldiarsine and cacadoyl oxide (the first documented organometallic compound) by carrying out the following reaction (Equation (1)): (1) However, despise several organometallic compound discovered, along the eighteenth and nineteenth century’s, the truly â€Å"boom† of organometallic chemistry only occurred during the third quarter of the twenty century, in especially in countries like the United States of America, England and Germany (Astruc, 2007). One of the facts that contributed to this was the recognition of the potential of some d-block transition metals (i.e. nickel, palladium, platinum, rhodium, and ruthenium) organometallic reagents and intermediates as superior catalysts for new bond formation (i.e. carbon-carbon bonds) and their unique property to activate a wide range of organic molecules (Negishi, 2002; Schlosser, 2013). In this review, one of these d-block transition metals and their organometallic reagents based and intermediates will be put in broader perspective, the palladium. The use of this metal, has truly revolutionized the organic synthesis field over the last three decades, being nowadays, the most widely used element in organic synthesis (Crabtree, 2005). Probably the most notable example of its importance of the palladium intermediates as catalyst in organic synthesis is the attribution, by the Swedish Nobel Committee, of the 2010 Nobel Prize in Chemistry to Richard F. Heck, Ei-ichi Negishi, and Akira Suzuki for their work in palladium-catalysed cross couplings in organic synthesis (Nobelprize.org, 2013). This review will attempt to highlight some of the outstanding properties of the organopalladium reagents and intermediates, identifying the main ways of preparation of these components, some of the most important analysis procedures to obtain their structural characterization, and prese nt some of the numerous applications and reactions where these compounds play an important role. 2. Organopalladium reagents and intermediates 2.1. The characteristic features for the use of palladium in organometallic chemistry Palladium is a chemical element discovered and isolated in 1803 by William Hyde Wollaston who named it after the asteroid Pallas, which was discovered a year before. Is a transition metal and belong to the 10th group, 5 period, and d-block of the periodic table. This atom, with atomic number of 46 and average atomic weight of 106.4 could occur naturally in seven isotopes, which includes six stable isotopes. Palladium, is nowadays one of the most versatile, selective, ubiquitous and significant metals used for organic synthesis and had truly impacted this field in the last four decades (Negishi, 2002). This fact is mainly because no other transition metals can offer such versatile to the abundance of possibilities of carbon–carbon bond formation that the palladium reagents and intermediates can offer (Tsuji, 2004). Furthermore, despite the palladium complexes are, in several reactions, highly reactive are stable enough to be used as recyclable reagents and intermediates, in catalytic processes (Negishi, 2002). In this sense palladium-mediated processes have become essential in several applications, namely in the syntheses of natural products, polymers, agrochemicals, and pharmaceuticals (Caspi, 2008). Despite the palladium being a rare and very expensive noble metal, there are several characteristic features and chemical properties which make reactions involving palladium reagents and intermediates particularly suitable in organic synthesis. One of the most important characteristic feature appears to be its moderately large atomic size factor which contribute to the moderate stability of its compounds and their controlled but wide-ranging reactivity leading (Negishi, 2002; Tsuji, 2004). Furthermore, its moderated size associated with high d-electron count, and its relatively high electronegativity (2.20 and 1.57 in Pauling and Sanderson scales, respectively), classified this element as â€Å"soft† element, which makes it a real alternative to the more traditional and â€Å"hard† organometallic reagents, such as the magnesium (Grignard) and lithium compounds (Negishi, 2002). Other important characteristic features is the tolerance from the palladium reagents and inter mediates to several functional groups (i.e. carbonyl and hydroxy groups) and which means that the palladium-catalysed reactions can be carried out without protection of these functional groups (Tsuji, 2004). Furthermore, palladium reagents and intermediates have a low tendency to undergo one-electron or generate radical in the reaction processes, reducing the possibility of unwanted side reactions and making the palladium-catalysed reactions quite clean and selective. Finally, another important feature, especially in the green chemistry context is their lack of toxicity problems associated and therefore they do not require too many special handling cares (Negishi, 2002). 2.1.1. Oxidation States of Palladium The most common oxidation states of palladium are 0, +1, +2, +3, and +4 (Pd(0), Pd(I), Pd(II), Pd(III), and Pd(IV), respectively). The palladium oxidation states of +1, +2, +3, and +4 correspond to d9, d8, d7, and d6 electron configurations, respectively, as shown in Figure 1. Figure 1.Representative d electron configuration of Pd(I), Pd(II), Pd(III), and Pd(IV) oxidation states (based on reference (Mirica and Khusnutdinova, 2013)) The vast majority of palladium-catalysed reactions, until the beginning of the twentieth-one century, were only focused in the reactions involving Pd(0) and Pd(II) oxidation states, since Palladium strongly favours this two oxidation states (Mirica and Khusnutdinova, 2013; Negishi, 2002). Despite the bulk of the organopalladium literature is centered on the use of Pd(0) and Pd(II) oxidation states, already in 2002, in the Handbook of Organopalladium Chemistry for Organic Synthesis, Negishi point out that the utilization of other oxidation states (Pd(II), Pd(III), or Pd(IV)), although it is still very rare, could become o be very significant in the future (Negishi, 2002). More than ten years later, and with the rapid evolution in the organopalladium chemistry, complexes with palladium in these oxidation states, especially the Pd(IV), have demonstrated their potential and they improved significantly their role in organic synthesis. Although the development of Pd(IV) chemistry has just begun, this has already made possible the development of a number of significant new transformations. Pd(IV)-catalysed reactions usually show a high selectivity and synthetic robustness, and in almost all of them the use of catalysts are generated in situ from commercially available palladium salts, making them particularly attractive from the viewpoint of cost effectiveness (Muà ±iz, 2009). However, by comparison with the Pd(0), Pd(III), or Pd(IV), complexes of odd-electron Pd(I) and Pd(III) oxidation states are much less used. Yet, despite the study of this oxidation states remains in its infancy, Pd(I) complexes have already been employed as pre-catalysts in organic synthesis (Canty, 2011) and despite the potential role of Pd(III) intermediates in catalysis is currently more speculative, this subject beginning to emerge considerable interest, as can be highlighted by the different articles and reviews on the subject (Canty, 2011; Mirica and Khusnutdinova, 2013; Powers and Ritter, 2011). 2.2. Preparation of organopalladium reagents and intermediates In the majority of the organic reactions that use palladium as catalyst, the organopalladium species are generated in situ during the course of the reaction, instead of a preparation of stoichiometric organopalladium reagents, ensuring that only a catalytic amount of palladium is used. In these cases, the reaction mechanisms should include a step were the organopalladium species are formed, the steps in which the formed species react with other reagents to generate a particular product(s), and the step in which organopalladium species are regenerated in a catalytically active form (Carey and Sundberg, 2007). There are several types of organopalladium intermediates extensively used in reactions with considerable importance in several synthetic applications. As reviewed by Schlosser (2013), more than 64000 entities with a palladium-carbon bond are known. Consequently, in this review, only the preparation of some of the most common organopalladium reagents and intermediates will be addressed. As special cares to have in the preparation of these complexes, palladium complexes, unlike the organometallics from the Group I and Group II, are not water sensitive. Consequently, in almost cases, strict exclusion of water is not necessary. Although, some reactions can beneficiate from the presence of water traces or can even be performed in water as solvent or co-solvent. Furthermore, palladium complexes could be quite to moderately air stable. Consequently, it is advised to conduct reactions using these complexes under an inert gas (i.e. argon or nitrogen) (Schlosser, 2013). 2.2.1. Ï€-Ally Palladium Complexes One of the most important organopalladium intermediates are Ï€-allyl complexes. The most common Ï€-allyl palladium complex, the dimer [(n3-C3H5)PdCl]2, was discovered more than 50 years, serves as starting material for a number of other complexes (Schlosser, 2013). Ï€-allyl complexes, can be synthesize from Pd(II) salts, allylic acetates, and other compounds with the potential of leaving groups in an allylic position, or can be prepared directly from alkenes by reaction with PdCl2 or Pd(O2CCF3)2. In this second scenario, the reaction occurs by electrophilic attack on the Ï€ electrons followed by loss of a proton, as represented in Scheme 1 (Carey and Sundberg, 2007). Scheme 1.Synthesize of Ï€-Ally Palladium Complexes by electrophilic attack on the Ï€ electrons (based on reference (Carey and Sundberg, 2007)). Due to the low electrophilic power, these complexes usually reacted with less-substituted allylic terminus of a variety of nucleophiles. After this reaction occurs, the resulting organopalladium intermediate breaks down by elimination of Pd(0) and H+, as described in Scheme 2 (Carey and Sundberg, 2007). Scheme 2.The overall transformation of the allylic substitution. (based on reference (Carey and Sundberg, 2007)). 2.2.2. Cyclic aryl palladium complexes Another important organopalladium intermediates are the cyclic aryl palladium complexes, or palladacycles (Schlosser, 2013). This complexes, are quite relevant role in cascade transformations leading to complex molecular architectures, in the proximally) directed arylation reactions, and in several intramolecular cross-coupling reactions (Beletskaya and Cheprakov, 2004). Palladacycles intermediates can easily be obtained by palladation reactions starting from Pd(II) salts and an arene having a directing group (Schlosser, 2013). Scheme 3.Palladacycles intermediates obtained by palladation reactions (R = NR2, PR2, etc., and Y = alkyl, aryl, etc.). Based on reference (Schlosser, 2013). In the cases where the directing group is an amine (e.g., benzyl or homobenzyl amines) or a phosphine (e.g., aryl phosphines), as represented in the Scheme 3A, the mechanism occurs by an electrophilic addition to the arene, and could include Pd(IV) intermediates. On the other hand, as represented in the Scheme 3B, Alkylarenes can also be substrates for palladacycles, in which, the activation of sp3-carbons next to an arene is presumably forced by agostic interactions (Schlosser, 2013). 2.2.3. Palladium Olefin and Diene Complexes The major group of organopalladium intermediates are the palladium Olefin and Diene Complexes. Pd(II) complexes having olefin ligands (i.e. 1,5-cyclooctadiene (COD), norbornene, or norbornadiene) can be obtained by reaction of Pd(II) chloride in the presence of the appropriate alkene (Carey and Sundberg, 2007; Schlosser, 2013). In this reaction the alkenes react with Pd(II) to give Ï€ complexes that are subject to nucleophilic attack. However, the products formed from the resulting intermediates are depending of the specific reaction conditions used. In the first case, represented in Scheme 4 as the path a, palladium can be replaced by hydrogen under reductive conditions. On the other hand, in the absence of a reducing agent occurs the obliteration of the Pd(0) and a proton, leading to the substitution of a vinyl hydrogen by the nucleophile, as represented in path b of the Scheme 4. (Carey and Sundberg, 2007). Scheme 4.Synthesize of the Palladium Olefin complexes. Based on reference (Carey and Sundberg, 2007). However, it is important to note that several of these palladium Olefin and Diene complexes are already commercially available (Schlosser, 2013). 2.2.4. Palladium-TV-Heterocyclic Carbene Complexes Palladium-TV-Heterocyclic Carbene (NHC) complexes have been recently introduced as powerful ligands for palladium. These NHC complexes have as main advantage the fact that they are quite stable, easy to handle, air-stable and can be easily be prepared from the ligand and palladium precursors (Chartoire et al., 2012; Schlosser, 2013). The NHC-based palladium complexes have been used very successfully for a series of different reactions, namely some cross-coupling reactions and aryl amination (Chartoire et al., 2012; Schlosser, 2013). In Figure 2 are shown some examples of these NHC-palladium catalysts, already used to ensure the efficiency of those reactions. Figure 2.Examples of NHC-palladium complexes: A) [Pd(NHC)(R-allyl)Cl] developed by Nolan; B) [Pd-PEPPSI-NHC] developed by Organ; and C) [Pd(IPr*)(cinnamyl)Cl] developed by Chartoire et al.. Figure adapted from the reference (Chartoire et al., 2012). 2.3. Methods for structural characterisation of organopalladium reagents The identification and structural characterization of the organopalladium reagents and intermediates, is of utmost importance in organic synthesis field, to understand the behaviour and proprieties of these compounds. However, it can be quite challenging and somewhat tricky task to accomplish. To achieve the identification and structural characterization of the organopalladium reagents and intermediates, the main analytical methods used rely on the complementarity of information provide from spectroscopic and crystallographic techniques, such as multinuclear nuclear magnetic resonance (NMR) spectroscopy, infrared spectroscopy, and x-ray crystallography. 2.3.1. Nuclear Magnetic Resonance Spectroscopy Multinuclear NMR spectroscopy is certainly the key methodology to elucidate molecular structures in solution. Consequently, just as has already happened in organic chemistry or biochemistry, it is now routine to measure NMR spectra of diamagnetic organometallic and coordination compounds. Nowadays, on a routine basis, organometallic chemists daily measure hundreds or even thousands NMR spectra, not only to identify and characterize the molecular structure of a given organometallic but also to verify if a reaction has taken place (Pregosin, 2012). The most investigated active nuclei in organometallic chemistry are, by far, 1H and 13C. However, there are several others readily measurable spin =  ½ nuclei, such as 15N, 19F and 31P, that provide structurally valuable chemical shifts and a diagnostic spin-spin coupling constants. Furthermore, often the measure of 1H and 13C NMR spectra alone may not be sufficient, especially when it is necessary understand the immediate environment of the metal canter and these probes are spaced apart from the metal (Pregosin, 2012). NMR is therefore widely applied for analysis to organopalladium reagents. For example, 1H NMR is the most reliable characterization technique which can be used on hydridopalladium complexes (Negishi, 2002). Moreover, there are several examples in the literature of the application of multinuclear NMR to organopalladium complexes (Leznoff et al., 1999; Paà ±ella et al., 2006; Satake et al., 2000; Schlosser, 2013). Even the 15N, and 31P NMR methodologies, are also are widely used in the characterization of organopalladium reagents, being possible to find studies in this field with more than thirty years (Motschi et al., 1979). 2.3.2. Infrared spectroscopy Infrared (IR) spectroscopy provides the spectral information corresponding to vibrational modes of a molecule. The position of the bands in the Infrared (IR) spectrum depends mainly of the on the strength of the bond(s) involved as measured and the reduced mass of the system calculated using the atomic weights of the atoms involved in the molecule (Crabtree, 2005). Consequently, IR spectroscopic are very useful to obtain a fast confirmation of the presence of some functional groups (i.e. C=O, C=N). However, this method should not be used as a sole characterization technique, since, for example, although the hydride ligands from the hydridopalladium complexes are expected to have Ï…(Pd-H) stretches occurring in the distinctive region of 1950–2060 cm-1 in the infrared spectrum, they are often very weak signals and are also rather dependent on the trans effect of the opposite ligand (Negishi, 2002). 2.3.3. X-Ray crystallography The structural characterization in the solid state, namely that provided by X-ray crystallography is an extremely important part of organometallic chemistry. In the method, a beam of monochromatic X-rays pass through a single crystal of the sample. Consequently, this beam is diffracted in the crystal in various angles, providing in photography the pattern of the crystal spots. The intensity of this set of diffracted beams will depend on the nature and arrangement of the atoms in the unit cell. Thus, the intensities provide the information about the locations of the atoms in the unit cell, while the relative positions of the spots on the photography film carry the information about the arrangement of the unit cells in space (Negishi, 2002). The results of an X-ray structural determination should be represented as a diagram showing the positions of all the atoms in the molecule, as represented in the Figure 3 for two different organopalladium complex (i.e.{Pd[(p-(Noxyl-tert-butylamino- 2-)phenyl)diphenylphosphine]2Cl2}, and{(ÃŽ ·-C3H5)Pd [(p-(Noxyl-tert-butylamino-2-)phenyl)diphenylphosphine](Cl)}) (Leznoff et al., 1999). Figure 3.A typical X-ray crystallographic characterisation of two different organopalladium complex (from the reference (Leznoff et al., 1999)) However, in addition to being assured that organometallic compounds (i.e. organopalladium complex) allow the growth of crystals to be used in this technique, there are some limitations than need to be overcome. First of all, since the X-ray diffraction results are usually based on one only crystal, is necessary to ensure that this crystal is representative of the bulk and free of impurities. One way to check that each crystal is the same material as the bulk of the sample is using the information from the IR spectrum. Furthermore, it is necessary to ensure that the solid state is really the same as the structure of the same material in solution, since several organometallic complexes exist as one isomer in solution but as another in the solid state. This point is especially relevant when the solid state X-ray results are compared with the solution NMR data. Again, in this aspect IR spectroscopy can be also very useful because we can obtain a spectrum both in solution and in the solid state, which emphasizes the need for the information complementarity of these characterization techniques (Negishi, 2002). 3. Applications of palladium-catalysed organic reactions As already pointed out, since the second half of the twenty century, palladium had increased its relevance and role in organic chemistry, in particular in metal-catalysed reactions. Palladium, together with some other transition metals, have the unique property to activate a wide range of organic molecules and thus to catalyse various bond formations. This metal, by far is the most commonly used metal, is thus of utmost importance in a wide range of applications, not only in academic circles but also in industry (Schlosser, 2013). An example of this application is the Wacker process. This reaction, discovered in the 1960s, uses catalytic amounts of palladium to oxidize ethylene to acetaldehyde, and is still widely used in industrial applications (in 2007, was generating four million tons of acetaldehyde per year (Astruc, 2007)). Another factor that has emphasized the importance of using palladium as a catalyst of organic reactions in academic and industrial applications was the introduction of several palladium-catalysed carbon-carbon cross coupling reactions. This fact can easily be verified by more than 200 natural products and biologically active molecules synthesized making use of the Heck reaction (section 3.1.1) and the â€Å"ton scale† fine chemicals produced in the industry using the Suzuki reaction (section 3.1.3) (Schlosser, 2013). Furthermore, these reactions also allowed the total syntheses of molecules used in the in the production of several medical drugs such as Naproxen (anti-inflammatory drug), Taxol (anti-cancer drug), (Z)-tamoxifen (anti-cancer drug), and morphine (Carey and Sundberg, 2007; Schlosser, 2013). 3.1. Palladium-catalysed carbon-carbon cross coupling reactions The introduction, in the last quarter of the twenty century, of palladium as catalyst in carbon-carbon cross coupling reactions, a new paradigm for carbon–carbon bond formation has emerged allowing the assembly of highly complex molecular structures and completely changed how the chemical synthesis is performed (Nicolaou et al., 2005). The capability of this reactions to forge carbon–carbon bonds between or within functionalized and sensitive substrates have received an enormous amount of attention among the synthetic chemists, and their scope has been very significantly expanded during the last several years, not only in not only in total synthesis but also in medicinal, biology and nanotechnology (Nicolaou et al., 2005). In general, the palladium-catalysed carbon-carbon cross coupling reactions can be represented by the Scheme 5. However, in this equation, for any given combination of R1 and R2, several parameters should be changed or optimized, namely the metal countercation M, the leaving group X, the palladium catalyst, the introduction of some additives or co-catalysts, the solvent, and even others parameters such as temperature, time, concentration, and mode of addition (Schlosser, 2013). Scheme 5.Geral model of the palladium-catalysed carbon-carbon cross coupling reactions (based on reference (Schlosser, 2013)). The characteristics of an ideal palladium-catalysed cross-coupling reaction can be listed as follows (Schlosser, 2013): Varied and inexpensive methods to set up the coupling substrate functionality from commercially available starting materials Easily activated high-yielding coupling under mild conditions; Generation of the minimal amount of by-product preferably by employing low-molecular-weight donors; Excellent functional group compatibility; General stability of the cross-coupling substrates; Low toxicity of precursors, substrates, and generated by-products. In this review, despite the extremely long list of all the possible carbon-carbon cross coupling reactions involving Palladium as catalyst, it will focus on the reactions that embody several of the above mention characteristics and are most commonly used namely, the Heck, Stille, Suzuki, Sonogashira, Tsuji–Trost, and the Negishi reactions. These reactions, have truly revolutionized the organic synthesis field (Nicolaou et al., 2005), and, as already mentioned, should be noted that the authors and works that gave birth to three of these reactions (Heck, Negishi, and Suzuki) were recently awarded the Nobel Prize in chemistry 2010 (Nobelprize.org, 2013), which emphasizes even more the importance of these reactions. 3.1.1. The Heck reaction The Heck cross coupling reaction has been developed independently by Mizoroki, (Mizoroki et al., 1971), and improved by Heck (Heck and Nolley, 1972) in the early seventies of the twentieth century. However, it took more than a decade for the potential of this reaction, be explored by the wider synthetic organic community, namely with the development of catalytic asymmetric Heck reactions (Nicolaou et al., 2005). The Heck reaction, as presented in Scheme 6, can be broadly defined as the palladium-catalysed coupling of a vinyl, aryl, benzyl halide or a trifluoromethanesulfonate (OTf) group with an olefin to yield products which result from the substitution of a the hydrogen atom in the olefin coupling partner (Nicolaou et al., 2005). Scheme 6.The overall mechanism of the Heck reaction (R4 = aryl, benzy

Understanding the Modern Consumer Culture :: BTEC Business Marketing GCSE Coursework

Understanding the Modern Consumer Culture In The Rise of Consumer Society in Britain, John Benson identifies consumer societies as those "in which choice and credit are readily available, in which social value is defined in terms of purchasing power and material possessions, and in which there is a desire, above all, for that which is new, modern, exciting and fashionable." For decades research on the history of consumerism had been winding the clock up to the nineteenth century as the starting point of a culture of consumption that fits Benson’s description. For societies like these to exist, there needed to be a fair portion of the population with enough money to purchase goods beyond daily necessities; there needed to be powerful productive forces to make enough goods available and allow for new strategies of marketing and selling; there also needed to be a tendency among people to start investing social meanings and emotions in the acquisition of goods. Industrialization, these histories tell us, prepared the grou nd for a consumer culture to develop thanks to malleable markets, large production lines, rise of shopping, advertising, marketing, etc. In Consumer Culture and Modernity, Don Slater argues against a "productivist bias" which misleads into believing that production is the "engine and essence of modernization" (p. 16). Through a brilliant overview of the literature of revisionist historians, he traces the development of consumer culture from the present day to the early modern period. A consumer revolution, with the characteristics Benson suggested, was emerging as early as the sixteenth century. A new ‘world of goods’ deriving from colonial exploitation led to a wide penetration of consumer goods into the lives and homes of more social classes. Towards the eighteenth century a growing consuming public bred a desire for the new and created new demands and new styles. Contemporary features of consumer culture existed in the early modern mind, but they were recognizable in different forms. Under the disguise of commerce and trade, not production or consumption, the early modern man came to contact with a new ideology of free exchange, not only of goods and services, but of ideas, opinions, and meanings as well. Consumer culture, according to Slater, is not a reference to a recent phenomenon: it is rather part of a new terminology that came to replace the notion of civil society, which itself is born to modernity. The ideal of autonomous individuals rationally pursuing their interests in a free market – a notion so much cherished within consumer culture – stands at the heart of the project of modernity in the eighteenth century.

Contemporary Review of Work Experience Essay -- essays research papers

‘Learning through experience is the normal, common place approach to learning, and we take it for granted.’ Miller and Boud (1996) After my work experience at Franklin College and St Mary’s school, I whole heartedly agree with this statement. During my life I have taken my experiences for granted for example throughout my academic career and vocational encounters I haven’t really reflected on them. Swedish research that was later developed by Marton, Hounsell and Entwistle (1997) suggested that there were two types of learning – deep or surface learning. Whenever I have looked back at my experiences, I have looked at it at surface value rather than from a deep view; Piaget (1971) defines the deep view as ‘people who are willing to change their existing knowledge-the cognitive structure-in order to accommodate the new idea.’ In the past I haven’t been willing to change my knowledge, just add to it which leads to surface learning. In order for me to deepen my learning I produced a learning contract which included learning outcomes in it for me to achieve; a learning log from which I could ‘reflect’ upon and as Moon (1999) says ‘A learning journal is essentially a vehicle for reflection.’ So this was an important component of my experience. The first stage was to plan for my experience and for it to be successful I had to plan well because ‘effective planning is at the heart of effective teaching and learning.’ Gower (1997) I had to produce an initial proposal where I put forward potential career area that I could work in. I then had to submit a work placement details form, and this involved me ringing Toll Bar school and agreeing the placement which initially seemed easy; I managed to speak to someone who worked in the department and they said it would be fine but would ring me back to confirm this; I received no phone call so rang them on numerous occasions only to be told every time that the P.E department weren’t available and that they would get back to me. I had another institution in mind just in case this had arisen and had learnt from my previous experience and manage to get a firm answer this time. I realised sometimes things aren’t as easy as they seem and that I have to persist and follow things up want if I want anything done; even if I am frustrated I still have to act in the appropriate manner. I then had to develop my learning contract and th... ...ole most places were similar. This discussion made me feel a little uneasy as it involved talking about liable and loco parentis, but my host allayed my fears and I understand that its part of the job to consider these things; with effective planning it would reduce the probability of a major incident occurring. My outcome that states that I want to know how to respond to certain pupils is really a repeat of the sixth outcome and is an error on my behalf and lack of preparation when preparing my learning contract as I mentioned before. My last learning outcome was a simple one as I just used the internet and asked a newly qualified teacher to find out the relevant qualification, for example the PGCE. In the near future I could perform his whole process again but try and plan it more effectively than I did this time; it is one area that I have to improve vastly if I am to succeed in any domain in life. If I were to partake in any work experience my learning outcomes would have to be more specific and I would have to include personal outcomes so I could reflect deeper into my learning. I could keep a learning log during a semester of term and reflect on how I work during university.

Grief Counselling Essay

Attachment, loss and the experience of grief. Attachment Theory founded by John Bowlby (1977) it explains how we as humans obtain affectionate bonds with others and how when they are threatened how we as humans tend to react. He suggests that these attachments come from a need for security and safety. (P7) when it comes to loss of a loved one it then explains how we as humans are very much the same as the animal world in the way that we grieve a loved one. Grief is the term used to describe the loss that someone has experienced , morning is the process that the person goes through in adapting to the loss bereavement defines the loss to which the person is adapting to. Grief affects people in very different ways it can effect them physically, emotionally and cognitively, all of this can effect the way in which people function and go about there everyday life, this is all very normal and everyone who is grieving will go though this process in one way or another. Chapter 2 25-47 understanding the mourning process. Since mourning is a process, it has been viewed in various ways, primarily as stages, phases, and tasks of mourning. The tasks of mourning are: to accept reality; to experience the pain; to adjust to environment without loved one including external, internal and spiritual adjustments; to relocate and memorialize loved one. The second task in this chapter is that of the counsellor who is helping the client through the grieving process. The counsellor needs to look at the following things; the person who died, nature of attachment, circumstances of death, personality mediators, historical mediators, social mediators, concurrent changes. Chapter 3 51-80 Grief counseling Facilitating uncomplicated grief Grief counselling is not for everyone who has had a loss, most people are able to work though the mourning process on their own without any outside help. Some may just need time to process their loss and time to try and rebuild their lives after the loss this can be done on their own or some ay need the help of a counsellor to walk alongside them. The counsellor then needs to identify weather or not the bereaved fits into the at risk Category, at risk meaning at risk of falling into the category on complicated grief. Some medications can be helpful when going through the grief process, but are mainly helpful in dealing with anxiety issues or insomnia issues. Grief counselling can also be effective in counselling the be reaved as it gives them more support than just the counsellor. Chapter 4 83- 98 Abnormal Grief reactions: Complicated Mourning. This is looking at why people fail to grieve. Many factors can stand in the way as to why people fail to grieve. These are; relational factors, these are what type of relationship did the person have with the deceased. Circumstantial Factor; this relates to the circumstances of the loss they can be a hindrance if there is uncertainty as to how the deceased died. Historical factor; if the person has had trouble grieving in the past they may have trouble grieving in the future. Personality Factors; some are unable to cope with distress and this makes it hard for them to grieve appropriately.

Geometry: Indifference Curve, Budget Line, Equilibrium of Consumer Essay

Research the Following: 1. Indifference Curve – An indifference curve is a graph showing combination of two goods that give the consumer equal satisfaction and utility. Definition: An indifference curve is a graph showing combination of two goods that give the consumer equal satisfaction and utility. Each point on an indifference curve indicates that a consumer is indifferent between the two and all points give him the same utility. Description: Graphically, the indifference curve is drawn as a downward sloping convex to the origin. The graph shows a combination of two goods that the consumer consumes. The above diagram shows the U indifference curve showing bundles of goods A and B. To the consumer, bundle A and B are the same as both of them give him the equal satisfaction. In other words, point A gives as much utility as point B to the individual. The consumer will be satisfied at any point along the curve assuming that other things are constant. 2. Budget Line – A graphical depiction of the various combinations of two selected products that a consumer can afford at specified prices for the products given their particular income level. When a typical business is analyzing a two product budget line, the amounts of the first product are plotted on the horizontal X axis and the amounts of the second product are plotted on the vertical Y axis. -A consumer’s budget line characterizes on a graph the maximum amounts of goods that the consumer can afford. In a two good case, we can think of quantities of good X on the horizontal axis and quantities of good Y on the vertical axis. The term is often used when there are many goods, and without reference to any actual graphs. Example: Rose Bole has only $100 to spend on her two passions in life: buying books and attending movies. If all books cost $5.00 and all movies cost $2.50 (these are simply assumptions to make the problem easier–as is the assumption that only two items are involved in the problem), the graph below  shows the options open to Rose. The budget line is a frontier showing what Rose can attain. 3. Equilibrium of Consumer – Consumer Equilibrium can be explained as the point where a consumer gets the maximum amount of satisfaction from the choice he makes between 2 or more competing products. Any deviation from this point results in less satisfaction. For example, a consumer with limited income may wish to purchase both fruit and vegetables. However, the more fruit he buys, the less vegetable he can purchase and vice versa. The consumer equilibrium point will be a point at which he can purchase enough of each to gain the maximum satisfaction with his purchase decision. Example: The weekly demand and supply schedule for a brand of soft drink at various prices (between 30p and  £1.10p) is shown opposite. Equilibrium As can be seen, this market will be in equilibrium at a price of 60p per soft drink. At this price the demand for drinks by students equals the supply, and the market will clear. 500 drinks will be offered for sale at 60p and 500 will be bought – there will be no excess demand or supply at 60p.