Obey Direct Orders Essay Example for Free

Obey Direct Orders Essay There are more than a few reasons that lawful orders should be obeyed. These orders are given for a variety of reasons, and should be followed whether or not you understand or agree with them. Orders are sometimes given simply to keep soldiers to maintain their military bearing and display a proper image of the United States Armed Forces. Other times they are given to protect the soldier or to protect the soldiers around him/her. No matter what, an order should be carried out without question, because if you question orders that seem less important, you could get someone hurt because you were wasting time ignoring or questioning an order that you thought was unimportant. A soldier is given a great many orders that fall into the first category I discussed, maintaining military bearing. These orders range from keeping in step and swinging your arms in formation, to not moving while talking on your phone. All of these orders have reasoning behind them that has applications on the battlefield. For instance, if you are keeping in step and swinging your arms in formation, then you are paying attention to the cadence that is being given, so if you get a command by whoever is marching you, you are already paying attention and can react quickly. This can be the difference between life and death in a combat zone. The same thing can be said about talking on the phone while walking around. You need to not have any distractions when you are patrolling an area. If you are not alert, you could get yourself killed by an IED, or worse you could get others killed. So while these orders may not seem to have all that much importance in the here and now, they actually have a great deal of importance in that they train you in how you need to behave while deployed, so they should be followed with just as much care as any other order. Another type of order that is given is an order that is designed directly to protect you or those around you. Every time you are given an order to do guard duty or a cleaning detail, that order is there to protect yourself and others. When you are asked to pull guard duty, you are actively watching for threats to those that you are guarding. If an insurgent were to try to enter your AO when there was no guard, he could do a lot of damage before he was noticed, and he could kill a lot of people. If you have a guard on post, the same insurgent is likely to be killed or taken into custody with no loss of U.S. Soldiers. When here in training you are practicing the ability to stay alert while on those guard duties. If you were to fall asleep on duty, or not report, then you could be responsible for the deaths of your fellow soldiers. A less obvious threat than insurgents are the bacteria and diseases that you are helping to keep under control every time you follow an order to do a cleaning detail. If these orders are not followed then our fighting force could become crippled by sickness. So you can see even cleaning details are in place to help protect you and your fellow soldiers. In the end the point is, whether or not you understand the reason you are being given an order, or agree with that order, it needs to be followed. Failing to follow orders can cause people to get hurt, or can put you in the position of not having the focus or discipline to stay out of harms way yourself. Follow orders every time.

Tourette Syndrome Essay examples -- Biology Essays Research Papers

Tourette Syndrome I have been intrigued by this disorder since I met a beautiful little girl named Sarah. Sarah's father recently told me that doctors have informed him that Sarah may have Tourette Syndrome. I had visions in my mind of a little girl shouting profanity uncontrollably with arms flailing about, although the times that I have been with Sarah have never been marked by these actions. I set out to find more information to satisfy my own curiosity and to make myself a resource for Sarah's father. Tourette Syndrome (TS) was first officially described over 100 years ago by a French neurologist named Gilles de la Tourette, a pupil of Charcot's and a friend of Freud's. He described nine patients, primarily Madame de Dampierre, by saying: At the age of 7 (she) was afflicted by convulsive movements of the hands and arms. . . She was felt to be suffering from overexcitement and mischief, and . . . she was subjected to reprimand and punishment. It soon became clear that these movements were indeed in voluntary. . . involved the shoulders, the neck, and the face, and resulted in contortions and extraordinary grimaces (1). Soon after the motor tics developed, Dampierre developed vocal tics consisting of screams and cries. Until her death at 85, she was forced to live in seclusion (2). Between 1920 and 1960, TS was all but forgotten, and psychiatrists and psychoanalysts treated the symptoms as suppressed aggression, which proved ineffective (1). When drugs such as haloperidol were able to alleviate symptoms in the 1960's, however, Giles de la Tourette's initial observations were reevaluated. Dr. Oliver Sacks notes, "Tourette's was regarded - in a sudden reversal - as a chemical disease, the result of a neurotransmitter, dopamine... ...ourette Syndrome. http://neuro-www2.mgh.harvard.edu/TSA/AboutTS/faq.html 7. Definitions and Classification of Tic Disorders. The Tourette Syndrome Classification Study Group. http://tsa.harvard.edu/TSA/medsci/definitions.html 8. Personal Health: Living with the Mysteries of Tourette Syndrome. Brody, Jane E. The New York Times, March 1, 1995. http://tsa.mgh.harvard.edu/TSA/whatshappening/brody.html 9. An Early Warning for Tics?: Faint Signals, Sensory Urges, and Momentary Relief. Leckman Ph.D., James F. National TSA Newsletter - Spring 1996. http://tsa.harvard.edu/TSA/medetter/spring1996.html 10. The Facts about Tourette Syndrome. Alternative Health. http://members.tripod.com/~tourette13/ 11. Scientists Brainstorm to Find Cure for Tourette Syndrome. Weizmann Institute of Science. http://wis-wander.weizmann.ac.il/site/EN/weizman.asp?pi=372

Ethical Leadership: What It Is and How We Use It in Schools Essay

In the context of the present century, when the entire course of life is changing much faster than ever, rapidly increasing body of knowledge in every walk of life has made tinier issues look magnified. Today, what is considered as a most important requisite of a plan or strategy may not have even been noticed in the past days. As such, education is one domain where challenges of the present time of diversity are felt more than in any other area. Thus educational management and leadership is one area that catches a good deal of scholarly attention. When it comes to leadership, ethical leadership takes the lead because today leadership in schools is something highly challenging due to the diverse environment of cultural diversity and so on. The present paper carefully examines the phenomenon of ethical leadership, and then makes empirical analysis as how it can be employed usefully in schools for better outcomes. For this purpose, the present paper takes into account extensive research with regard to ethical leadership in schools. Today, the need for exploring the phenomenon of ethical leadership in an academic environment has become a necessity especially for those working at such positions: principals and teachers. The present writer is a teacher and considers that the study of ethical leadership is highly important for professional growth and substantial results with regard to training of pupils being taught at any level of schools. This study, henceforth, is useful not only for professional teachers, but it also encompasses grounds for other related people in the field. It will also be worthwhile for the common reader. Problem Statement On the face value, the phenomenon of ethical leadership remains a complex area which is in need of exploration for its better understanding and implication in practical ways in a school or college, etc. For example, what is known from the observable behaviors of leaders like principals and teachers may not be sufficient to mark any solid statement with regard to the definition and implication of ethical leadership. However, this is another grey area to point out that observable behaviors have not been fully investigated in this regard. Different practices of leadership, say across the educational setting of the United States of America, exist and need to be interpreted for a comprehensive exploration of ethics and the use of ethics to lead. As such it is important to address both these areas. From the explicit definition of explanation of what ethical leadership is to how it can be best practiced to positively influence an academic environment is at the core of the problem. A number of researchers have already delved into this area; however, more digging is needed. The present paper looks at the issues from both the sides: from its explanation to its implementation in best possible conditions. Literature Review Available literature on ethical leadership yields a good deal of information. The Concise Encyclopedia of Philosophy (Craig, p. 256, 2000) states the following explanation for ethics: â€Å"What is ethics? First, the systems of value and custom instantiated in the lives of particular groups of human beings are described as the ethics of these groups†. This definition tells us that ethical leadership is about practices that leaders exercise with regard to pupils studying in their institutions. It means not merely controlling the physical actions of the learners but influencing their values and customs in a positive way. To Campbell (2000), â€Å"Ethics are standards by which one should act based on values. Values are core beliefs such as duty, honor, and integrity that motivate attitudes and actions† (p. 23). As such, ethical leadership is something that aims at addressing the issues of attitudes and strikes morally the attitudes of workers and students in such a manner which positively provokes high level of motivation. According to Covrig, D. M. 2000), ethical leadership â€Å"is the practice of effective ethical decision making and leadership which responds to, preserves and clarifies the organization’s core values. Conflict and conflict resolution suggest a healthy moral administrative process† (p. 40). If we look at this definition, we will notice that preserving and clarifying an organization’s core values is one important factor that keep s the ethical leadership going. As such one simply observable point here is that an organization, say a school, will only adhere to its core values only when these values are well defined and logged. If the values are not well defined, no effort will result in preserving any value because, according to the present writer, there will not be any values worth mentioning. This will, in turn, give no positive feedback for the practice of ethical leadership. Sergiovanni (1992) defines ethics in the following manner: When purpose, social contract, and local school autonomy become the basis of schooling, two important things happen. The school is transformed from an organisation to a covenantal community, and the basis of authority changes from an emphasis on bureaucratic and psychological authority to moral authority (p. 102). Foster (1986) pointed out the serious implication and significance of ethics in educational management as he penned that, â€Å"Each administrative decision carries with it a restructuring of human life: that is why administration at its heart is the resolution of moral dilemmas† (p. 33). This definition again informs us of the importance of dealing with values and moral code of students instead of controlling them outwardly so that true basis of character can be fostered. The ethical leadership also addresses the role played by faculty and teachers. This is a switch-over from traditional views about leadership because they are simply top-down. They consider influence in terms of a mechanical process. Hashem (1997) observes that â€Å"The conventional leadership concepts and practices which rely on top-down philosophy, decisiveness, unemotional, and total control have been challenged by the transformational concept and more empowering practices† (p. 94). When it comes to ethical leadership, ‘what is to be achieved? ’ is the question often asked by the critical eyes. The purpose of ethical leadership is to seed in students the confidence to build or construct knowledge genuinely by addressing their natural demands. Hence ethical leadership is constructivist in approach. According to Henson (2004) by this approach, students construct knowledge through the process in which an interaction between their perception about their knowledge and new knowledge and ideas and experiences that come to their way of learning. This way the students practice highest possible model of ethical learning which is possible only if leaders practice ethical code to train their students. Initial research worth-noticing in this area links as back to the past as the 1980s. Forty empirically conducted studies were reviewed by Reid et al. 2004). They investigated the impact of school heads on different aspects of students’ functioning and teacher’s activities. With regard to the leadership impact on students, they found out positive attitudes of students to school, better mathematical and reading skills, and absenteeism + vandalism were reduced. With regard to the impact of school leaders on teachers, Reid at el. found out that teachers’ satisfaction for job increased; they used innovative techniques in classroom. Additionally, seven studies were conducted by Majestic et al. 2004). These studies also affirm that leadership by principals in schools positively impacted students’ basic learning skills and teachers’ attitude toward job satisfaction and employment of innovation by them in classroom settings. However, the researchers also came up with four additional types of impacts. Andrews et al. (2002) also undertook a study in which they analyzed scores gained by students on standardized tests to examine the influence of school leaders. Teachers rated their principals on a band of strong, average, and weak leaders. The findings presented high correlations between what was achieved and how strong ethical leadership of these leaders was in both mathematical and reading skills. Four major areas were listed in this study, which were directly or indirectly influential for the strength of ethical leadership. These were: (i) mobilization of human and material capital by principals to meet school’s targets; (ii) effective communication with regard to negotiating the set-goals; (iii) their active involvement in school’s teaching practices; and (iv) the time span that these principals spent to make their presence known at school. These four areas are very influential if the leaders are at the top of the grid, that is, if they are trying their level best to perform better in these four areas. As far as loyalty of teachers with regard to their teaching practices and leadership influence down to students, the principals who had the ability to address the moral issues of both the faculty and students were successful in attaining higher level of loyalty from their teachers (Spillane, 2004). As such, a number of school administrations have come to realize the importance of ethical leadership as being the powerful tool that can yield higher results in students not only with regard to their learning but also to the higher order thinking and moral strength of these students as prospective individual citizens. Now the focus should be how effectively these ethical leaders affect the course of learning of their students in connection with the above as well as in the present context of changing cultures, cultural assimilations, self-concept in the fast-paced world, sense of community service, and so forth. This should be our future schools (Hargreaves 2004 8-13). In this very regard, Hart (2004) points out to the importance of understanding and addressing the inside-school culture and its impact on the knowledge-construction and ethical character of the learners. According to him, future research should focus on the elements as to what extent the culture of a school helps train students ethical healthy and how much contribution can be made on the side of the principals and teachers (pp. 117-28). With this all review of literature review, what can be noticed is that ethical leadership is not a simple phenomenon which addresses only one or two areas of school leadership and the training of the learners in a school. Substantially, ethical leadership is about building better moral values for character building and higher order thinking and learning. The process of ethical leadership is not simply top-down or bottom-up (which in contrast to traditional views of leadership); in fact, it is a combination of a number of processes taking place at a number of places in an organization like a school. These processes are present anywhere in the faculty, administrative staff, and students themselves. Thus, ethical leadership is the outcome of efforts put by all the major players in a school context. There is no doubt that such an approach to understanding ethical leadership and its implementation is the need of the present as well as future time so that higher order thinking and learning can be obtained making the students ethically strong.

Strategy of Tata Corus Acquisition - Free Essay Example

Sample details Pages: 8 Words: 2308 Downloads: 8 Date added: 2017/09/25 Category Advertising Essay Type Argumentative essay Did you like this example? On April 2, 2007, Tata Steel Ltd. (Tata Steel) completed its acquisition of the Corus Group (Corus) for US$ 12. 1 billion. The combined company went on to become the fifth largest steel producer in the world and had a crude steel production of 27 million tonnes in 2007. 1 The acquisition was driven by the need to gain access to better technology and to new markets. The synergy arising out of the acquisition was valued at US$76 million for the financial year 2007-08. Further, joint integration teams were formed for key areas and this team identified synergies worth US$ 450 million to be realized by the year 2010. | Analysts felt that the acquisition of Corus would lead to cross fertilization of the research and development capabilities in the automotive, packaging, and construction sectors and technology transfers from Europe to India. Tata Steel was also expected to gain from the best practices and expertise of senior Corus management. The combination of Tata Steels low cost upstream production in India with the high end downstream processing facilities of Corus was likely to improve the competitiveness in the European operations, analysts said. Tata Steel was expected to retain access to low cost raw materials and exposure to high growth in emerging markets, and to achieve price stability in developed markets. As a result of large scale consolidation, synergies were expected in joint procurement. Economies of scale were likely to result during raw material purchase negotiations and also while implementing product price changes. These synergies were expected to increase the merged entitys profitability. After the acquisition, the top management team of Corus was retained as Tata Steel believed that a high degree of cultural compatibility existed between the two companies. This was expected to facilitate an effective integration of business over a period of time, according to analysts. Tata Steels manufacturing strategy was to produce slabs/ primar y steel in low cost countries and produce high end products close to the client base both in Europe and in India. It also intended to sell low profit Corus assets and aimed to increase its return on invested capital to 30 percent. 3 Some analysts, however, criticized the Corus deal on account of the likely outcome and effects on Tata Steels performance. CorusEBITDA (Earnings before Interest, Tax, Depreciation, and Amortization) was 8 percent, which was much lower than Tata Steels 30 percent in the financial year 2006-07. 4 Some financial analysts were of the opinion that Corus was overvalued at approximately 7. 7 times the EV (enterprise value) to EBITDA. 5 Analysts expressed concerns that the Corus acquisition would result in significant equity dilution of Tata Steel. The company would also become highly leveraged due to the significant increase in debt in its capital structure. The US$ 6. 14 billion debt6 that was raised to finance the acquisition had been secured by the ass ets of Corus and would be serviced by the cash flows generated by Corus. Financial experts pointed to the risk taken by Tata Steel as it passed the debt burden on to Corus. | There was danger that if the business performance of Corus declined, the company’s cash inflows would reduce, leading to a default on the loan taken. Q1) What in your opinion, were the advantages accruing to Tata Steel through the acquisition of the Corus Group? Q2) What are the risks or limitations associated with the acquisition of the Corus Group by Tata Steel? - Abstract: On January 31, 2007, Tata Steel Limited (Tata Steel), one of the leading steel producers in India, acquired the Anglo Dutch steel producer Corus Group Plc (Corus) for US$ 12. 11 billion (â‚ ¬ 8. 5 billion). The process of acquisition concluded only after nine rounds of bidding against the other bidder for Corus the Brazil based Companhia Siderurgica Nacional (CSN). This acquisition was the biggest overseas acquisition by an Indian company. Tata Steel emerged as the fifth largest steel producer in the world after the acquisition. The acquisition gave Tata Steel access to Corus strong distribution network in Europe. | | Corus expertise in making the grades of steel used in automobiles and in aerospace could be used to boost Tata Steels supplies to the Indian automobile market. Corus in turn was expected to benefit from Tata Steels expertise in low cost manufacturing of steel. However, some financial experts claimed that the price paid by Tata Steel (608 pence per share of Corus) for the acquisition was too high. Corus had been facing tough times and had reported a substantial decline in profit after tax in the year 2006. Analysts asked whether the deal would really bring any substantial benefits to Tata Steel. Moreover, since the acquisition was done through an all cash deal, analysts said that the acquisition would be a financial burden for Tata Steel. - Issues:  » Gain an in-depth knowledge abo ut various corporate valuation techniques.  » Critically examine the rationale behind the acquisition of Corus by Tata Steel. Understand the advantages and disadvantages of cross-border acquisitions.  » Understand the need for growth through acquisitions in foreign countries.  » Study the regulations governing mergers acquisitions in the case of a cross-border acquisition.  » Get insights into the consolidation trends in the Indian and global steel industries. - Contents: | Page No. | Introduction| 1| Background Note| 2| Tata Steel Vs CSN: The Bidding War| 4| Financing the Acquisition| 5| The Integration Efforts| 7| The Synergies| 8| The Pitfalls| 9| The Road Ahead| 10| Exhibits| 12| - Keywords: Tata Steel, Corus, Companhia Siderurgica Nacional, Mergers and Acquisitions, Global consolidation, Special Purpose Vehicle, All cash deal, Share Swap, Integration, Synergies, Takeover Regulations, EBITDA The financials for this deal [require] high performance levels, perfect post -deal execution and sustained high steel prices. It is a risky game and will be okay for Tata as long as the economy is growing and no major bumps occur. If [these bumps] do occur, they can become a challenge, and I am reminded of the high leverage days of the mid-1980s. 1 Vivek Gupta, Managing Director, AT Kearney (India), in February 2007. Indian steel companies are on a consolidation mode. The Tata-Corus deal has set many records. So far, the only $1 billion-plus deal was done by ONGC, and its the first milestone for India Inc, with the Tata deal crossing $10 billion mark. Its a landmark deal since an Indian company has taken over an international company three times its size. 2 S. Mukherji, Managing Director, ICICI Securities, in February 2007. - Introduction On January 31, 2007, India based Tata Steel Limited (Tata Steel) acquired the Anglo Dutch steel company, Corus Group Plc (Corus) for US$ 13. 70 billion3. The merged entity, Tata-Corus, employed 84,000 people across 45 countries in the world. It had the capacity to produce 27 million tons of steel per annum, making it the fifth largest steel producer in the world as of early 2007 (Refer Exhibit I for the top ten players in the steel industry after the merger). Commenting on the acquisition, Ratan Tata, Chairman, Tata Sons, said, Together, we are a well balanced company, strategically well placed to compete at the leading edge of a rapidly changing global steel industry. 4| | Tata Steel outbid the Brazilian steelmaker Companhia Siderurgica Nacionals (CSN) final offer of 603 pence per share by offering 608 pence per share to acquire Corus. | Tata Steel had first offered to pay 455 pence per share of Corus, to close the deal at US$ 7. 6 billion on October 17, 2006. CSN then offered 475 pence per share of Corus on November 17, 2006. Finally, an auction5 was initiated on January 31, 2007, and after nine rounds of bidding, Steel could finally clinch the deal with its final bid 608 pence per sh are, almost 34% higher than the first bid of 455 pence per share of Corus. Many analysts and industry experts felt that the acquisition deal was rather expensive for Tata Steel and this move would overvalue the steel industry world over. | Commenting on the deal, Sajjan Jindal, Managing Director, Jindal South West Steel said, The price paid is expensive all steel companies may get re-rated now but its a good deal for the industry. 6 Despite the worries of the deal being expensive for Tata Steel, industry experts were optimistic that the deal would enhance Indias position in the global steel industry with the worlds largest7 and fifth largest steel producers having roots in the country. Stressing on the synergies that could arise from this acquisition, Phanish Puram, Professor of Strategic and International Management, London Business School said, The Tata-Corus deal is different because it links low-cost Indian production and raw materials and growth markets to high-margin markets a nd high technology in the West. | The cost advantage of operating from India can be leveraged in Western markets, and differentiation based on better technology from Corus can work in the Asian markets. 8 | - Background NoteTata Steel Tata Steel is a part of the Tata Group, one of the largest diversified business conglomerates in India. Tata Group companies generated revenues of Rs. 967,229 million in the financial year 2005-06. The groups market capitalization was US$ 63 billion as of July 2007 (only 28 of the 96 Tata Group companies were publicly listed). In 1907, Jamshedji Tata established Tata Steel at Sakchi in West Bengal. The site had a good supply of iron ore and water | - Tata Steel Vs CSN: The Bidding War There was a heavy speculation surrounding Tata Steels proposed takeover of Corus ever since Ratan Tata had met Leng in Dubai, in July 2006. On October 17, 2006, Tata Steel made an offer of 455 pence a share in cash valuing the acquisition deal at US$ 7. 6 billion. Coru s responded positively to the offer on October 20, 2006. Agreeing to the takeover, Leng said, This combination with Tata, for Corus shareholders and employees alike, represents the right partner at the right time at the right price and on the right terms. In the first week of November 2006, there were reports in media that Tata was joining hands with Corus to acquire the Brazilian steel giant CSN which was itself keen on acquiring Corus. On November 17, 2006, CSN formally entered the foray for acquiring Corus with a bid of 475 pence per share. In the light of CSNs offer, Corus announced that it would defer its extraordinary meeting of shareholders to December 20, 2006 from December 04, 2006, in order to allow counter offers from Tata Steel and CSN | | - Financing the Acquisition By the first week of April 2007, the final draft of the financing structure of the acquisition was worked out and was presented to the Corus Pension Trusties and the Works Council by the senior manage ment of Tata Steel. The enterprise value of Corus including debt and other costs was estimated at US$ 13. billion (Refer Table I for fund raising mix for the Corus acquisition) | - The Integration EffortsIndustry experts felt that Tata Steel should adopt a light handed integrationapproach, which meant that Ratan Tata should bring in some changes in Corus but not attempt a complete overhaul of Corussystems (Refer Exhibit XI and Exhibit XII for projected financials of Tata-Corus). N Venkiteswaran, Professor, Indian Institute of Management, Ahmedabad said, â€Å"If the target company is managed well, there is no need for a heavy-handed integration. It makes sense for the Tatas to allow the existing management to continue as before | - The Synergies Most experts were of the opinion that the acquisition did make strategic sense for Tata Steel. After successfully acquiring Corus, Tata Steel became the fifth largest producer of steel in the world, up from fifty-sixth position. There we re many likely synergies between Tata Steel, the lowest-cost producer of steel in the world, and Corus, a large player with a significant presence in value-added steel segment and a strong distribution network in Europe. Among the benefits to Tata Steel was the fact that it would be able to supply semi-finished steel to Corus for finishing at its plants, which were located closer to the high-value markets | | - The Pitfalls Though the potential benefits of the Corus deal were widely appreciated, some analysts had doubts about the outcome and effects on Tata Steels performance. They pointed out that Corus EBITDA (earnings before interest, tax, depreciation and amortization) at 8 percent was much lower than that of Tata Steel which was at 30 percent in the financial year 2006-07 - The Road AheadBefore the acquisition, the major market for Tata Steel was India. The Indian market accounted for sixty nine percent of the companys total sales. Almost half of Corus production of steel wa s sold in Europe (excluding UK). The UK consumed twenty nine percent of its production. After the acquisition, the European market (including UK) would consume 59 percent of the merged entitys total production (Refer Table III for the spread of Tata-Corus markets before and after the acquisition) - The Synergies Most experts were of the opinion that the acquisition did make strategic sense for Tata Steel. After successfully acquiring Corus, Tata Steel became the fifth largest producer of steel in the world, up from fifty-sixth position. There were many likely synergies between Tata Steel, the lowest-cost producer of steel in the world, and Corus, a large player with a significant presence in value-added steel segment and a strong distribution network in Europe. Among the benefits to Tata Steel was the fact that it would be able to supply semi-finished steel to Corus for finishing at its plants, which were located closer to the high-value markets | | - The Pitfalls Though the pote ntial benefits of the Corus deal were widely appreciated, some analysts had doubts about the outcome and effects on Tata Steels performance. They pointed out that Corus EBITDA (earnings before interest, tax, depreciation and amortization) at 8 percent was much lower than that of Tata Steel which was at 30 percent in the financial year 2006-07 - The Road AheadBefore the acquisition, the major market for Tata Steel was India. The Indian market accounted for sixty nine percent of the companys total sales. Almost half of Corus production of steel was sold in Europe (excluding UK). The UK consumed twenty nine percent of its production. After the acquisition, the European market (including UK) would consume 59 percent of the merged entitys total production (Refer Table III for the spread of Tata-Corus markets before and after the acquisition) | Don’t waste time! Our writers will create an original "Strategy of Tata Corus Acquisition" essay for you Create order