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Differentiating Organisms Using The Gram Stain
Differentiating Organisms Using The Gram Stain
Contents
TOC o “1-3” h z u HYPERLINK l “_Toc380071602” Introduction PAGEREF _Toc380071602 h 1
HYPERLINK l “_Toc380071603” Background information PAGEREF _Toc380071603 h 1
HYPERLINK l “_Toc380071604” Procedure PAGEREF _Toc380071604 h 3
HYPERLINK l “_Toc380071605” Results PAGEREF _Toc380071605 h 3
HYPERLINK l “_Toc380071606” Explanation PAGEREF _Toc380071606 h 3
IntroductionThe importance of bacteria in an ecosystem cannot be gainsaid. There has been an increase in the number of studies that focus on the various aspects of bacteria in the recent times. These are mainly aimed at gaining an understanding on the inner workings of bacteria so as to enhance the manufacture of antibiotics, disinfectants and contribute to the overall health and well being of human beings. It goes without saying that there are variations in the nature of bacteria, with some being useful while others amount to disease-causing pathogens. This underlines the importance of bacteria differentiation, which has become a fundamental pillar in biology and biological lessons. Various techniques of differentiating organisms have been devised, one of which is the Gram Stain.
AIM of this Study: To determine the effectiveness of the Gram Stain in differentiating organisms.
Hypothesis: It is possible to differentiate the nature of bacteria through Gram Stain technique.
Background informationGram staining refers to a common technique that is used in differentiating two, enormous categories of bacteria on the basis of the varied components of their cell wall. The procedure colors the cells of bacteria as red or violet thereby distinguishing between Gram Negative and Gram-positive groups of bacteria. This technique was developed in the 19th century by a Danish bacteriologist (Mohan, 2009. pp. 31).
The technique involves the application of varied dyes that result in some of the bacteria staining pink while others stain purple. The bacteria that stain purple are viewed as Gram-Positive while those that stain pink are considered gram negative.
The rigid structure pertaining to the peptidoglycan gives bacteria their shape. It also protects the prokaryotes from the environment, while also surrounding that plasma membrane. Peptidoglycan refers to an enormous polymer of interlocking chains pertaining to identical monomers that are connected using inter-peptide bridges. Bacteria cells are extremely similar from the peptidoglycan moving inwards (Mohan, 2009. pp. 31). However, the bacterial world splits into two key classes moving inwards. These are Gram Positive Cells and Gram-negative cells. Peptidoglycan, in Gram-positive bacterial cells, makes up almost 90% of the compact and thick cell wall that is the outermost cell wall structure pertaining to Gram+ cells. Gram-negative cell walls are less compact, thinner and more chemically complex, with peptidoglycan making up between 5% and 20% of the cell walls (Mohan, 2009. pp. 31). It is also worth noting that the peptidoglycan does not make up the outermost layer, rather it lies between the outer membrane and the plasma membrane. The outer-membrane is more or less similar to the plasma membrane, but comes off as less permeable and is made up of lipopolysaccharides, which are harmful substances that are classified as endotoxin. These variations in the composition are the basis for the Gram stain protocol.
ProcedureBacteria smear is heat-fixed to the microscope slide then dried using heat. This heat kills bacteria while attaching the sample to the slid so as to prevent the ease of washing away the sample.
Crystal violet stain is applied to the heat fixed bacteria smear. The slide is them rinsed with water after a minute. (Mohan, 2009. pp. 33) Iodine is applied to the slide and then rinsed with water after a minute.
Acetone alcohol (decolorizer) is applied to the slide. The slide is then rinsed with water after about 10n seconds.
Secondary stain (safranin) is applied on the slide, then rinsed off the slide after a minute.
The slide is then blotted dry, making it ready for viewing under oil immersion using bright-field compound microscope.
ResultsOn examining the blot under oil immersion using bright-field compound microscope, there is a clear distinction of the Gram-positive and Gram negative Bacteria. The Gram-positive bacteria have a blue appearance while the Gram-negative bacteria take on a pinkish red appearance.
ExplanationThe results are attributed to variations in the thickness of the peptidoglycan layer of the cell membrane for the gram-negative and Gram-positive bacteria. The Gram-positive bacteria have a significantly thicker peptidoglycan layer, in which case it retains the crystal violet stain in the process of decolorisation. The Gram-negative bacteria, on the other hand, lose their crystal violet stain, instead getting stained by safranin during the final process of staining. The inability of the Gram-negative bacteria to retain the crystal violet in the process of decolorising is attributed to their thin, peptidoglycan walls (Mohan, 2009. pp. 34).
The blue-violet appearance that the Gram-positive cells incorporate results from the crystal violet, which is the primary stain. The crystal violet binds or adheres to the iodine mordant thereby causing the enormous molecule to be trapped between the layers peptidoglycan pertaining to the Gram-positive cells (Mohan, 2009. pp. 34). The decolorisation does not eliminate the crystal violet stain that is trapped in the Gram-positive cell wall. However, it does eliminate the stain that is trapped in the thin layer of the Gram-negative bacteria’s peptidoglycan. This marks the fundamental pillar of the Gram stain technique. The secondary stain (counterstain) of safranin imparts the pink color on the colorless gram-bacteria. However, it does not modify the color of the Gram-positive cells. This proves that it is possible to differentiate the groups of bacteria by the composition of their cell wall using Gram stain technique (Mohan, 2009. pp. 34).
References
Mohan, S. K. (2009). Gram stain: looking beyond bacteria to find fungi in gram stained smear. a laboratory guide for. [S.l.], Authorhouse.
All most all companies conceal their research activities, only to be realized later on, that they were doing something outrag
Companies research activities
All most all companies conceal their research activities, only to be realized later on, that they were doing something outrageous, therefore before I consider investing in any company I would review history as well as their present operations, in order to have complete information concerning not just their ethical standards, but financial and CSR as well. For the information provided, my ethical values would not allow me to invest in accompany that has a history of using animals and vulnerable people in experiments. Vulnerable people too deserve the dignity and respect that all humanity has and animals also have rights and must not be abused, because in case the test fails that animal and vulnerable person is subjected to dire effects of the test and might be paralyzed or die.
The group, which I belong to, cannot even think of investing in such company. Many of the tests researchers inflict upon animals are painful and lower the animals’ quality of life. Scientists inject animals with irritating chemicals, genetically manipulate them to cause rare and painful genetic diseases, give them cancer and other diseases, and cause other injuries in the name of science. These animals are not given painkillers and are forced to endure prolonged agony before eventually dying or being killed. Sentience and intelligence aside, it is ethically wrong to inflict such pointless suffering upon any living creature.
Reference
Fieser, J. (2012), Introduction to Business Ethics, retrieved from Ashford University Library, www.bridgepointeducation.com I content.ashford.edu
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Differentiating Between Market Structures- competitive strategies
Differentiating Between Market Structures
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As times change, strategies change too. According to business experts, the change in strategies is one of the best coping mechanisms adopted by serious organizations that intend to be market leaders in the changing world economy. The change in the times and approaches in the world business has been captivated by existence and entry of large and small corporate players with competitive edge. The competition edge is enhanced by their a ability to outdo their rivals using either efficient structures, introducing unique products or offering low cost services or investing on captivating adverts. In the end, the competitive strategies have been source of opportunities and challenges (Porter 2005).
With the changing internal and external organizational environment, Johnson et al. (2003) advices that organizations should embrace new ways to counter the changing business scenarios. Embracing the changes would need designing of new capacities, objectives, defining new roles and responsibilities to edge out its competitors from the emerging opportunities.
It is stated that developing a competitive strategy is developing abroad formula that is necessary for the completion of a business strategy and designing the policies for meeting these objectives. To Porter, a competitive strategy is a combination of goals and policies. He highlighted competitive strategies as the threat of new entrants and substitute products and services, the bargaining power of buyers and suppliers and the intensity of rivalry among competitors in the industry (Porter et al. 2005).
According to Allen (2012), the intensity of competition influences profits. This demands that an organization lays out a strategy in response to its competitors in the market.
The operations and managements of banks in Kenya is undertaken in somehow deregulated environment. The sector is controlled by the companies’ Act, the Banking Act, and the Central Bank of Kenya Act. This has resulted in a survival for the fittest kind of strategies being adopted by the 42 banks which are all for the same market share in Kenya (The East Africa Standard Reporters 2009).
With the new demand by consumers and clients in the banking sector, banks in Kenya have continued to experience stiff competition. The case has been motivated by the factors such as privatization of government owned banks, international fiscal and monetary changes, economic reforms brought about by devolution, new consumer tastes and expectations as well as the dwindling fortunes in income. These alterations call for adjustments in strategies by Kenyan banks in order to survive.
Significantly, the banks in Kenya have been able to gain from the emerging trends in the banking sector. Some of the strategies widely adopted by Kenyan banks include agent banking, credit information sharing, mobile phone technology innovations and internet banking (Ibid). There have been notable exploration and venture by these banks into regional markets such as Equity and KCB in South Sudan (Allen et. al. 2011).
One bank in Kenya caught in the competition fray is the Kenya Commercial Bank Limited (KCB). This is a group bank whose services include corporate and retail banking services and treasury and mortgages services. The target customers include individual customers, stockbrokers, investment managers, and insurance companies. Generally, its retail services include personal banking, KCB cards, Biashara Banking, KCB Micro Banking, among others. The company is committed to providing custody services, corporate finance and asset financing through the bank’s corporate services.
In order to gain competitive edge over other financial and banking institutions, KCB has been able to integrate new strategic approaches. Some of its new strategies include expansion coverage, information technology system of T24 and training of workforce (ibid). These strategies are aimed at offering satisfactory services to their customers and mainstream its operations in line with the emerging trends in banking industry.
KCB’s expansion coverage strategy is being implemented under strategy and operations. The expansion has seen the bank record a total of 230 branches across the eastern Africa region. Currently, the bank has opened branches in Kenya, Uganda, Tanzania, Rwanda, Burundi and South Sudan. These branches are complemented by over 940 ATMs in the region. In addition to the branches, the bank also has adopted internet and mobile banking service with over 2,600 agents (Ibid).
Secondly, KCBs information technology system offers the bank a leeway to reach the traditionally non-bankable population. This strategy comes with a unique product called M-Benki. This product enables customers to own accounts through the Mobi Bank platform. With this strategy, customers do not need to access a bank to open bank accounts.
Lastly, KCB uses workforce training as a competition strategy. The training entails nurturing diversity, that adds value to their services, attract best talents and provide their customers with different tastes of personalized services. Since employees become more productive with support and motivation from within and outside the organization, the bank invests in skills and knowledge development programmes targeting all its employees. In addition, there are opportunities for continual learning and leadership training (KCB, 2013)
To improve on its efficiency and market dominance, KCB will have to re-evaluate its current strategies so as to keep a breast with the emerging trends in the banking sector. Some of the strategies that would be of benefit are as discussed below:
First, adopt service digitalization: With more Kenyans owning internet enabled phones, the players in the financial industry must seek ways to win in the market share with new products designed around mobile, web, and social media.
Redefine relationships: With increasing entry of SMEs and Saccos into the financial market, there is great urgency to retain the trust originally enjoyed by the banks. The increasing competition from the originally non-bank players requires KCB to redefine its relationship so as to win back some of the liberal customers being swayed by the wind of change in the sector.
Third, redefine branch optimization approach: with the unsustainable branch optimization models in the banking sector, there is need improved full time access and simplicity in service provision. Therefore, KCB will have to provide clear cut solution that targets less-branch banking to gain a perceived convenience.
In addition, adopt a focus on customer approach. There are increasingly more literate and digitally connected populations in Kenya than ever before. To tap into this growing market, KCB will have to adopt a personalized service (i.e. online, 24/7), improved communication and enhanced kick-backs in the delivery of its services.
Finally, adopt brand differentiation: With the complexity associated with the banking sector, KCB will have to simplify its engagement with customers. The bank will have to rebrand itself as a stand-alone bank. It should have its own niche in terms of products and services it offers. This will meet the quest for simple, easy to understand and use products and services. This entails rethinking ways to handle paperwork and complicated bureaucracies.
References
Allen, Franklin, Isaac Otchere, and Lemma Senbet, 2011, African financial systems: A review, Review of Development Finance 1, 79-113.
East African Standard Reporters, 2009, Why central bank position on mobile banking attracts wrath. KBL Foundation
Franklin Allen, Elena Carletti, Robert Cull, Jun “Qj” Qian, Lemma Senbet, And Patricio Valenzuela, 2012, Improving Access to Banking: Evidence from Kenya, CBK.
Michael E. Porter, 2005, Competitive Strategy: Techniques for Analyzing Industries and Competitors, McGraw.